Dealing with Change in Local Government

Leading Change in Local Government: Insights from Henrico County’s Terrell Hughes

Yesterday, LeaderGov welcomed city and county leaders from more than twenty states to our national workshop on Leading Change in Local Government. Our featured guest was Terrell Hughes, Director of Public Works for Henrico County, Virginia—a community widely respected for excellence in operations, employee engagement, and continuous improvement.

Co-founders Bill Stark and Lindsay Snyder interviewed Terrell about his real-world experiences leading organizational change, and he delivered a goldmine of practical wisdom for local government leaders. Below is a recap of the key themes he shared, expanded with context and lessons that apply to every city and county team.

1. Keep the Focus on the “Why” — Over and Over Again

Terrell stressed that effective change leadership begins with a relentless commitment to communicating the “why.”
In local government, employees often carry decades of experience with established systems and routines. They naturally want clarity before embracing anything new.

Leaders must explain:

• Why the change matters

• Why it is needed now

• Why it will improve service to residents

• Why it will strengthen the team long-term

Terrell noted that leaders should expect to repeat the “why” far more times than they think necessary. When employees understand the purpose, resistance decreases and ownership grows.

2. Pre-Sell the Change to Quiet Leaders and Key Influencers

Every department has informal leaders—employees who may not hold a title but possess tremendous relational influence. Terrell emphasized the importance of pre-selling changes to these individuals.

Quiet, steady employees often carry great credibility among their peers. Meeting with them privately before a public rollout:

• Builds early buy-in

• Reduces anxiety

• Surfaces concerns ahead of time

• Helps refine the plan

By giving influencers a voice early, leaders create a stronger coalition for the change.

3. Honor the Experience of Tenured Leaders

Terrell also highlighted the value of showing deep respect to long-tenured employees. Their institutional memory gives them valuable insight into what has worked—and what has failed—in past initiatives.

Before implementing change, leaders should:

• Ask tenured staff for historical perspective

• Seek their input on potential pitfalls

• Invite them into planning conversations

• Acknowledge and honor their experience

This not only prevents repeated mistakes but also communicates appreciation, strengthening trust and engagement during the change process.

4. Celebrate Progress Along the Way

Meaningful change in government rarely happens quickly. Terrell encouraged leaders to celebrate small wins to keep morale and momentum high.

Celebrations don’t need to be elaborate. Even brief acknowledgments during staff meetings or emails can:

• Reinforce positive behaviors

• Energize the team

• Build a sense of accomplishment

• Remind people of the progress they’re making

Recognizing progress fuels perseverance—especially through the inevitable challenges of organizational change.

5. Stay Flexible: Change Isn’t Linear

Real change rarely moves in a straight line. Terrell described the journey as “two steps forward, one step back,” and he urged leaders not to view setbacks as failures.

Healthy change leadership includes:

• Adjusting timelines

• Tweaking plans

• Re-explaining expectations

• Correcting missteps without blame

• Learning and adapting as new information emerges

Flexibility allows leaders to maintain momentum while respecting the realities of complex government systems.

6. Seek Input, but Remember: You Still Own the Outcome

While open input is essential, Terrell reminded leaders that listening is not the same as abdicating responsibility.
Great leaders:

• Gather feedback

• Consult experts

• Hear frontline concerns

• Evaluate options with care

But ultimately, leaders must make the decision—even when that decision differs from what some team members prefer.

In Terrell’s words, “Empower your people, but also be ready to make the tough call.” The role of a leader is to ensure the change serves residents, supports the mission, and strengthens the organization for the long term.

Final Thought

Terrell Hughes offered a powerful reminder that leading change in local government requires clarity, humility, persistence, and courage. His insights equip leaders to guide their teams through the complexities of transformation while fostering trust and improving service to the public.

LeaderGov is honored to support local government leaders across the country as they lead their teams through meaningful change. If you missed this session, we hope these insights encourage and strengthen your leadership journey.

If you need anything from LeaderGov, please email Bill Stark at [email protected].