GovLove Podcast Episode #714: “Breaking Down Silos and Changing Culture” with José Madrigal, City Manager, Durango, CO

Episode Overview

This engaging episode of GovLove features Ben Kittelson in conversation with José Madrigal, the City Manager of Durango, Colorado. The discussion centers around organizational change, breaking down silos, and evolving workplace culture in local government. Madrigal shares candid reflections on his career journey, the unique setting of Durango, and the practical steps taken to transform the city’s organization—particularly during the challenges of the pandemic. The episode offers valuable insights into leadership, team-building, and strategic planning for local government professionals.

Key Discussion Points & Insights

1. José Madrigal’s Path to Local Government

• Initial Ambitions: Madrigal began with plans for law school but pivoted after a constitutional law class and finding political science too limited for careers.
• Discovery of City Management: A guest lecture by Lubbock’s City Manager was pivotal:
  “Really talked about all the challenges... it just kind of hooked me.” [06:36]
• Diverse Experience: Worked across several Texas cities before Durango, gaining hands-on operational experience as an intern, rotating through planning, transportation, and emergency management, which shaped his understanding of city operations.
  “It really provided me an edge... because I knew how the operational side worked.” [11:24]

2. Getting to Know Durango

• Community Snapshot: Durango is a mountain town of 20,000, more active in the summer than the winter, and offers full-service government (water, airport, transit, etc.) that “punches above its weight.”
  “You’ll never find a city anywhere in the country that’s this size with this amount of services.” [19:57]
• Personal Draw: Although a Texan with no initial plans to leave, the combination of Durango’s service scope and unique culture convinced Madrigal to take the role.

3. Starting as City Manager During COVID-19

• Challenges of Remote Leadership:
  “I accepted a position and... didn’t meet everyone in person until like March.” [21:12]
• First 100 Days: Implemented a "listen first" strategy, vowing not to make changes until he fully assessed the organization via staff, director, and community meetings focused on three questions:
  • What are we doing well?
  • What could we do better?
  • If you were me, what would you change?
• Commitment to Change:
  “When your council picks a guy from Texas, that should tell you that they want change.” [23:53]
  But promised to root change in community values, not just import old methods.

4. Learning and Adapting to Durango’s Culture

• “You have to embrace the culture and the community that you’re in... Show them you’re invested in being part of what they value.” [25:04]
• Examples:
  • Shifting from Texas’ formal dress code to Durango’s casual style.
  • Understanding and participating in local customs like “powder days” when staff go skiing.
  • Modeling openness to change to foster reciprocal efforts from staff.

5. Breaking Down Organizational Silos

• Problem Identified:
  “The loudest voice controls the room... loudest voice got the most money... I wanted to change us being a team.” [30:04]
• Actions Taken:
  • Established an Executive Leadership Team (ELT) with monthly half-day meetings focused on organization-first discussions.
  • Developed shared values and confidentiality for candid discussion.
  • Metrics: Employee survey results improved to outpace national benchmarks.

6. Mechanics of the ELT Meetings

• “We commit to spending four hours the first Friday of every month together... That is what continues to build that camaraderie.” [33:17]
• Agenda Structure:
  • Opening “shout outs” to recognize cross-department achievements [36:23]
  • Governance committee functions (Baldrige, cross-functional team presentations)
  • Open agenda—any director can propose topics or discuss departmental conflicts.
  • End with a roundtable of updates and upcoming events.
• Strategic vs. Tactical: Meetings focus on big-picture, cross-organization issues, not the day-to-day council agenda.

7. Outcomes and Culture Shift

• Reduced Blindsiding: Departments are rarely surprised by organizational decisions due to regular communication.
• Team Support: Directors now routinely support one another.
• Trickle-Down Effect: Staff notice improved collaboration at the leadership level, which encourages cross-departmental cooperation among all staff.

8. Strategic Planning & Continuous Improvement

• 2024–2029 Strategic Plan: Involves around 70 employees; longer planning cycles reduce workload and increase breadth/depth.
• Baldrige Journey:
  • Currently being examined for the state award (via the Florida Sterling Foundation).
  • Madrigal stresses building foundational culture and results before launching ambitious initiatives.
  • “I outlawed the B word for three years... we will not mention the B word (Baldrige).” [47:13]
• Key Principle:
  “It’s not any extra work... it’s just tracking what you say you’re doing. It’s proving what you’re saying you’re doing actually is happening.” [47:22]

Notable Quotes & Memorable Moments

• On Embracing Local Culture:
  “I dressed down... I wanted to show them I’m invested in being part of what they value... The first time it snowed, everyone was at the mountain. I’m calling people, and nobody’s at the office... ‘It’s a powder day!’” [27:28]
• On Change and Leadership:
  “Change is going to occur in a meaningful way that makes sense for the values this community has—not what I want it to be.” [24:10]
• On Team Meetings:
  “You can have strategies... but what organizations lose is that meaningful time together.” [33:15]
• On Staff Buy-In:
  “When they see their director gets along with others... then they feel more a part of the organization.” [41:52]
• On Baldrige Process:
  “It’s just so exciting... I think sometimes it’s hard for people to believe if they’d seen where we were in September 2020... they’d be shocked.” [49:43]

Timestamps for Important Segments

• Intro & Lightning Round: 00:14–05:27
• José’s Career Path: 06:00–12:30
• Durango Overview & Move from Texas: 12:42–20:32
• First 100 Days & COVID Challenges: 21:10–25:24
• Learning the Local Culture: 25:24–29:21
• Breaking Down Silos & ELT Meetings: 30:04–36:23
• ELT Agenda Mechanics: 36:23–39:43
• Culture Shift Outcomes: 40:22–42:16
• Strategic Planning & Baldrige: 43:22–49:23
• Final Thoughts & What’s Next: 50:00–52:32

Further Resources and Follow-up

• Follow José on LinkedIn for continued updates and resources on leadership and organizational improvement.
• GovLove Podcast: Subscribe on your favorite podcast platform and check out other episodes featuring innovative local government leaders.

This episode offers practical strategies and real-world wisdom for anyone interested in local government leadership, organizational change, and community-focused management. Madrigal’s honest, relatable approach and actionable insights make this a must-listen for public sector professionals and those seeking to inspire positive culture shifts in their organizations.