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.
In our last post, we explored the power of vulnerability in city management. Today, we’re diving into the second skill Brené Brown highlights in “Dare to Lead”: Living into Our Values. In my own leadership journey and now as an executive coach working with city managers, I’ve seen firsthand how clearly defined and consistently applied values can transform leadership and organizational culture. Sadly, I’ve also seen how the values that hang from the wall alongside the mission statement are often mere words, never used to foster a thriving culture or drive desired results.
Brown defines values as “a way of being or believing that we hold most important.” In city management, your values are your north star, guiding decisions and actions even in the stormiest political waters. They’re not just words on a plaque in City Hall; they’re the principles you embody every day, in every interaction and decision.
For a city manager, living into your values might look like:
What’s the buzz about “Quiet Quitting” happening across workplaces? What does this say about employees and employers? Seth Winterhalter shares some thoughts and concerns about what this distorted practice reveals about a company, its leaders, its culture, and its employees.
For Coaching or Consulting: https://haltingwinter.com/
