What does it take to succeed as a leader in government?

Unfortunately, that question cannot be answered with a formula or a simple step-by-step program. The qualities and approaches of successful leaders are often as visceral as they are substantive, as intellectual and emotional IQ converge to produce innovative, collaborative actions and accountability for results.

Elliot Richardson, a founder of the Council for Excellence in Government, talked about what it takes to succeed as a leader in government at the last council board meeting he attended before his death on Dec. 31, 1999. This great public servant—the only person ever to serve in four Cabinet positions—defined two leadership qualities necessary for effective governance in the new century.

The first is a sense of history: knowing as much as possible about the context, the players, the successes and failures that precede you.

The second, somewhat antithetical to the first, is imagination: the ability to look around corners, see a better future and enlist the assistance of others in giving form to that vision.

The government needs more ‘communicators who listen and find ways to move others forward.’

Richardson, who was a role model and mentor to me and many others who have served in government, often wisely described public service as a public trust. In this time of unpredictability, of fast-moving technology, of rapidly shifting roles and responsibilities, that kind of leadership must come into play all day, every day. Let me introduce you to one of the many unsung heroes of government:

Dennis Murakami is a lawyer with the San Francisco office of the Housing and Urban Development Department. Three years ago, he found himself dealing with Rippling River, a low-income housing facility for the elderly and disabled in California’s Monterey County. With the facility steadily deteriorating, the county housing authority, the county government and HUD were at odds about whether it was better to rehabilitate Rippling River or replace it. Their dispute involved a congressman, an environmental impact statement, a stubborn county supervisor and concerned residents. In short, this was a government project nightmare.

After two years and with no resolution in sight, Murakami was charged to get the county to approve the housing authority’s impact statement so HUD could sign off on the authority’s request to demolish the facility and rebuild.

But if he thought this would be a routine assignment, he soon learned otherwise.

The county supervisor and the housing authority were entrenched in their opposing positions. Tangled relationships existed among the players. Acrimony and mistrust were deep. Like in a scene from a spy movie, Murakami had to meet separately with staffers of each side at remote locations so they could speak freely. No one on either side could know that the other was talking to him.

In the end, Murakami created his own solution. He invited the county and housing authority officials to meet for the first time in several years on neutral ground.

He also brought in a team of HUD experts who could provide on-the-spot expertise on the points of contention. One was knowledgeable about the Americans with Disabilities Act. Another was a construction specialist. Another represented HUD’s public housing director. Each would eventually have had to be consulted in the case. Putting them all in the same room, however, created a dynamic that would not have been possible otherwise. After several hours, the group began drafting an agreement.

The key was funding volunteered by the HUD construction expert to study the feasibility of rehabilitating Rippling River at a reasonable cost and without forcing the temporary relocation of its residents. That promise induced county officials to drop their objections and agree to go with the results of the study. The project is now in progress.

I came to learn of—and continue to be inspired by—Dennis Murakami’s leadership through the council’s Fellows Program, which helps change-makers in the career public service develop their ability to lead. In it, Murakami says, he came to understand the merits of collaborative effort. “I have very noticeably moved from a ‘go-it-alone’ attitude to one in which I will often seek to form teams to address problems,” he said. “Instead of attempting to dominate the team by forceful persuasion or by sheer force of will, a throwback to my old lawyering habits, I guide the team to arrive at consensus on a given matter.”

This is what government needs more of: communicators who listen and find ways to move others forward; innovators who can find better ways to solve problems; and collaborators who bring opposing camps together to do things never before thought possible.

The Rippling River case was a problem needing collaborative, innovative, sustained leadership. Dennis Murakami rose to the challenge. It is unlikely that future generations of government leaders will study his leadership and learn from his experience. But that’s OK. I take great comfort in knowing that the current generation of government leaders are learning about him—and learning from him—right now.

Patricia McGinnis is president and chief executive officer of the Council for Excellence in Government.