Jason Behrmann has worked for the City of Elk Grove since 2015, and has served as City Manager since January 2019, after serving as Interim and Assistant City Manager. During his tenure, Jason has focused on cultivating an innovative, service-oriented organization aimed at exceeding the expectations of its residents and business community. He's led the development of several major city projects, including Elk Grove's first animal shelter and the District 56 campus with its aquatics center, community center, and the Preserve nature area, as well as the revitalization of the city's historic district. Before Elk Grove, Jason worked for the City of Galt for over ten years, including nearly six as City Manager, and has worked in local government for more than 25 years, having also worked for the cities of Bloomington, IN, San Luis Obispo, CA, and Dublin, CA. Jason holds a Master's degree in Public Affairs from Indiana University and a Bachelor's degree in Political Science from Brigham Young University.

What does it take to build a workplace people don't want to leave? Jason Behrmann, City Manager of the City of Elk Grove, has spent years finding out — and he's refreshingly honest that it's still a work in progress. In this conversation, we get into what he calls a "destination workplace": a place people want to go, and a place with somewhere to go. Both halves matter, and you'll hear them show up again and again in this conversation, even when we never stop to label them.

In this episode, you'll hear about:

Why culture needs tending, not just intentions. Jason talks about the ongoing, sometimes unglamorous work behind Elk Grove's culture — employee surveys, stay interviews, and a willingness to keep asking what isn't working.

The written leadership expectations he's revised for almost twenty years. Jason shares his executive team expectations openly with the whole organization, on purpose — so employees can hold him and his leadership team accountable to it.

A concrete culture investment: solving childcare for shift workers. One example of how Jason's team turns a stated value into an actual policy.

The council relationship as the make-or-break variable. Jason explains why the relationship between a city manager (or any leader) and their governing body shapes everything downstream — staff morale included.

Turning "no" into a system. When a council member kept asking for one-off favors, Jason didn't just keep saying no — he built clear, repeatable rules that let him say yes within real parameters.

Two Sides of a Destination Workplace

Jason's framework, named from the article he co-authored:

• A place people want to go — the culture itself pulls people toward it, so they don't want to leave.
• A workplace with a destination in mind — real clarity, built together with the people you lead, about where you're headed and how you'll get there.

This Week's Challenge

Write down three to five expectations you hold for yourself as a leader — not the aspirational values on your wall, but the specific, sometimes uncomfortable things you want the people you lead to be able to hold you accountable for. Then share it with them, the way Jason did. It's a small shift, but it moves accountability from something abstract to something visible — and it gives the people you lead permission to name it when you're off track, and to see themselves in it too.

Resources Mentioned:

- City of Elk Grove — elkgrove.gov

- Jason's co-authored article on destination workplaces, forthcoming in the ICMA journal — link to come once published

Ready to go deeper? If you want to build real clarity, trust, and cohesion into how your team operates, reach out for a free consultation. Schedule a Consultation.

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