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Having served as an Assistant City Manager (ACM), I witnessed firsthand the profound impact that hiring the right—or wrong—person can have on an agency’s culture and overall success. Recruiting for executive positions requires more than just assessing technical qualifications; the right cultural fit is crucial not only for the candidate’s success but also for the organization’s health. A poor fit can disrupt team dynamics, weaken morale and even impact overall performance. Now, as an executive recruiter, I apply my experience in local government to help agencies find the best talent for their teams.

One of the most common questions I am asked is why an agency should hire an executive recruiter rather than relying solely on internal staff. While internal teams are deeply familiar with their agency’s values, protocols, and preferences, a recruiter brings a strategic, objective lens that minimizes internal bias and expands the search beyond the usual candidate pool. This is particularly important when internal candidates are in the mix. Even in the most well-intentioned processes, unconscious biases can sometimes influence hiring decisions- whether through a natural familiarity with internal candidates or, conversely, concerns about workplace dynamics when promoting from within. A recruiter helps bring an objective perspective, supporting a fair and consistent evaluation of all candidates based on their qualifications, leadership potential and cultural fit. This added perspective enhances transparency and trust in the process, contributing to a well-informed hiring decision.

Beyond reducing bias, hiring an executive recruiter offers other key advantages. Recruiters have access to an extensive network of highly qualified professionals, including passive candidates who may not be actively seeking a new role but are open to the right opportunity. They also bring specialized expertise in assessing leadership traits, ensuring candidates are not only technically competent but also equipped to navigate the complexities of public sector leadership. Additionally, executive recruiters streamline the process, managing everything from outreach and pre-screening to interview facilitation and final selection, saving agencies significant time and administrative burden.

For an agency to get the most out of a recruitment process, collaboration is key. The most valuable contribution a client can make is helping develop a well-rounded candidate profile. This means involving the right stakeholders—those who truly understand team dynamics, leadership expectations and long-term strategic goals. Without this critical early input, there’s a risk of misalignment between the candidate pool and the agency’s actual needs. A strong, well-defined profile ensures that the search is focused and effective, leading to hires who enhance collaboration and contribute to the organization’s long-term success.

At the heart of executive recruiting is the opportunity to help agencies build strong, high-functioning teams. It’s incredibly rewarding to connect organizations with the right talent—those who will not only fill a role but also elevate an entire agency. If you’re looking to strengthen your leadership team, I’d love to connect and explore how we can work together to find your next great hire. Here’s to another year as a dedicated “unicorn scout”!

Strategic goal setting is not just a task; it is a pivotal process that defines the trajectory of an organization’s focus and priorities for the years to come. Strategic goal setting can create a shared vision, aligning the work of agency staff with the direction set by the governing board, and make operations more efficient and effective. Strategic planning can also be an opportunity for the agency to keep its constituents better informed by communicating where resources will be allocated, and which critical projects will be prioritized.

As leaders of public agencies, goal setting is likely a familiar practice, whether it be something you engage in formally or informally. Regardless, it’s vital to take a step back and ask: Is this the right approach and is it working? Is the process optimized and aligned with our mission, vision, and values? Does the process align with our budget process? These are questions to ask about any process and with changing members of the governing board, it makes even more sense to ask these questions consistently. 

Many organizations find that hiring a third-party expert to facilitate the goal setting process brings a neutral viewpoint and allows staff to be the experts they are, rather than the brokers of opposing priorities. A good facilitator will guide elected leaders through this complex exercise to arrive at realistic, even if aspirational, goals that are simple, concise, measurable, and most importantly, aligned with the agency’s mission, vision, values and budget!  

In my experience, it is also smart to follow up the goal setting process by working with your team to craft realistic, measurable work plans and regularly report back to the elected leaders and community on your progress. It is a missed opportunity if the agency conducts this comprehensive process only to see nothing happen afterward. Use dashboards, project management software, websites, and social media to share the progress. Be proud! Be transparent! Tell the story!

I spent over seven years managing strategic goal setting in my public sector life and saw the process evolve over that time. Important lessons were learned. Be prepared to be realistic about just how many priorities can be accomplished in the goal setting process. When everything is a priority, nothing is a priority. I’ve also seen many positive outcomes delivered by the governing boards and staff, including increased organizational morale as the team aligns on the selected priorities and subsequent work plans. If you want to strategize on implementing a process or revising your existing process, I would enjoy a chance to talk.

