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Yesterday, we introduced Marshall Goldsmith’s insightful book, “What Got You Here Won’t Get You There,” and its relevance to municipal leadership. Today, we’re diving deeper into specific behaviors that Goldsmith identifies as potential career limiters. As city managers, you might find these particularly resonant given the unique challenges of your role.
Before we delve into these behaviors, it’s crucial to understand the paradox at play. The very traits that helped you climb the ladder to become a city manager – assertiveness, quick decision-making, a strong point of view – can become liabilities if not tempered with self-awareness and emotional intelligence.
Let’s explore three of Goldsmith’s “20 habits that hold you back from the top” that are especially pertinent to city management:
As a city manager, you’re likely competitive and driven. These are admirable traits that have undoubtedly contributed to your success. However, the need to win at all costs – even in trivial matters – can damage relationships and erode trust.
How it manifests in municipal leadership:
You might find yourself arguing minor points in council meetings, dominating conversations with department heads, or being unable to concede when a citizen offers a valid criticism.
The cost:
While you might “win” the argument, you lose goodwill, collaboration, and potentially valuable input. This behavior can create an environment where team members are hesitant to share ideas or challenge your perspective, leading to missed opportunities for innovation and growth.
Your wealth of experience and knowledge is an asset. However, the constant need to add your “two cents” to every discussion can be counterproductive.
How it manifests in municipal leadership:
You might find yourself tweaking every proposal that comes across your desk, offering unsolicited advice in meetings, or micromanaging projects led by your department heads.
The cost:
While your input might improve an idea by 5%, it could reduce the team’s commitment to executing it by 50%. This behavior can stifle creativity, dampen enthusiasm, and create a culture where people are less likely to bring forward initiatives.
As a leader, you’re often called upon to evaluate ideas and performance. However, a habit of passing judgment too quickly or harshly can create a negative environment.
How it manifests in municipal leadership:
You might find yourself quickly dismissing suggestions in public meetings, offering harsh critiques of staff performance, or making snap judgments about community initiatives.
The cost:
This behavior can create a culture of fear, where team members and community stakeholders are afraid to speak up or take risks. It can also lead to missed opportunities and a lack of diverse perspectives in decision-making.
Recognizing these behaviors in yourself is the first step toward change. As part of the ‘A’ (Awareness) in our ABC framework, self-awareness is crucial for leadership growth. It’s about understanding not just your strengths, but also how your behaviors impact others and potentially limit your effectiveness.
Identifying these behaviors in ourselves can be challenging. This is where executive coaching proves invaluable. A skilled coach can provide an objective perspective, helping you recognize these patterns and develop strategies to overcome them. They can also offer accountability as you work to modify longstanding habits.
Remember, acknowledging these behaviors isn’t about self-criticism. It’s about growth and becoming an even more effective leader for your city.
Reflect on your leadership style. Which of these behaviors do you recognize in yourself? How has it impacted your effectiveness as a city manager? Share your thoughts in the comments on my LinkedIn page.
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Tomorrow, we’ll explore techniques for soliciting and acting on feedback – a crucial skill for overcoming these limiting behaviors. Stay tuned!
