Building Amazing Cities
By JIM HUNT
Past President of the National League of Cities
When people ask me to name one thing that has improved the most over my more than forty years around local government, my answer comes quickly: the growth of professional city managers.
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That is not meant as a criticism of the past. I had the privilege of working with some outstanding city managers during my years on council and as mayor. They were dedicated, capable, and deeply committed to the communities they served. But there is no question that the profession itself has grown in both breadth and depth, and that growth has made local government stronger.
Today’s city managers are far more likely to be career professionals who have intentionally chosen local government as their life’s work. They understand the unique role they play in effective governance, and they are better trained than ever for the demands of the job. Running a modern city or town is no longer just a matter of balancing the budget and making sure the garbage gets picked up. A city manager today must understand finance, personnel, economic development, infrastructure, public safety, communications, technology, and crisis response, often all in the same day. They also need the patience to sit through a tense council meeting without letting their expression say too much.
One of the healthiest changes in local government has been the growing recognition that managing a city requires a trained and battle-tested professional.
Over the years, I have had the opportunity to attend and speak to many state chapters of the International City/County Management Association, and I continue to be impressed by the quality of talent in the profession. Young managers are entering the field with strong educational backgrounds, practical experience, and a real desire to serve. Many begin in small towns and cities, where they quickly learn that local government is equal parts policy, people skills, and problem solving. One minute you may be talking about utility rates, and the next you may be hearing a complaint about a neighbor’s chickens.
That is how experience is built. A young manager who starts in a small community learns the profession from the ground up and develops the judgment that comes only from real responsibility.
Over time, that path can lead to larger communities and greater challenges. It is one of the best talent pipelines local government has developed.
I have also been impressed by the willingness of veteran city managers to mentor those coming along behind them. Strong professions do not just recruit talent. They develop it.
My good friend and colleague at Bearing Advisors, Mike Conduff, is a perfect example. Mike has spent years in city management and believes strongly in passing the torch. He is always introducing me to city manager friends, connecting people in the profession, and creating opportunities for younger professionals to learn and grow.
He listens, advises, encourages, and shares his experience freely. That kind of generosity makes the entire field better.
Over the years, Mike and I developed a training session designed to help bridge the gap between city managers and elected officials. During the session, Mike would be explaining how city managers typically approach an issue, and I would interrupt him and say, “Mike, we do not do it like that in our city!” Mike, in his calm city manager tone, would respond, “Jim, you’re being just like an out-of-touch city councilmember!”
The audience would laugh, but the point was real. Your viewpoint often reflects the seat you are sitting in.
Mike and I would close the session standing on opposite sides of the stage holding a rope. If each of us pulled against the other, we got nowhere. But when we worked together, the lesson was clear. Cities and towns move forward when elected leaders and professional managers respect each other’s role and pull in the same direction.
In a world where governing has become more complex, more demanding, and sometimes more combative, professional city managers bring stability, competence, and perspective. That is one of the most positive changes I have seen in local government, and it is something worth celebrating.