Building Systems That Outlast Us
SGR’s 10 in 10 Note – March 25, 2026
Throughout my career, I’ve seen a common pattern in high-performing local government organizations. They are often filled with incredibly dedicated, talented people who know how to get things done. And for a time, that works really well. But eventually, something changes: a key leader retires, a department head moves on, organizational structures get modified, or an experienced team member takes another opportunity. When that happens, organizations may find themselves asking unanticipated questions. How were things done before? Why were certain decisions made, and what does success actually look like moving forward?
That’s when the difference between an organization that relies on people and one that is supported by systems becomes very clear.
I was reminded of this recently while reading a performance management checklist from Barrett and Greene. One idea stood out: strong performance management systems are most effective when they are embedded into how an organization operates, rather than tied to a single leader or administration. That idea resonates deeply with me.
During my time with the City of Fort Collins, we spent years building and refining systems that supported performance excellence. This was work that ultimately contributed to receiving the Malcolm Baldrige National Quality Award in 2017. What mattered most in that process wasn’t the recognition itself, but the discipline it required. We focused on creating clear processes, shared expectations, and a consistent approach to decision-making that could endure beyond any one individual. That experience reinforced something I continue to believe today: performance excellence is not about a single initiative or a set of metrics. It’s about building a way of operating that is consistent, repeatable, and sustainable over time.
At the center of that work is a commitment to data-informed decision-making. The goal is not simply to collect data, but to use it in a meaningful way that actually informs decisions and helps the organization move forward. The most effective organizations create ongoing feedback loops that keep strategy and operations aligned with results rather than relying on a single annual review or report. At the same time, they recognize that data alone is not enough. In local government, where external factors like economic conditions and unexpected challenges can influence results, it’s just as important to provide context. Pairing data with thoughtful narrative helps ensure that decisions are grounded in both evidence and understanding.
Leaders also understand that data should not be used as a hammer, but as a flashlight. When used well, it brings clarity and focus rather than fear. Teams can sometimes be hesitant when faced with data, especially when it feels incomplete or open to interpretation. But at its best, data provides insight and, at times, a very focused view of where attention is needed most.
One of the most important outcomes of this kind of approach is that it makes organizations more scalable and sustainable. When processes are clearly defined and performance is measured consistently, institutional knowledge is captured rather than lost. New leaders can step in with clarity, and teams can continue moving forward without having to rebuild from scratch.
None of this diminishes the importance of people. In fact, it does the opposite. Strong systems allow people to be more effective because they can spend less time figuring out how things work and more time improving them. In a profession where the work is complex and the stakes are high, that distinction matters.
Strong systems don’t replace leadership; they strengthen it. And over time, they help create organizations that can endure and adapt while continuing to deliver for their communities, regardless of who holds the role.
Darin Atteberry, CEO, SGR
From This Week's 10 in 10
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Read the entire 10 in 10 online.
Local government has plenty of downstream systems for front line members, but not many upstream systems for leadership development, assessment, selection, and accountability. It seems that leadership has become an individual sport that create silos that go the way of the individual leader, good or bad.