Transparent Leadership: Embracing Vulnerability in City Management

As we conclude our week-long journey through my top six Patrick Lencioni books for city managers, we arrive at perhaps the most provocatively titled: “Getting Naked.” While the title might raise eyebrows in city hall, the concept of vulnerable leadership it promotes could revolutionize how we approach public service and city management.

The Naked Approach to City Management

In “Getting Naked,” Lencioni advocates for a radical approach to client service based on transparency, vulnerability, and total commitment to the client. For city managers, our “clients” are our citizens, elected officials, and city employees. Let’s explore how Lencioni’s principles can transform our approach to public service.

The Three Fears

Lencioni identifies three fears that prevent us from being vulnerable. Let’s examine each in the context of city management:

1. Fear of losing the business

In city management: Fear of losing public trust or political support

City Context:
This might manifest as hesitation to admit mistakes publicly or reluctance to propose bold, potentially unpopular initiatives.

Action Step:
Commit to transparent communication about city challenges and failures. Frame them as opportunities for community growth and learning.

2. Fear of being embarrassed

In city management: Fear of public criticism or media scrutiny

City Context:
This could lead to defensive posturing or withholding information to avoid potential embarrassment.

Action Step:
Embrace a culture of continuous learning. Publicly acknowledge when you don’t have all the answers and involve the community in finding solutions.

3. Fear of feeling inferior

In city management: Fear of being seen as incompetent or unprepared

City Context:
This might result in overcompensating, micromanaging, or avoiding collaboration with more knowledgeable stakeholders.

Action Step:
Actively seek and publicly credit expertise from your team, community members, and other city managers. Position yourself as a facilitator of collective wisdom rather than the source of all answers.

Practicing Naked Service in City Government

1. Always Consult Instead of Sell

• Instead of defending current policies, actively seek citizen input on city initiatives.
• Approach council meetings as collaborative problem-solving sessions, not presentations of pre-determined solutions.

2. Give Away the Business

• Freely share best practices with other municipalities.
• Conduct open houses or “city management 101” sessions to educate the public on city operations.

3. Tell the Kind Truth

• Provide honest feedback to elected officials, even when it’s uncomfortable.
• Communicate budget realities and service limitations clearly to the public.

4. Enter the Danger

• Proactively address contentious issues in public forums.
• Seek out and engage with your most vocal critics.

5. Ask Dumb Questions

• Don’t hesitate to seek clarification on complex issues, even publicly.
• Encourage a culture where all city employees feel safe asking questions.

6. Make Dumb Suggestions

• Brainstorm openly, encouraging innovative ideas from all levels.
• Create safe spaces for “wild ideas” in strategic planning sessions.

7. Celebrate Your Mistakes

• Implement a “lessons learned” section in city reports and presentations.
• Share stories of past mistakes and how they led to improved processes.

Overcoming Challenges to Naked Government

1. Political Pressure: Educate elected officials on the long-term benefits of transparent, vulnerable leadership.
2. Legal Concerns: Work closely with your city attorney to balance transparency with necessary confidentiality.
3. Public Skepticism: Consistently demonstrate your commitment to openness to build trust over time.
4. Staff Resistance: Provide training and support to help city employees embrace vulnerable service.

The Benefits of Naked City Management

1. Increased Public Trust: When citizens see their leaders as human and honest, it fosters deeper community engagement.
2. More Innovative Solutions: Open acknowledgment of challenges can lead to creative, collaborative problem-solving.
3. Improved Employee Morale: A culture of vulnerability can lead to more authentic, satisfying work environments.
4. Better Decision Making: Transparent processes and diverse input lead to more robust, well-considered policies.
5. Enhanced Crisis Management: A track record of honesty makes it easier to maintain public trust during challenging times.

Conclusion: The Courage to Lead Naked

Embracing vulnerable, transparent leadership in city management isn’t easy. It requires courage, consistency, and a deep commitment to serving your community. But the rewards – in terms of public trust, employee engagement, and effective governance – are immeasurable.

As you reflect on this principle, consider: What’s one area where you could be more vulnerable or transparent in your role? How might this enhance your effectiveness and connection with your community?

Remember, true strength in leadership comes not from appearing infallible, but from having the courage to be authentically human. By “getting naked” in your approach to city management, you set the stage for a more open, collaborative, and ultimately more effective local government.

As we conclude this series on Lencioni’s insights for city managers, I encourage you to take these principles – from building cohesive teams to embracing vulnerable service – and apply them courageously in your work. The future of our cities depends on leaders willing to break down walls, foster genuine collaboration, and serve with open hearts and minds.