What Would Socrates Do?: Preparing the Next Generation of Public Administrators

The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.

By Dennis Martino
May 31, 2024

How do we prepare public administrators? Most state and federal administrators are appointed by a governor or a president. Presumably, they are selected because they have a high level of knowledge in a certain field. To head the Department of Human Services, we select a subject matter expert with considerable field experience; the same is true for transportation and so on. These people have a strong and broad knowledge base in their areas.

This is a logical approach to filling these positions, but some things are missing: These candidates have less background in public administration than they do in the subject matter areas.

At the tops of agencies, we have terrific people who have mastered both their subject areas and the public administration field. They know things. That said, if we are to create succession plans, what should be some key principles to incorporate?

We should teach and mentor by asking, not by telling; the “Socratic Method” has worked for centuries. If we need our followers to know facts, we can give them books. If we want to prepare them to solve problems and invent new approaches, we need to ask questions.

At the height of the Civil War, President Lincoln asked everyone he encountered what they would do about very important things. He certainly would seek advice from his generals and statesmen. But he also would ask people who were cleaning buildings. He wanted to know what people with common sense, but different backgrounds, would do.

“It is your duty to advance the aims of the organization and also to help those who serve it. If you once forfeit the confidence of your fellow citizens, you can never regain their respect and esteem,” Lincoln stated.

One of Lincoln’s leadership principles frames this perfectly: “When you make it to the top, turn and reach down for the person behind you.”

Lincoln sought improvement by employing a Socratic approach. Here are some suggested examples for us to employ today:

• We have been doing things the same way for quite a while. What changes would you make if it were up to you?
• We have had our budget cut drastically. I need to hear from each of you. I want suggestions about the cuts so we can minimize the damage.
• I would like to understand your personal vision for our organization. I value your ideas.
• What do you think are the most important issues facing us and why?
• Could you expand upon that point further?

Socrates and Lincoln were right. So, I “ask” you, how can we pass on the reins to those next in line?

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Author: Dennis Martino, MS, Ed.D, is the former director of the New Hampshire Bureau of Education and Training. He has taught organizational leadership and public administration courses at the graduate level at several colleges. Prior to his academic work, he worked in labor relations as a union advocate and contract negotiator. Martino is an NOHS educator and fellow, National CPM Consortium. He can be reached at [email protected]

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