Leadership, particularly in the municipal government, is a concept often misunderstood. Rather than being a title or a position, it is a responsibility that requires a great deal of selflessness and dedication to others. It is about creating a positive environment, setting an example, and encouraging others to reach their full potential[1]. This is especially true when it comes to nurturing high-performing individuals.
Many leaders, unfortunately, make the mistake of confining their best performers to their current roles. This is often due to fear of the void that these individuals would leave behind, or the desire to maintain a sense of consistency. This approach, however, is not only detrimental to the individual's growth but also to the overall health of the team[2]. When team members see that their hard work and dedication lead to stagnation rather than growth, morale suffers, ambition fades, and innovation dwindles[3].
True leadership involves recognizing the potential in others, developing that potential, and then releasing it. This means not holding people back because they excel in their current role, but rather providing them with opportunities to grow and develop[4]. Leaders should take pride in the growth and success of their team members, seeing their achievements as a reflection of their own leadership[5].
In the military, there is a saying: train your replacement. This is not about preparing for one's own departure, but rather about equipping others for their future. This mindset is applicable not just in the military, but across all sectors, including municipal government[6]. It encourages leaders to invest in the development of their team members, to prepare them for future roles and responsibilities, and to celebrate their achievements.
So, the next time you find yourself resisting the idea of promoting a high-performing team member because they are "too valuable where they are," ask yourself: am I leading for me, or for them? Because the true measure of leadership is not about keeping your best people under you, but about ensuring that they never stay behind you[7].
Ultimately, the most effective leaders are those who understand that their legacy is not about maintaining the status quo, but about inspiring and enabling others to achieve their full potential[8]. This is what true leadership in municipal government, and indeed in any setting, is all about.
[1] Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.
[2] Mankins, M., Bird, A., & Root, J. (2013). Making star teams out of star players. Harvard Business Review, 91(1), 74-78.
[3] Pink, D. H. (2009). Drive: The surprising truth about what motivates us. Riverhead Books.
[4] Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press.
[5] Kouzes, J. M., & Posner, B. Z. (2012). The leadership challenge: How to make extraordinary things happen in organizations (5th ed.). Jossey-Bass.
[6] Sinek, S. (2014). Leaders eat last: Why some teams pull together and others don’t. Portfolio/Penguin.
[7] Collins, J. (2001). Good to great: Why some companies make the leap...and others don’t. HarperBusiness.
[8] Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.