MEET ONE OF THE 2025 LEADERSHIP TRAILBLAZER: Bridgette Gransden

Today’s Trailblazer: Bridgette Gransden

The League caught up with Trailblazer Finalist, Bridgette Gransden, County Administrator/Controller, Midland County, Michigan to talk about being named a Leadership Trailblazer and having a career in public service:

Q. Congratulations on being named a finalist for the Leadership Trailblazer Award. What does it mean to you to be nominated?

Being nominated for the Leadership Trailblazer Award, let alone becoming a finalist, is truly an honor and one of the most humbling in my career. The League of Women in Government has been this beacon of hope for so many women in this profession. I remember attending some of the first events held at ICMA, impressed with the caliber of women being honored thinking, “These are the Rock Stars of local government. They are breaking glass, lifting up others, and making a difference…so pay attention.” To find myself included among them, past and present, AND knowing that I had enough impact on someone that they felt compelled to nominate me, fills me completely with gratitude.

Q: What led you to a career in public service?

As an accounting major in college if someone had told me I would find my passion in local government and make my career there, I would have told them they were crazy. As a CPA who did local government audits, the Finance Director position opened in Midland County where I lived so I applied. I started thinking this is a great stepping-stone for “something bigger.” I was 25 years old and supervising six people—it was a big job. As the years went by, I knew it was more than a quick stop along the path. I had this ownership, a responsibility to do the right thing for the right reasons, for the residents, staff and community. Many of my team members would joke that my mantra was “it’s the right thing to do.” After 15 years, the Administrator/Controller role opened and I waited to apply until the last day. I was perfectly content as the Finance Director so why change? My answer was clear. If not me, then who? Who would be “in charge” of taking care of the employees, the organization, the community? Who would be the passionate voice when change needed to happen or shouldn’t happen? Who could tell the stories the way they needed to be told to motivate others into doing the right thing? Who would care the way I knew I cared? At that moment, I knew it had to be me…I was called to do this work. Over 31 years in, zero regrets and not stopping any time soon.

Q: Who were your mentor(s) or advocate(s) in your career?

If the definition of mentor is someone you learn from, then there are too many to count and name. As someone who is curious by nature and loves to learn, I sought people out that I knew could teach me things, and sometimes I just watched from the wings to emulate people I felt were successful, bigger than life and that I admired. I had some fantastic teachers in high school and college, Nancy Macklem and Barb Sumi, who mentored as both teachers and as friends, reminding me I could do and be anything. Early in my career, I participated in a local chamber leadership program where I had the good fortune to meet the President and CEO of the local health system, Terry Moore. Every time he spoke or presented I was on the edge of my seat. He was real. Down to earth and his main message was people matter. They have value. Show them as much as you can. Right down to the janitorial staff. Know their names, how many kids they have, and so on. I connected with Terry right away and we have been friends for over 25 years. He is supportive and he calls me out when I need it. Surround yourself with people like this because they really care. Finally, my most important male and female role models and mentors were my parents. My father showed me the importance of accountability, humility, wit, responsibility and troubleshooting—or in today’s world, critical thinking. My mother taught through example the importance of commitment, hard work, humility, humor, and grace…for others as well as myself. I continue to learn from them both every day.

Q: What is the most important lesson you learned while progressing throughout your career?

Listen to understand and learn from whatever happens. The good, the bad, the difficult, the easy. We all struggle. You will struggle. You will fall. What matters is how fast you get up and shake it off. One of my favorite Einstein quotes is “Failure is success in progress.” He wasn’t successful at his first attempt to invent something, but he did learn from each attempt and kept trying. Acknowledge that you cannot possibly know it all (though that would be super cool) and surround yourself with people you can trust who can help you to do better.

Q: What advice do you have for women just beginning their careers who would like to be an executive in local government someday?

Relationships. Relationships. Relationships. I am a firm believer that someone’s success is only about 40-50% of what they know and have learned, while the balance comes from building relationships. Not name dropping to get in a room, though that can be helpful. I mean really developing relationships. Get to KNOW people. There is a time and place for small talk but that is not this. This is being curious about people. Curious about their lives, their goals, their achievements, their failures, and what brings them joy. Little things like remembering their kids names, or asking how a family member is doing. Be authentic and genuine. These high quality connections are good for you and for them. These connections help get you in a room and at the table. After that, the dedication to doing the work, accepting projects and asking questions to learn as much as you can gets you invited back. That is where you can truly start to make a difference.

Q: What do you hope to leave as your legacy in local government when your career comes to an end?

That I cared. That I cared enough to stand up for what was best for the organization, the staff, and the community. That I cared about mentoring women in local government because we are uniquely suited to carry out these duties in ways others may not. That I cared enough to have vision, and positioned the County for success both financially and with my successor.