Every week, you’ll get insights and actionable steps to help you navigate personal growth and professional success.
Interdepartmental conflict remains one of the most persistent challenges faced by municipal leaders today. Yet, cities that foster collaborative cultures consistently outperform their peers in meeting community goals. The key differentiator? Effective leadership that intentionally breaks down silos and builds up cooperation.
Hello, Visionary City Leaders!
Welcome to this week’s edition of “The Leader’s Lens!” As we navigate the unique world of municipal leadership, one truth becomes increasingly clear: the behaviors that brought us success may not be the ones that propel us to the next level. This week, we’ve explored the transformative insights from Marshall Goldsmith’s “What Got You Here Won’t Get You There” and how they can revolutionize your approach to city management.
This week, we’ve taken a deep dive into Marshall Goldsmith’s “What Got You Here Won’t Get You There,” exploring how its insights apply to the unique challenges of municipal leadership. We’ve examined potentially limiting behaviors, the power of feedback, and strategies for continuous improvement. Today, we’re bringing it all together with a practical roadmap for implementing these insights into your day-to-day leadership.
As city managers, you’re adept at turning plans into action for your municipalities. Now, it’s time to apply that same skill to your own leadership development. Let’s break down the journey into manageable steps.
Over the past three days, we’ve explored key insights from Marshall Goldsmith’s “What Got You Here Won’t Get You There,” examining potentially limiting behaviors and the power of feedback. Today, we’re focusing on a crucial aspect of leadership excellence: the mindset and strategies for continuous improvement.
As city managers, you’re no strangers to the concept of continuous improvement in municipal operations. But how often do you apply this principle to your own leadership? Let’s explore how to cultivate a growth mindset and implement strategies for ongoing leadership development.
Over the past two days, we’ve explored Marshall Goldsmith’s insights from “What Got You Here Won’t Get You There,” examining how certain behaviors can inadvertently hinder a city manager’s effectiveness. Today, we’re tackling a crucial aspect of leadership growth: soliciting and acting on feedback.
As city managers, you’re accustomed to giving feedback. But how often do you actively seek it out? And when you receive it, how do you use it to drive meaningful change?
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.
Are you a city manager who’s achieved significant success but feels like you’ve hit a plateau? Do you ever wonder if the very behaviors that propelled you to your current position might now be holding you back? If so, you’re not alone, and our latest podcast episode and blog series are tailor-made for you.
This week on The HaltingWinter Podcast, we’re diving deep into Marshall Goldsmith’s groundbreaking book, “What Got You Here Won’t Get You There.” As the President of HaltingWinter Municipal Solutions, I’m excited to share insights that could transform your approach to municipal leadership.
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.
Hello, Visionary City Leaders!
Welcome to this week’s edition of “The Leader’s Lens!” As we navigate the unique landscape of municipal leadership, one truth becomes increasingly clear: the most impactful leaders are those who truly understand themselves. This week, we’ve explored the transformative power of self-awareness and how it can revolutionize your approach to city management.
Over the past week, we’ve explored key concepts from Tasha Eurich’s “Insight,” examining how self-awareness can transform your approach to municipal leadership. We’ve delved into internal and external self-awareness, and how these skills contribute to work-life integration. Today, in our final post of this series, we’ll synthesize these insights and create an action plan for implementation that encompasses all aspects of our ABCs of Impactful Leadership framework: Awareness, Balance, and Cultivation.
