Bryan Heck, ICMA-CM, city manager of Springfield, Ohio, addressed the Ohio City/County Management Association for the first time as president at their annual conference in February. We found his words so inspiring that we wanted to share them with PM readers:

It is truly an honor to stand before you today as the incoming president of the Ohio City/County Management Association. When you look around this room, what you see is more than just conference attendees. You see decades of experience. You see perseverance and resolve. You see communities across Ohio represented by people who have chosen—deliberately—to serve. That choice matters.

Every one of us could have taken a different career path. I am sure many had options that may have been easier, quieter, and more lucrative. But we chose public service. 

We chose local government. We chose to work at the level closest to the people. And that is something to be proud of. Local government is where life happens 24/7. Where snow gets plowed at 3:00 a.m. Where a family’s water service gets restored. Where a new business gets its first permit. Where a community gathers after a tragedy. The decisions we make shape daily life in ways that are immediate and tangible. We don’t deal in theories. We deal in trust, accountability, and impact.

Now let’s focus a minute on trust. We are living in a time when trust in public institutions is strained across this country. People are skeptical. They are frustrated. They are watching closely. And yet…local government continues to be one of the most trusted forms of governance. That’s not by accident. That’s because of you. And because of your leadership team and other public servants who serve alongside you every day. Because of the steady way you lead. Because of the professionalism you model. Because you show up—day after day—even when it’s hard. Trust doesn’t happen in headlines. It’s built in budget meetings. In council chambers. In honest conversations with residents. And you build it every single day. It is because of your professionalism. Your integrity. Your steady leadership—especially when the moment is anything but steady.

But also, let’s be honest with each other. 

This profession has changed. The environment we operate in today is different than it was even just 10 years ago. The expectations are higher. The pace is faster. The scrutiny is constant. And the amplification power of social media has fundamentally altered how public service feels. 

A budget decision that once required careful explanation at a meeting can now be summarized in a 10-second clip and shared thousands of times. A personnel decision can turn into online commentary overnight. A misunderstanding can become a narrative before you’ve had a chance to provide context. A total lie about cats and dogs can become viral overnight. And while transparency is important—and accountability is critical—the emotional toll of this environment is real.

Many of us have felt it. The late-night emails or calls from your police chief. The personal attacks. The comments that follow you home. Public service has always required thick skin. But today, it often requires emotional endurance at a level we were never formally trained for. And yet, here you are. Still leading. Still showing up. Still choosing professionalism over politics. That resilience is remarkable. But resilience does not mean isolation.

This is why organizations like OCMA and ICMA matter so much. We are not just members of an association. We are part of a professional community. A support system. A network of people who understand the weight of the job in a way few others can. When you call a colleague in another city to ask how they handled a major challenge, when you reach out for advice about a difficult council relationship, when you ask someone, “Have you ever dealt with this before?” That is OCMA at work. This association exists not only to advance the profession, but to sustain the professionals.

And sustaining the professionals must include something we have not talked about enough in our field: mental health and well-being. If I could emphasize one priority during my time as president, it is this. 

We need to protect the people who protect our communities. The expectations placed on city managers, county administrators, township administrators, and the teams we lead are extraordinary. 

We are asked to be financially disciplined, politically neutral, emotionally intelligent, operationally excellent, and constantly available. We manage crises. We absorb conflict. We mediate disputes. We carry institutional memory. And we often do so without a space to process the emotional impact of that work.

Burnout in our profession is not hypothetical. It is real. Anxiety. Chronic stress. Fatigue. The subtle erosion of work-life boundaries. For years, many of us were conditioned to believe that endurance was the standard. That long hours equaled commitment. That exhaustion meant we were doing it right. But that model is not sustainable. If we want talented young professionals to enter this field—and stay in this field—we must create a culture where well-being is not an afterthought. Taking care of your mental health is not a lack of toughness. Setting boundaries does not signal a lack of dedication. Seeking support does not undermine your credibility. In fact, it strengthens it. A clear mind makes better decisions. A healthy leader builds healthier organizations. A supported professional sustains a longer career.

During my presidency, I want OCMA to continue advancing conversations and resources around mental health. That means education. It means peer support. It means sharing best practices not only for operational excellence but for personal sustainability. It also means we check on each other. If a colleague seems overwhelmed, reach out. If someone withdraws on your team, notice. If you are struggling, speak up. We are excellent at solving community problems. We must become equally intentional about supporting one another. Because the future of local government depends on people who are not just capable but whole.

And here is the good news:

Despite the challenges, despite the pressure, despite the changing environment, I am incredibly optimistic about our profession. 

I see innovation happening across Ohio. I see collaboration between local governments and the professionals who lead them. I see emerging leaders bringing fresh ideas. I see seasoned professionals mentoring the next generation. We are evolving and we are doing so with integrity. Public service is still one of the most meaningful callings available. Few professions allow you to look at a neighborhood, a park, a thriving downtown, or a balanced budget and say, “I helped make that happen.” That is impact. And it is impact that lasts far beyond any single news cycle or social media post.

As we leave this conference and return to our communities, we will step back into full inboxes, complex challenges, and difficult conversations. That is the nature of this work. But I hope you leave here reminded of something important. You are not alone. You are part of a profession grounded in integrity. You are part of a network that supports one another. And you are part of a calling that still matters deeply. 

Public service is not easy. It never has been. But it is meaningful. It is impactful. And when done well, it changes lives, often in quiet ways that history will never record, but families and communities will always feel.

So lead with courage. Support one another. Protect your well-being. And never lose sight of why you chose this path in the first place. Because at the end of the day, the work we do strengthens communities and strong communities strengthen our state. It is an honor to serve alongside all of you, and I look forward to the work we will do together.