Best wishes,

“It’s all about who you know.” We’ve all heard this before.

The founders of LinkedIn definitely did. They launched LinkedIn in 2003 with a specific mission in mind: to connect the world’s professionals with each other. Over the years, LinkedIn has evolved into a multifaceted platform where professionals not only connect but also share knowledge, engage in discussions and build their personal brands. With over 950 million users worldwide, it has become a powerful tool for recruiters, job seekers and professionals across various industries, including local government.

LinkedIn provides the opportunity for employers to showcase their culture and what they stand for. Does your agency have a dedicated agency page? Is it decked out with a profile picture, header and a description that includes your mission and values? Do you regularly post about community initiatives, employee success stories, open positions or behind-the-scenes glimpses of everyday operations? Maintaining an agency page allows prospective candidates to get an inside look into what it’s like to work at your agency. The more you share, the better picture you paint for candidates who are considering your agency as their next employer.

Visitors to your agency page can also discover the employees who work at your agency (if they have a LinkedIn profile that acknowledges your agency as their place of employment). Employees can use LinkedIn as a platform to showcase thought leadership, highlight employer milestones, engage with other professionals and generally elevate the profile of the agency they work for. In doing so, your staff can catch the attention of professionals looking for opportunities to make a meaningful impact. For example, at Tripepi Smith I enjoy sharing content of my employees at work, announcements of where you can find me in the next few days and resharing valuable discussions on relevant topics.

For hiring managers, the more connections you have, the better. Connect with everyone you meet at a conference. Observe how others are responding to certain situations and engage in the conversation. Share wins that will resonate with others. When the time comes to find the perfect candidate for that one job, you’ll have an extensive network of professionals with whom to share the opportunity. Someone will likely know someone who is a great fit for your open position.

If you want some great examples of public leaders who crush it with LinkedIn, check out Jenny Haruyama and Marianna Marysheva.

LinkedIn is no longer just a professional networking site; it’s a recruitment powerhouse. Take advantage of it. We have a team of social media experts who are well-versed in LinkedIn. They know what job seekers are looking for and what improvements to make to draw them in. As always, we’re just a phone call (or email) away.

Onward,

Public agencies are entrusted with the responsibility of delivering essential services, making policy decisions and fostering a welcoming environment. They are also called upon to be effective at what they do with efficient use of public resources. Good management can help achieve these goals, but behind the scenes exists an intangible force that is vital to the successful management of these organizations: culture.

Culture is more than just a buzzword; it’s the invisible hand that guides our actions, decisions and interactions when management is not around. While human management typically establishes policies, procedures and rules to guide employees’ actions, it is impossible for management supervision to be everywhere all the time. Indeed, supervision is rare, leaving organizational culture to dominate the behavior decisions of employees.

Culture defines the “way things are done” within an organization and influences how employees interact with each other and their customers. It also affects their work product and whether they take pride in the end results. A strong culture instills shared values that can make an organization more cohesive. Essentially, it shapes the identity and character of the team. Also, it’s important to remember that a strong culture does not necessarily mean a good culture. We can all think of places that have a strong “culture of corruption,” but I’m certain we can all agree that’s not a good culture.

If honesty and integrity are cultural traits, employees are more likely to make ethical choices. Meanwhile, a culture that values delivering an outcome regardless of methodology might find ethics are compromised to achieve a goal. Be thoughtful about the nuances of the culture you promote and the priorities you define as a leader.

Defining and nurturing culture is an ongoing process that requires commitment from every level of the organization, from interns to executives. Defining and consistently reinforcing your culture can create a workplace where the team is engaged, motivated and ready to serve the community.

If you want to cultivate not only a strong culture, but a positive one, as well, it’s important to step back and ask yourself some questions. How would you define your organization’s culture? What have you done this week to affirm the culture? If you asked your new hires what the culture of your organization is, what would they say? If you know the answers to these questions and like what they are – congratulations, you have a strong, positive culture. If you aren’t sure what the answers are, maybe it’s time to think about how to define your culture and instill it in your team. And if you have the answers but don’t like them, perhaps it’s time to make some big changes to get your culture to where you’d like it to be.

Not sure where to start? We can help.

Culture matters.

Onward,