Why Should You Care about Getting Sh*t Done in Cities?

Abstract

Today's city leaders and managers face a complex web of regulatory hurdles, struggles for disparate stakeholder buy-in, risk- averse management (or politics), and funding shortages. Local governments often get the short end of the stick when budgets are slashed, even as they bear the brunt of the blame when local constituents see their services cut and their infrastructure crumble. More than ever, cities are charged with carrying out national-level policies and are expected to be at the forefront of our response to climate change, housing inequality, and public health. At the same time, most city government agencies are perennially understaffed and impeded by cumbersome, often counterproductive regulations. Seemingly insurmountable frustrations are everywhere, but you can make change in spite of these realities. If you are willing to go against the tide and follow some basic lessons in goal setting, experimentation, change management, financial innovation, and communication, you can get sh*t done in cities. Whether in a startup or a complex government agency, the same basic rules of management and communication apply.