The Future of Government Leadership Belongs to the “And” Generation

The future of leadership in government isn’t about choosing between efficiency and culture—it’s about building systems that deliver both, relentlessly moving us forward while keeping our team strong and connected. Jim Collins nails this in Good to Great, where Level 5 leaders confront brutal facts—like our reactive firefighting—while maintaining unwavering faith in the endgame: sustainable progress through disciplined systems, not just hustle. Cities I’ve worked with often excel at culture but struggle with efficiency, creating a false tradeoff we can resolve.

The Efficiency Trap in City Work

Most cities nail emergencies—a water main break gets fixed fast, a park mess cleans up quick. But preventative maintenance? That steady, unseen work falls short because no one notices when it’s done or skipped. I’ve seen organizations that seem high-performing due to strong crisis responses, yet a closer look reveals poor time management and waste. Collins’ Hedgehog Concept guides us: focus on what we can be best at (smart systems like scheduled audits and tracking tools) and what we’re passionate about (teams bonding over NFL playoffs and family stories). Those hallway chats and games aren’t distractions—they’re the flywheel momentum Collins describes, forging unity, one of our four core departmental values.

What "And" Leadership Means for Us

How do we proactively sweep roads and be social and have fun together?” We design rhythms blending deep maintenance work with built-in connection time. Speed shines in crises, but daily progress relies on steady accountability—shared dashboards track operational wins and personal milestones, making it feel like “we’ve got a plan” instead of “hurry up.” Lighthearted moments build trust, ensuring we have each other’s backs, just as Collins notes great teams thrive on disciplined people who don’t need rigid hierarchy.

Systems to Drive Us Forward

Deploy simple trackers or advanced software for high-impact maintenance, logging “invisible work” to spark team pride—Collins’ “right people on the bus” means hiring self-motivated builders who fit our culture. We want people who want to be part of us and be a part of something great, this requires that blend of efficiency and connection.

Making It Real for Our Team

We live this already—games, activities, and hallway chats aren’t waste; they’re the glue. Pair them with accountability and systems for those unseen tasks, and you build unstoppable momentum. We’re not perfect, but always improving toward great. This is the "And" generation in action: efficiency and connection, progress and people.

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