As someone who has served as a police chief in three different cities over the past 20 years, I have garnered some crucial insights into the nature of municipal government and management, which I believe could be beneficial for those of you working within this complex and demanding environment. The first insight that I would like to share relates to the importance of not taking things personally. It is essential to remember that business is business, so any form of resistance, objections, or criticism you may face is likely not personal; hence, it should not be taken that way. This perspective aligns with the findings of a study by Driscoll and McKee (2007), which emphasizes the importance of emotional intelligence in effective leadership, particularly in high-stress public service roles.
My second point relates to the age-old wisdom of picking one's battles. As a leader within a municipal government, you will be faced with numerous challenges and conflicts. In such a scenario, it is neither feasible nor productive to attempt to win every fight. Conceding on certain issues is not a sign of weakness; instead, it is a strategic move that allows for the conservation of energy and resources for battles that truly matter. This concept resonates with the findings of a study by Sorenson, Morse, and Savage (1999), where they underline the importance of strategic planning and prioritization in effective municipal management.
My third insight pertains to the power of delegation while retaining responsibility for the outcomes. Effective succession planning is a critical aspect of leadership, and individuals cannot prepare to ascend the ranks unless they are provided with opportunities to learn, and sometimes, to fail. This approach aligns with the notion of 'responsible autonomy', put forth by McGregor and Doshi (2015), where they argue that individuals perform best when given the freedom to make decisions, coupled with the responsibility for the results of those decisions.
My final point is perhaps the most crucial one - understanding the role of a police chief. While mentoring, training, and directing are often cited as primary responsibilities, the ultimate role of a police chief is to 'take the heat'. This involves assuming responsibility for both the successes and failures of the department, and facing any criticisms or objections that may come with it. Anyone unprepared for this aspect of the role might as well not pursue the position. This idea is supported by research by Oliver (2006), who argues that the ability to take responsibility for one's actions is a key trait of effective leaders, particularly in the context of public service roles.
So, in essence, effective leadership within a municipal government setting involves a delicate balance of emotional intelligence, strategic decision-making, delegation, and a readiness to assume responsibility for one's actions. While it may seem like a tall order, I firmly believe that these insights, backed by empirical research, can guide you in your journey to becoming an effective and successful leader within your municipal management role.
Driscoll, Catherine, and Margaret McKee. "Restorative stress: The impact of emotional intelligence and organizational support on public sector managers." Public Personnel Management 36, no. 4 (2007): 353-366.
McGregor, Lindsay, and Neel Doshi. "How company culture shapes employee motivation." Harvard Business Review 25 (2015).
Oliver, Richard L. "Leadership in the public sector: Promises and pitfalls." In Public Administration, edited by L. R. Jones and J. Thompson, 41-56. London: Routledge, 2006.
Sorenson, Robert L., Richard C. Morse, and George A. Savage. "A test of the motivations underlying choice of conflict strategies in the dual-concern model." International Journal of Conflict Management 10, no. 1 (1999): 25-44.