Beyond the 24/7 Tightrope: Redefining Success for City Managers

Picture Philippe Petit on the morning of August 7, 1974, stepping out onto a wire suspended between the Twin Towers. “I was a little anxious on that first crossing,” he later told the NY Post, “because we never checked how strong the anchor point was on the other side.”

For city managers, this image might hit uncomfortably close to home. Each day, you step out onto your own professional tightrope, often uncertain about the strength of your anchor points. On one side: your commitment to public service. On the other: your personal well-being.

In “Off Balance,” Matthew Kelly challenges this precarious approach to life and work. His message aligns powerfully with what I’ve observed in my work with municipal leaders: The tightrope walker’s approach to balance isn’t just unsustainable—it’s dangerous.

Here’s why:

1. The Anchor Point Fallacy: Kelly points out that we often secure our “balance” to unreliable anchor points—external expectations, arbitrary metrics, others’ definitions of success. For city managers, these might be:

• The council member who expects 24/7 availability
• The resident who demands immediate solutions
• The department head who needs constant guidance
• The family who wants more presence

2. The Perpetual Performance: Just as a tightrope walker can’t relax without risking a fall, many city managers feel they can’t let their guard down. One misstep—a missed call, a delayed response, a family event sacrificed for a crisis—and everything could crumble.

But here’s what Petit said that changes everything: “Here in America I am called a daredevil or a stuntman… but nothing could be further from the truth. My art is not death-defying, it is life-affirming.”

This is where Kelly’s wisdom intersects with my approach to municipal leadership. Instead of trying to balance on the tightrope, imagine yourself as a rubber band—flexible, resilient, able to stretch without breaking. This shift changes everything:

• Instead of rigid balance, seek dynamic tension
• Rather than fearing pulls in different directions, learn to push with prioritized intentionality
• Replace the fear of falling with confidence in your purpose and resilience

Kelly emphasizes that satisfaction comes not from perfect equilibrium but from intentional choices. For city managers, this might mean:

1. Redefining Availability

• Set clear communication protocols for different types of issues
• Create tiered response systems that don’t always require your direct involvement
• Establish genuine downtime without guilt

2. Embracing Seasonal Intensity

• Recognize that different seasons require different energy allocations
• Plan for intense periods (budget season, major projects) with intentional recovery periods
• Communicate these rhythms to both your team and your family

3. Measuring What Matters

• Focus on impact over activity
• Track satisfaction rather than time allocation
• Celebrate progress in both professional and personal domains

The truth is, you weren’t hired to be a tightrope walker. You were chosen to lead your city toward a better future. This requires you to be grounded, not suspended in a constant balancing act.

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Seth Winterhalter is President of HaltingWinter Municipal Solutions, dedicated to making stronger cities through stronger leaders. Through executive coaching, consulting, and the Municipal Leadership Development Circle (MLDC), HaltingWinter helps city managers and municipal leaders transform their approach to sustainable success and authentic leadership.