Every week, you’ll get insights and actionable steps to develop yourself physically, mentally, and emotionally
As we conclude our week-long journey through my top six Patrick Lencioni books for city managers, we arrive at perhaps the most provocatively titled: “Getting Naked.” While the title might raise eyebrows in city hall, the concept of vulnerable leadership it promotes could revolutionize how we approach public service and city management.
In “Getting Naked,” Lencioni advocates for a radical approach to client service based on transparency, vulnerability, and total commitment to the client. For city managers, our “clients” are our citizens, elected officials, and city employees. Let’s explore how Lencioni’s principles can transform our approach to public service.
Lencioni identifies three fears that prevent us from being vulnerable. Let’s examine each in the context of city management:
As we near the end of our week-long exploration of my top six Patrick Lencioni books for city managers, we turn to a challenge that resonates with every public servant: meetings. In “Death by Meeting,” Lencioni offers a provocative and practical approach to transform meetings from energy-sapping obligations into dynamic, inspiring sessions. While his focus wasn’t specifically on government, the principles are remarkably applicable to the unique meeting ecosystem of city management, where we have the opportunity to turn tedious gatherings into catalysts for civic innovation and progress.
In city management, meetings are not just internal affairs. They range from staff gatherings to public council sessions, from stakeholder consultations to inter-departmental collaborations. Each type comes with its own set of challenges:
As we continue our exploration of my top six Patrick Lencioni books, crafting their insights specifically for city managers, today we turn to “The Ideal Team Player.” While this book wasn’t written with government organizations in mind, its principles offer valuable guidance for building high-performing teams in city management.
Lencioni identifies three essential virtues that make someone an ideal team player: Humble, Hungry, and Smart. Let’s examine each through the lens of city management:
As we continue our week-long exploration of my top six Patrick Lencioni books, crafting their insights specifically for city managers, today we turn to one of his most renowned works, “The Five Dysfunctions of a Team.” While this book wasn’t written specifically for government organizations, its principles are remarkably applicable to the unique challenges faced by city management teams.
Lencioni identifies five interrelated dysfunctions that can undermine even the most talented teams. Let’s examine each through the lens of city management:
As we continue our week-long exploration of Patrick Lencioni’s insights for city managers, today we turn to one of his most popular works, “The Advantage.” You may notice striking similarities between the core concepts in this book and yesterday’s discussion of “The Four Obsessions of an Extraordinary Executive.” This consistency isn’t a coincidence—it’s a powerful reminder of a crucial truth in leadership:
Healthy organizations don’t need constant novelty. They need unwavering commitment to fundamental principles.
In Patrick Lencioni’s “The Four Obsessions of an Extraordinary Executive,” he highlights four key disciplines that leaders should prioritize to build a healthy organization. Today, we’ll explore how these obsessions can be applied specifically to the unique challenges and opportunities encountered by city managers.
At City Hall, where each day brings new challenges and unexpected turns, establishing the right routines as a key leader can be a game-changer in moving from stagnation and frustration to accomplishment and achievement. In an environment where adaptability is crucial, well-designed routines provide a stable framework for navigating constant change. The authors of “Peak Performance” (our book of focus this week) emphasize that routines and rituals are crucial for maintaining high performance over any extended time. However, in a bureaucratic environment like city government, it’s critical to distinguish between routines that drive progress and those that lead to stagnation and frustration. Let’s explore how to create routines that foster innovation and effectiveness in the complex world of city management.
Passionate city leaders are the heartbeat of thriving communities. Safeguarding this passion is not just personal—it’s a civic responsibility. As leaders tasked with guiding our cities through complex challenges, we must recognize that our effectiveness is directly tied to our well-being. The authors of “Peak Performance” emphasize that sustainable high performance requires a delicate balance between stress and recovery. Let’s explore how city leaders can apply these principles to prevent burnout and maintain their effectiveness.
As the last rays of summer fade and the crisp autumn air sets in, city leaders across the country face a familiar challenge: how to transition their teams from vacation mode to full productivity. The end of summer often brings with it a sense of anxiety as projects that have been on hold suddenly loom large, and the pressure to meet year-end goals intensifies.
In city halls across the nation, where challenges are complex and stakes are high no matter what size your population, having a clear sense of purpose isn’t just beneficial—it’s essential. Your “why” is the compass that guides you through difficult decisions, motivates you during tough times, and ultimately shapes the legacy you’ll leave behind.
