Teaching to Fish: How Municipal Leaders Create Lifelong Problem-Solvers

Leadership is often thought of as a top-down structure, where power resides with a select few at the top. However, this traditional concept can often limit the potential of organizations, particularly in the municipal government sector. This is why it is critical to approach leadership from a different perspective, one that fosters empowerment and encourages every member of the team to take initiative. This approach, often referred to as 'pushing leadership down', involves distributing leadership responsibilities and decision-making powers to the lowest level possible within an organization1.

Contrary to some interpretations, pushing leadership down is not about relinquishing control, but about multiplying impact. By empowering junior team members to make decisions, lead initiatives, and take ownership, competency is built alongside confidence. This approach also cultivates future leaders, ensuring the continued growth and evolution of an organization even after the current leadership has moved on2.

Training successors is a critical aspect of this approach. It isn't merely about preparing someone to take over a specific role, but about investing in people long before the handoff. By offering leadership opportunities early, the timeline for mentorship is extended, providing successors time to learn not just the responsibilities of the role, but also the underlying rationale behind each action3.

Many successful professionals attribute their success to this approach, having observed individuals they once mentored assuming leadership roles with their unique styles, yet sharing common values. This outcome is not accidental, but a result of consciously building a leadership culture from the ground up4.

However, a quote from an unknown source provides a stark reminder of the importance of this approach: "If your team falls apart when you leave, you didn't lead—you managed. True leaders leave behind leaders." This encapsulates the essence of pushing leadership down. If leadership is tied only to the presence of a few individuals, its impact is temporary. But when leadership is cultivated at every level, the influence continues, ensuring the longevity and resilience of the organization5.

In the context of municipal government, this approach holds great potential. The complex and dynamic nature of municipal responsibilities requires a leadership style that encourages participation, innovation, and adaptability. Pushing leadership down can help achieve this by promoting a sense of shared responsibility and empowering individuals to take initiative6.

Therefore, pushing leadership down to the lowest level is not just an innovative management strategy; it is a necessity for the future of municipal government. It ensures the sustainability of the organization, fosters a sense of shared responsibility, and encourages innovation and adaptability, all of which are critical for the effective functioning of municipal governments7.

1. Bennis, W., & Nanus, B. (1985). Leaders: The Strategies for Taking Charge. Harper & Row.

2. Collins, J. (2001). Good to Great: Why Some Companies Make the Leap... and Others Don't. HarperBusiness.

3. Drucker, P. (1999). Management Challenges for the 21st Century. HarperBusiness.

4. Heifetz, R., Grashow, A., & Linsky, M. (2009). The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World. Harvard Business Press.

5. Kotter, J. P. (1996). Leading Change. Harvard Business School Press.

6. Maxwell, J. C. (2005). The 360 Degree Leader: Developing Your Influence from Anywhere in the Organization. Thomas Nelson.

7. Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. Doubleday/Currency.