By Melissa Marsh
Thank you to the Michigan Municipal Executives Scholarship program through which both Adam Smith of Grand Ledge and I attended the 2022 ICMA Gettysburg Leadership program. This is an extraordinary leadership experience that is not only engaging with leadership lessons but profoundly moving as you walk in the footsteps of the past on the battlefields of Gettysburg.
This training draws on municipal leaders from across the country at different stages of their careers to come together to study leadership, strength, and the human spirit. Our profession as city managers and municipal leaders has much to learn from the lessons of Gettysburg on the battlefield and the recovery of the City of Gettysburg.
For those of you who have the chance to attend this learning opportunity in the future, I highly encourage it. However, for those of you who may not, I wanted to summarize what I took away from this experience so that my scholarship experience might enhance everyone’s leadership skills, if only to serve as a reminder:
1. Delegation – On July 1, 1863, General John Reynolds, a highly respected Union general, led his infantry to the battlefield for a planned counterattack on Confederates when he was killed. This devastating blow to the Union attack left the troops without direction and unable to clearly execute the plan.
As city managers, we cannot be present in every situation, resident interaction, or emergency. Therefore, we must take the time to mentor and train staff, communicate clearly, and empower staff to make the right decisions. This requires a clear understanding of the mission by team members, which, combined with the city manager’s verification that they understand the mission, will lead to their increased ability to make good decisions in the absence of the city manager.
Practical takeaway – Meet with staff regularly, communicate plans, and have staff state their understanding with the “why” so it is clear we are on the same battle plan.
2. Active listening – Col. Joshua L. Chamberlain, a school teacher by trade, and future governor of Maine, motivated his troops to continue a desperate fight with the 15th Alabama Infantry on July 2 despite nearly overwhelming odds. He proved himself a motivating leader as they won the day at Little Round Top thanks to their colonel’s stubborn guidance, proof a group of people—no matter how small—can succeed with good leadership.
Understanding the point of view or issues of leading people is key to improved leadership skills. This requires active listening starting from the point of respect, showing you are listening to their concerns, and responding appropriately. This leadership skill is vital to a city manager as we deal with different interests and personalities of city councils, team members, employee unions, residents, and business owners.
Practical takeaway – Actively listen to understand the total meaning, hold off judgment, and try to understand the total issue, which often is not what is being asked for or stated in the complaint or discussion.
3. Adaptability – Gen. Gouverneur K. Warren, aka Hero of Little Round Top, chief of engineers, was surveying the Union left position when he spied Confederate forces moving toward Little Round Top. Realizing its importance, he rushed troops to the hill’s defense, which ultimately saved the Union line on Cemetery Ridge.
As city leaders, situations can change by the minute, and it is important that we are adaptable and have staff that can make appropriate changes to the plan to make good decisions. By adjusting the method of attacking a problem, leaders must be adaptable and willing to consider other opinions. This requires open-mindedness and thinking outside the box. To be effective, adaptability must extend to our staff as well. Adaptable teams allow us to succeed and develop initiatives in an unpredictable environment.
Practical takeaway – Building a diverse and inclusive team that allows different skill sets and voices to be involved in decisions and conversations will often result in the best solution.
4. Never understatement the power of Community – The residents of Gettysburg did know that the Confederate army was headed their way. Still, the extent of what took place could not be anticipated. Over three days of fighting, Gettysburg was left with 7,058 dead and 33,264 wounded soldiers to be cared for in and around the town in homes, churches, or any suitable building. Apart from the human carnage, some 5,000 horses and mules died in the battle. They, too, had to be collected and burned in great pyres, leaving a stench that hung over the area for weeks, leaving the community struggling to recover.
As a city leader, there is no greater asset than people—staff and residents. While probably not to the scale of Gettysburg, each of us faces our own emergencies and disasters. Yet, time and time again, the people in the community step up and make our cities more vibrant. For example, during the onset of the pandemic, we all saw an outpouring of support to help with food banks, senior care, and other civic support systems. As city managers, we can help build this community by maximizing our interactions with residents through social media and by attending civic organization’s meetings or city functions.
Each day of this conference ended with me being inspired to be a better leader and a more engaged citizen, and the thought that although our day-to-day battle techniques have changed, leading and motivating people has not.
Thank you to the ICMA and MME for making this training possible. For this and other scholarship opportunities through the MME visit www.mme.org/scholarship-application-guidelines/.
Melissa Marsh is the city manager in Madison Heights and Adam Smith is the Grand Ledge city manager.