Being a Great Number Two

Keep these things in mind as second in command

BY JENNIFER CAMPBELL

I love my position as assistant city manager for Encinitas, California. Most cities have at least one assistant and others have two or more. I have seen assistants be involved in day-to-day operations and oversee department heads and others that oversee special projects. Either way we have a special role in our organization.

Most of my career was spent in the field of parks and recreation, but I have been involved in or responsible for a variety of city functions, such as communications, development services, engineering, human resources, information technology, public works, and utilities. I feel lucky to have the opportunity to learn and grow throughout my career.

A huge responsibility I have is to support the city manager and department heads. We all know that being the manager in any city is rewarding but challenging. In my assistant role, I even get to try on the manager hat in their absence. Being a great number two takes work and commitment. My role contributes to the success of the city and the city manager, as well as my own.

Get to Know the Team’s Strengths

Diversity on a team makes it stronger. It’s good to have different experience, backgrounds, and views when tackling challenges and running a city. When the new manager started, she had the executive team participate in the CliftonStrengths assessment. She wanted to see the strengths of her new team. I had taken assessments before but never this one. My top two strengths are arranger and relator. I was not surprised by my results. I am driven to organize, and I enjoy working with others to achieve goals.

The manager’s top two strengths are strategic and maximizer. She finds ways to move forward while spotting issues and focuses on strengths to stimulate personal and group excellence. Together we have enough strengths in common and different from each other to make a great team. We may each take a different approach, but we always seem to get to the same decision or outcome.

As for the executive team, there is a wonderful array of strengths that they possess. Each department head’s strengths generally relate to the position they hold. We have a very well-rounded leadership team in our city.

Communication Is the Key Organizations need to communicate. Some people are better at it than others. I am what you call an overcommunicator—I like keeping others informed and talking things through. I know when to ask for help and who to ask. I also know when I need to listen.

The manager has a lot going on and I have to be selective with what and when I communicate. I never let her get surprised. She needs to know what is happening and any potential issues that arise. I like to send follow-up emails to recap meetings or conversations so she can go back to review what was discussed to ensure we are moving in the right direction or if she needs any additional information.

With my department heads, we have weekly meeting to discuss anything they want. I let them set the agenda and lead the discussion. I always have a few things for them as well, but the time is dedicated to them and their needs. I do have an open door policy and make myself available to any staff that needs me.

Be Ready and Anticipate

I’ve been assistant for over a year and a half now under the same city manager. I am at the point where when something comes up, I know the what, where, when, how, and why questions she will ask. I even assist the other department heads when they have something they want to approach her with. She likes information to be concise. I also go to her with solutions or tasks that are already completed. I try to be one step ahead at all times, if possible. It’s a good feeling when she asks about something, and I have already taken care of it.

I provide important information to the department heads as well so they can be prepared, especially when dealing with city council or for public meetings. Good preparation usually makes for a good outcome.

Be Supportive

Work is hard and life can be, too. We all go through things and being there for one another can be so helpful. I have enjoyed getting to know the manager and department heads. We spend a great deal of time with one another. Sometimes people just need to talk, or they may even need a shoulder to lean on. I want to be this person in my organization. It’s also about encouraging and supporting others to be their best and giving them the resources to reach their potential.

As I said earlier, I truly love my job being the number two and being an integral part of the organization. I’m proud and privileged to work with such great people. I look forward to being a city manager someday and the support I am receiving from the manager now is forging that path. When that time comes, I know what I will look for in a number two and an executive team.