Introducing: The Municipal Leadership Development Circle (MLDC) - Save 50% During Launch Phase
Every week, you’ll get insights and actionable steps to help you navigate personal growth and professional success.
This week, we’ve explored three critical insights about burnout in municipal leadership:
Today, we’re turning these insights into action. Because understanding burnout isn’t enough – we need a concrete plan to transform how we approach leadership sustainability.
Ever notice how the same qualities that make someone excellent at public service can also lead to their eventual burnout? There’s a reason for this paradox and understanding it could transform how you approach municipal leadership.
In their groundbreaking work on burnout, the Nagoski sisters identify something they call “Human Giver Syndrome” – the deeply held belief that certain people must give all their energy, attention, and resources to others. Sound familiar? In municipal leadership, this syndrome takes on a unique and particularly challenging form.
“Just stop thinking about work when you’re home.”
If you’re a city manager, you’ve probably received this well-meaning advice – and known in your bones how impossible it feels. Today, we’re exploring why that mental “off switch” is so elusive in municipal leadership, and more importantly, what we can actually do about it.
Picture this: You’ve just finished a contentious council meeting. The controversial development project was approved. The immediate crisis is “handled.” Yet hours later, you’re lying awake, your mind racing, your body tense – despite the fact that the situation is technically resolved.
Sound familiar?
As municipal leaders, you’re experts at managing crises. But there’s a crucial distinction that the Nagoski sisters’ research on burnout reveals: Managing the stressor (the council meeting, the development project, the public controversy) is not the same as managing the stress itself. This insight has profound implications for how we approach leadership sustainability in municipal government.
“It’s just part of the job.”
How many times have you heard this phrase – or said it yourself – when discussing the endless demands of municipal leadership? The late-night calls, the constant vigilance, the personal sacrifices… we’ve accepted these as inevitable costs of serving our communities.
But what if this deeply held belief isn’t just wrong – what if it’s actively undermining your ability to lead effectively?
With city managers, it’s often joked about stress being part of the job description. The 2 AM emergency calls. The constant juggling of council priorities. The weight of community expectations. But what if your acceptance of chronic stress isn’t just affecting you personally – what if it’s quietly undermining your cities’ potential?
This week, we’re diving deep into groundbreaking research on burnout that has profound implications for municipal leadership. Through my interactions with city managers across the country, I’ve seen how the insights from Emily and Amelia Nagoski’s book on burnout specifically apply to the unique pressures of municipal leadership.
