Elevating Municipal Leadership: Insights from “What Got You Here Won’t Get You There”

As city managers, you’re constantly navigating complex challenges, from balancing budgets to managing diverse stakeholder relationships. You’ve honed your skills, climbed the ladder, and achieved significant success. But what if the very behaviors that propelled you to your current positions are now holding you back from reaching the next level of leadership excellence and impact?

This week, we’re diving deep into the treasure chest of Marshall Goldsmith’s book, “What Got You Here Won’t Get You There.” This insightful work is a cornerstone in the ‘A’ (Awareness) section of our ABC framework for impactful leadership, specifically focusing on Self-Awareness. Goldsmith’s ideas are particularly relevant for city managers who must engage effectively with elected officials, department heads, and citizens alike.

Why This Matters for City Managers

As leaders in municipal government, you often operate in a fishbowl, your every decision scrutinized by multiple stakeholders. The pressure to perform is immense, and the impact of your leadership ripples throughout your communities. Goldsmith’s book offers a crucial perspective: sometimes, it’s not what you need to add to your leadership toolkit, but what you need to eliminate.

Consider this: Have you ever found yourself wondering why a particular initiative didn’t gain traction, despite your best efforts? Or why tensions persist in your relationships with council members or department heads, even when you believe you’re communicating clearly? The answer might lie not in what you’re doing, but in subtle behaviors you’re unaware of.

The Power of Self-Awareness

At HaltingWinter Municipal Solutions, we emphasize the critical role of self-awareness in leadership development. Goldsmith’s work aligns perfectly with this principle. He identifies 20 habits that can hold successful leaders back, many of which may resonate with city managers:

1. Winning too much: The need to win at all costs, even in minor disputes.
2. Adding too much value: The overwhelming desire to add our two cents to every discussion.
3. Passing judgment: The need to rate others and impose our standards on them.
4. Making destructive comments: The needless sarcasm and cutting remarks that we think make us sound sharp and witty.

Sound familiar? These behaviors, while seemingly minor, can significantly impact our effectiveness as municipal leaders.

What’s Coming This Week

Over the next four days, we’ll delve deeper into Goldsmith’s insights, exploring how they apply specifically to the unique challenges of city management. We’ll discuss:

• How to identify the behavioral blindspots that might be hindering your leadership
• Techniques for soliciting and acting on feedback from your municipal team
• Strategies for continuous improvement in your leadership approach
• Practical steps to implement these insights in your day-to-day operations

By Friday, you’ll have a comprehensive roadmap for elevating your leadership to the next level, tailored specifically to the municipal context.

The Role of Executive Coaching

As we embark on this journey of self-discovery and leadership enhancement, it’s worth noting the invaluable role that executive coaching can play. A skilled coach can provide the objective perspective needed to identify blindspots, offer tailored strategies for improvement, and provide accountability as you work to refine your leadership approach.

Your Turn

As we kick off this week of leadership insights, I’d love to hear from you. What’s one leadership behavior you’ve noticed in yourself that you suspect might be holding you back? Share your thoughts in the comments on my LinkedIn page.

Don’t forget to subscribe to our weekly newsletter, The Leader’s Lens, and our podcast to ensure you don’t miss any of our content. Tomorrow, we’ll dive into specific behaviors Goldsmith identifies and how they manifest in municipal leadership.

Let’s embark on this journey of leadership growth together!