Every week, you’ll get insights and actionable steps to help you navigate personal growth and professional success.
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.
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.
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.
Over the past three days, we’ve explored the concepts of internal and external self-awareness from Tasha Eurich’s “Insight” and their application to municipal leadership. Today, we’re focusing on how these self-awareness skills contribute to work-life integration – a critical aspect of sustainable leadership that bridges the Awareness and Balance components of my ABCs of Impactful Leadership framework.
Over the past two days, we’ve explored Tasha Eurich’s “Insight” and delved into internal self-awareness. Today, we’re shifting our focus to external self-awareness – a critical skill for navigating the complex web of relationships in municipal leadership. This concept bridges the Awareness and Cultivation aspects of my ABCs of Impactful Leadership framework.
Yesterday, we introduced Tasha Eurich’s book “Insight” and its relevance to municipal leadership. Today, we’re diving deeper into her thoughts on internal self-awareness, a crucial component of the Awareness pillar in my ABCs of Impactful Leadership framework.
Internal self-awareness involves clearly seeing your own values, passions, aspirations, fit with your environment, reactions, and impact on others. For city managers, this isn’t a maybe—it’s a critical skill for navigating complex political landscapes and making decisions that align with both personal and community values.
As city managers and municipal leaders, your ability to lead effectively hinges on the depth of your self-awareness. This week, we’re diving into Tasha Eurich’s groundbreaking book “Insight,” which offers valuable lessons that align with the A-Awareness aspects of my “ABCs of Impactful Leadership” framework.
