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In our journey through Brené Brown’s “Dare to Lead,” we’ve explored vulnerability and living into our values. Today, we tackle the third crucial skill: Braving Trust. From the lens of my experience as a leader and executive coach, I’ve observed trust functioning as the fulcrum upon which the entire balance of effective city management teeters.
Brown defines trust as “choosing to make something important to you vulnerable to the actions of someone else.” As a city manager, trust is the invisible thread that weaves together your team, your relationship with elected officials, and your connection with the community. It’s not just about being reliable; it’s about creating an environment where risks can be taken, difficult conversations can be had, and innovation can flourish.
For a city manager, braving trust might look like:
