In the realm of teamwork and cooperation, finding common ground emerges as a crucial element that sets the stage for collaboration. But what exactly does "common ground" mean, and why is it so essential in various aspects of life? In a recent discussion, three women in professional local government management shared their perspectives on the significance of finding common ground and how it impacts their interactions, relationships, and leadership.

ICMA, in partnership with Cigna Healthcare, hosted a SheLeadsGov webinar on Finding Common Ground: Great Minds Think… Differently. Kimberly Funderburk, president of government, education, and health systems at Cigna Healthcare, led the webinar by introducing a panel of trailblazing women from various corners of the United States who have achieved remarkable milestones in their career. Carla Bell Johnson, deputy county administrator, Orange County, Florida; Trish Stiles, town manager, Bennett, Colorado; and Samantha Tavares, president, Local Government Hispanic Network (LGHN) and special projects manager, Phoenix, Arizona, shared their unique strategies and lessons learned.

   

Understanding the Importance of Common Ground

In the pursuit of effective collaboration and harmonious teamwork, the conversation commenced with an intriguing question: Why does finding common ground matter, and what does it truly signify? Common ground serves as the key to opening doors for collaboration and cooperation. By discovering shared interests, people can break the ice and create a comfortable atmosphere for teamwork to thrive.

Acknowledging the richness of imperfections and the necessity of finding common ground, especially in goal-oriented and diverse teams, is important. “We're all just humans, we're not robots.” said Stiles, "Sometimes we're just imperfectly, perfect, because we're all very different, and even on a small staff, we try to find commonality.” The essence of setting common goals often serves as a foundational step towards finding common ground. Even though team members may have diverse approaches and strengths, aligning around shared objectives paves the way for unity. Stiles’ experience demonstrates that having a central purpose not only fosters collaboration but also empowers team members to appreciate and leverage each other's strengths effectively.

Communication and relationship-building are integral elements that form the bedrock of common ground. Tavares shared experiences and relatable anecdotes, like her experience growing up as a garbage truck driver's daughter to bridge gaps and foster understanding in her roles as a woman in local government. She aptly described this as a "balancing act"—embracing shared objectives while allowing space for individuality.

Navigating Transformed Workspaces

The panelists shared how they and other women have personally changed in ways that prioritize equity, flexibility, and inclusivity to drive positive changes in policies and attitudes within their organizations, better support employees' personal and family needs, and contribute to a more inclusive and accommodating work environment for all employees.

For Bell Johnson, a shift toward focusing on equity in government services and moving beyond providing the same services to all taxpayers by tailoring services to meet specific community needs, has given her a more comprehensive understanding of employees. Being visible through shadowing and engaging with departments is ideal for her to understand differences within processes and policies. “To me, it's not simply embracing your diversity,” said Bell Johnson, “but it's making people feel their role—no matter how big or small—has a specific purpose in our bigger mission.”

A positive impact of the COVID-19 pandemic, particularly the adoption of hybrid work arrangements, has allowed for more flexibility in the work lives of women working for Bennett. Stiles led the improvement of organizational policies, such as offering extended paid parental leave and even allowing employees to bring their infants to work. She sees these changes as strides toward creating a more inclusive work environment for herself and providing support for other employees with families.

In Phoenix, Tavares has noticed how the increasing representation of women in leadership roles has led to more collaborative and empathetic decision-making processes and policies. For example, they are addressing challenges faced by employees related to work-life balance and family planning; the organization is actively working on providing support for fertility treatments and adoption, creating an environment where open conversations about these topics are encouraged.

Strategies for Success

The panelists agreed the pursuit of an inclusive workplace is a critical endeavor for any organization, and as professionals who have practiced inclusivity in local government, they agree a top-down commitment is a cornerstone of their successful diversity, equity, and inclusion efforts.

Implementation of policies that support inclusivity is paramount, and while diversity milestones might be celebrated in the press, it's essential to back these achievements with tangible programs, such as employee resource groups (ERGs), that empower underrepresented groups and promote the development of future leaders.

Utilizing tools like personality assessments (such as Enneagram or Myers-Briggs) can aid in deciphering individual strengths and communication styles among teams. This understanding allows leaders to delegate tasks that align with each team member's abilities, thereby reducing frustration and boosting overall productivity. Recognizing and utilizing each person's unique skills can bring about a transformative shift within an organization.

An inclusive workplace goes beyond policies and numbers; it involves creating an atmosphere where different cultures and backgrounds are genuinely appreciated. Events that celebrate diversity, whether citywide or within the organization, can build bridges between individuals and communities. Embracing diversity is not just about meeting quotas; it's about fostering an environment where people from various walks of life feel valued and empowered.

When executives and leaders actively support these initiatives, they set the tone for the entire organization.

The Attendee Experience

Following the event, we asked three attendees to share their insights and takeaways from the day.

Why is finding common ground important to you as a woman leader?

Carolyn McCreary, ICMA-CM, township manager, Montgomery Township, Pennsylvania: It’s become way too easy to find the things that set us apart and, unfortunately, divide us. This is especially evident on social media. I believe the greatest contribution I can make for my staff (and community) is to emphasize those traits and values that bind us together. This is why I developed a hashtag for all of our communications. #WeAreMontgomeryTwp

Anita Jones-McNair, chief race and equity officer, Carrboro, North Carolina: What I have learned through the years is we are stronger together. Understanding the tasks before us and involvement at all levels is critical in areas of decision policy making and providing services and opportunities, especially to those most impacted. The involvement and understanding builds trust, a sense of belonging, stronger partnerships/collaboration, and a deeper understanding of issues and how to address them. 

Alexandra Orologas, assistant city manager, El Cerrito, California: The reality is that the profession is different for women in a variety of ways. Women in city management have more pressure to prove ourselves, being bold or vocal can be seen as a negative and bouncing back from political adversity is often more difficult than for our male counterparts. Most of us have had that shared experience, which is why we need to support each other through participation in initiatives like SheLeadsGov, Women Leading Government, and League of Women in Government. These organizations provide resources and networking opportunities for women in our profession so that we have the spaces to empower and lift each other up.

What's one thing you'll do, change, or implement based on the discussion?

McCreary: I want to look at more creative ways to support staff who may feel that they are on the sidelines and bring them into feeling more engaged and comfortable to share their thoughts and ideas, even if it’s out of their wheelhouse.

Orologas: Continue to make sure women (and particularly women of color) in our profession not only have a seat at table and are heard, but are in the seats that have the most influence. I went on the city manager career path because I wanted to be a part of making the decisions that really matter in our communities.

Hearing the panelists reignited that passion and reminded me of all the mentors who had helped to bring me to the table in the first place. We all need to hold a mirror up to ourselves and ask: What are we doing right now to pay it forward? How can we be the most effective advocate for our female colleagues? Look within your own organization as a starting place. Regardless of level in the organization, invite staff that demonstrate a leadership interest to those meetings where decisions are being made, even if it is just to listen at first. I was lucky to have organizational mentors to invite me to city manager briefings, agenda review, city council closed sessions, etc., for the sole purpose of providing me exposure to what it was like being at the table. Think about what other leadership roles you can encourage other women within or outside your organization to seek, like serving on a board of directors for a professional development organization.

What advice would you give women who are new to local government?

McCreary: This one's easy! Find other women who can support you and then pay it forward to other women. Women in local government are so supportive of each other. I don’t know if it’s because we simply “get it,” or if supportive women are drawn to these roles. I only know I am fortunate to have a strong group of women managers who are trusted colleagues, friends, and confidantes. They have been a blessing in more ways than they realize.

Jones-McNair: Center equity, focus on gaining clarity of issues, and meet the needs of communities.

Orologas: Seek in your organization an individual whose leadership style you admire. Get to know that person and find out what makes them tick. Ask them to be your mentor!

Be your own advocate. Ask to be included in the meetings where the decisions are being made as a learning opportunity.

SheLeadsGov

SheLeadsGov, a global initiative aimed at increasing the representation of women in professional local government leadership positions, launched in 2018 by ICMA and is a partnership between ICMA and ICMA affiliates. The initiative provides a platform for women in the profession to connect, network, and share their experiences through training and development opportunities, mentoring programs, and resources to advance their careers and leadership skills.

Join a Women Leading Government (WLG) chapter, organized by state or region, functioning as their own membership-based initiative usually under the umbrella of their ICMA state association to help women succeed in public service.