Inclusivity in Action: How Municipalities Can Hire for True Leadership Potential​

The traditional hiring model often leans too heavily on formal credentials, sidelining those who have built their competence through alternative routes. Leadership today requires recognizing that capability is not only validated by certificates or degrees but also by accomplishments, adaptability, and the ability to lead teams through real challenges. While formal education can signal foundational knowledge, it does not always capture the full depth of a person's leadership capacity. Leaders must be willing to question filters that eliminate candidates based on arbitrary criteria rather than actual performance or promise.

Municipal governments in particular could benefit from adopting more inclusive recruitment approaches. For instance, skills-based hiring practices, which focus on demonstrable abilities and prior outcomes, can open doors to a broader range of qualified applicants. The U.S. Office of Personnel Management has encouraged federal agencies to expand the use of skills-based assessments for this reason, emphasizing that experience and competencies often better predict job performance than degrees alone¹. Municipal hiring managers can apply this insight by reassessing job postings, removing unnecessary degree requirements, and incorporating structured interviews and practical assessments that evaluate candidates’ real-world problem-solving abilities.

The Value of Lived Experience in Leadership

Lived experience - the lessons shaped by navigating hardship, uncertainty, and complexity - often cultivates a leadership style rooted in empathy, resilience, and practical know-how. These qualities are particularly valuable in public service, where leaders must navigate competing priorities, limited resources, and diverse community needs. Leaders who have advanced through nontraditional paths often bring a deeper sensitivity to the barriers facing others and a strong commitment to inclusive decision-making. These attributes cannot be taught in a classroom but are often hard-won through experience.

For example, leaders with backgrounds in community organizing, military service, or trade work may bring crucial insights into how policies impact people on the ground. These perspectives can enrich strategic planning and promote more equitable outcomes. Research supports the idea that diverse leadership teams, including those with varied educational and experiential backgrounds, tend to make better decisions and foster more innovation². Encouraging diverse pathways into leadership roles strengthens not only team dynamics but also public trust in institutions.

Reframing What It Means to Be “Qualified”

Leadership today requires a fresh lens on qualifications. Instead of asking whether a candidate has a specific degree, we should be asking whether they’ve led through ambiguity, inspired others in difficult circumstances, or delivered results without ideal conditions. These are the markers of leadership readiness. As the private sector moves toward credential transparency and alternative pathways, municipalities should not lag behind. Cities like San Francisco and New York have already started pilot programs to expand access to government roles through apprenticeships and community-based hiring initiatives³.

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