Introducing High Five: Conversation with a City Manager
A candid look at leadership in local government. First up: Laurie Hadley
City managers sit at the crossroads of policy and execution, balancing the demands of elected officials, the expectations of residents, and the realities of running a complex organization. Their decisions shape communities in ways both visible and behind the scenes, yet their perspectives are rarely heard beyond council chambers and budget meetings.
That’s why Good Government Files is launching High Five: Conversation with a City Manager. This series goes beyond the job title to explore the experiences, challenges, and insights of those leading our cities. Each conversation follows the same five questions — designed to highlight their career journey, lessons learned, the toughest challenges they face, and the training that’s made a difference along the way.
Whether you’re a local government professional looking for wisdom, a manager navigating similar challenges, or just someone who wants a better understanding of how cities work, High Five will offer a candid look at leadership in local government.
We begin with a recently retired city manager, Laurie Hadley. She signed off in December after a 37-year career in local government and nearly 14 years serving the City of Round Rock, Texas. I should note Laurie was my boss in Round Rock and remains a good friend. I’ve seen firsthand her leadership in action, and I couldn’t think of a better person to kick off this series.
As High Five continues, I’m looking to feature city managers who excel in their roles and understand that strong communication is key to good governance. If you know a standout leader whose insights could benefit others in the profession, send me your recommendations. Let’s shine a light on the city managers driving local government forward.
Career Path
GGF: Describe the career path that led to you becoming a City Manager. (Feel free to go back to jobs in college or high school if you like.)
Laurie Hadley: My career path has been unconventional and varied. My first professional experience was with Club Med, an international all-inclusive vacation company. Although I was based in New York City, I spent most of my time traveling across the country and around the world, introducing travel agents to our product. Yes, I still remember the days when travel agents were the primary way to plan a trip.
After some time, I grew weary of constant travel and decided to return to northern Arizona to be close to my family. I had no job and no concrete plan, but I knew I wanted to be home.
My first role in government was with the Yavapai County Sheriff's Office as an Emergency Dispatcher. Initially, my involvement in public service was driven by necessity rather than passion. After about a year, a newly elected Sheriff offered me a position in community engagement and as the Public Information Officer (PIO). It was in this role that I discovered the value of public service and the joy of contributing positively to a community. I became deeply committed to this field.
I held that position for approximately seven years but eventually realized my growth potential at the Sheriff's Office was limited. Seeking new opportunities, I accepted a job with the City of Prescott, AZ, literally just across the street. I began in a community engagement and legislative role, which I thoroughly enjoyed. However, when a new city manager arrived and offered me the position of Assistant to the City Manager, I accepted, even though I wasn't sure what the job entailed, and it meant stepping away from community engagement. But the role provided a larger salary and allowed me to expand my understanding of local government and leadership, as the organization was relatively small, and I functioned more like a deputy city manager.
Tragically, the city manager passed away unexpectedly, leading to Steve Norwood’s appointment in Prescott. He immediately sought to hire a deputy city manager but informed me I lacked the necessary qualifications due to my lack of a master’s degree. Though disappointed, I recognized that advancing my career in local government required further education. I returned to school, completed my program, and Norwood honored his commitment by promoting me to Deputy City Manager.
I served in this capacity from 2007 until I joined Round Rock as the Assistant City Manager in 2011 (shortly after Norwood was hired as city manager). I often remark that the second-in-command position in administration is ideal: less pressure and only one superior. When I moved to Round Rock, my intention was to remain in the assistant role for ten years and then retire. However, circumstances changed when Norwood left abruptly in 2014, placing me in the interim city manager role with a significant decision to make. Should I apply for the city manager position or remain in my comfortable role and help select my new boss? Remaining in my current role posed the risk of a new city manager not favoring me, while taking on the city manager position carried the risk of failure.
Despite my initial reluctance to become a City Manager, the support and encouragement from most of the department directors, the mayor, my husband, and trusted friends led me to pursue the role if offered. The rest, as they say, is history. Interestingly, when I first heard about the job with the City of Prescott from a friend, I had to ask what a city manager did and who they were.
Looking Back
GGF: What’s something you wish you had known as a mid-level manager or supervisor that you know now?
Laurie Hadley: I wish I had known that while I didn’t know everything, I was still the “expert” in that arena and that my opinion carried weight as a result. I think most people in mid-level management positions underestimate themselves, especially early on in their careers. We fail to realize how important we can be to the success of the organization, projects, implementation, etc. Imposter syndrome is a real problem—just do your best, be honest and don’t cover up when you mess up—learn from it, own it, and you’ll quickly secure a solid reputation.
Beyond the paywall: The toughest internal and external challenges Laurie faced as a City Manager, from navigating workplace dynamics to dealing with state-level overreach. Plus, she reveals the professional development experience that changed her perspective on leadership forever.
Biggest Internal Challenge
GGF: What’s the toughest issue inside your organization that keeps you up at night?
Laurie Hadley: This is a difficult question mainly because my answer may seem harsh, but here goes: Employees. While employees are invaluable assets to organizations, they can also present some of the most significant internal challenges. Managing diverse personalities and perspectives within an organization can be challenging, as every individual comes with their own unique background, values, and working styles. While this diversity is valuable, it can also lead to conflicts and misunderstandings. Effective communication is essential for smooth operations, but miscommunications can lead to mistakes, missed deadlines, rumors and reduced morale. Ensuring clear and open communication channels can be difficult but it is achievable. In my opinion, to achieve open lines of communication you must also have an open, welcoming culture. This is very “chicken and egg,” and the ability to coordinate the two takes an entire village and by that, I mean the entire executive team.
Biggest External Challenge
GGF: What’s the biggest challenge outside your organization that affects your work the most?
Laurie Hadley: I believe one of the greatest challenges facing city managers today is political polarization and a growing mistrust in government, driven by shortcomings at the state and federal levels. If state lawmakers truly believe that “the government closest to the people governs best,” they should refrain from dictating local policies and instead leave these decisions to local officials who understand the unique challenges and needs of their communities. In our state, the job of running a city has become increasingly difficult due to costly regulations and legislation with significant unfunded mandates, negative externalities that cities must address, and the erosion of local control. Issues such as water management, housing building standards, immigration, banned books and the use of plastic bags have all been impacted by well-intentioned yet seriously misguided legislatures, altering the environment in which city managers operate.
Best Learning Experience
GGF: What’s the most valuable training, workshop, or education you’ve received outside of college?
Laurie Hadley: The Senior Executives in State and Local Government program at the Harvard Kennedy School was more than just continuing education; it was a program that brought together a diverse group of dedicated public servants. It created an environment reflecting the voices and opinions in local communities, critical for managing resources and leading people in an age of partisan divide.
While the program teaches academic theories and strategies, the most valuable insights came from personal growth. It challenged me to confront my biases and my motivations for serving. The program encouraged me to take risks in a controlled environment.
The faculty used case studies to bring about thought and discussion, at times very uncomfortable, leading to learning and growth. I honestly see the world through a different, more accepting lens. As classmates we spent time together, engaging in meaningful debates and creating lasting friendships. If you’re at a point in your career where you are looking for a higher level of professional and personal growth, and you’re up to the challenge of being comfortable with being uncomfortable, I recommend you seek out information about the program. It will not only change you, but it will also change the way you engage with those around you.
Laurie’s Final Thought
“I am forever grateful to the City of Round Rock for this life-changing opportunity.”
Onward and Upward.