In the world of municipal government management, knowing your people matters more than ever. In a sector that is often seen as impersonal and bureaucratic, taking the time to understand the individuals who make up the team can make a significant difference in how effectively a municipality functions. Research supports this: the relationship between employees and their supervisors has a direct impact on job satisfaction, productivity, and organizational commitment (Allen et al., 2008).
This concept resonates deeply with me. My full name is John Edmond Welch IV—but I’ve always gone by Jed. As a young Airman, I quickly learned to notice who made the effort. If someone called me John, I knew they hadn’t taken the time to really know me. But when they used Jed, I knew they saw me as a person. That small, intentional act made a big difference—it made me feel valued, seen, and more willing to go the extra mile.
Municipal employees, like anyone else, want to feel appreciated. When leaders take the time to learn their employees’ names, interests, and motivations, it sends a clear message: you matter. You are more than a title or ID badge. This personal connection strengthens morale, boosts job satisfaction, and fosters a deeper sense of belonging (Bono & Judge, 2005; Gardner et al., 2009).
Early in my civilian career, I worked for a large logistics company where leadership discouraged spending time getting to know employees. “There’s too much turnover,” they said. “It’s a waste of time.” I strongly disagreed. I believed then—and still do—that this mindset causes high turnover. People are more likely to stay when they feel respected, connected, and seen. And I’ve seen firsthand how a good leader’s investment in their team can sway a 50/50 decision—like whether someone calls out or shows up.
Understanding employees individually also allows leaders to better leverage their unique strengths. Every team member brings different talents and perspectives, and recognizing those allows leaders to delegate more effectively and build stronger, more responsive teams (Judge & Piccolo, 2004). It also helps identify growth opportunities, tailor professional development, and guide employees toward fulfilling, long-term careers (Raabe & Beehr, 2010).
Even in organizations with high turnover, the solution isn’t less connection—it’s more. A culture of value and engagement can reduce attrition and enhance continuity, both of which are vital in municipal operations where institutional knowledge and team cohesion are essential (Shaw et al., 2005).
In conclusion, knowing your people isn’t just a nicety in municipal government—it’s a necessity. It enhances productivity, deepens commitment, and improves retention. And no, it doesn’t require massive time or resources. Sometimes, it’s as simple as using the right name. Because leadership starts with recognition—and recognition begins with respect.
References
Allen, David G., et al. “How Effective Leaders Harness the Future.” Journal of Applied Psychology, vol. 93, no. 2, 2008, pp. 483–498.
Bono, Joyce E., and Timothy A. Judge. “The Impact of Leader Behavior on Employee Commitment to the Organization.” Academy of Management Journal, vol. 48, no. 5, 2005, pp. 774–780.
Gardner, William L., et al. “The Impact of Leader-Member Exchange (LMX) on Work-Family Interference and Well-Being.” The Leadership Quarterly, vol. 20, no. 4, 2009, pp. 485–499.
Judge, Timothy A., and Ronald F. Piccolo. “Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity.” Journal of Applied Psychology, vol. 89, no. 5, 2004, pp. 755–768.
Raabe, B., and R. Beehr. “Formal mentoring versus supervisor and coworker relationships: differences in perceptions and impact.” Journal of Organizational Behavior, vol. 31, no. 3, 2010, pp. 363–383.
Shaw, Jason D., et al. “Turnover, Social Capital Losses, and Performance.” Academy of Management Journal, vol. 48, no. 4, 2005, pp. 594–606.