Sharpening the Saw for City Managers and County Administrators

The Art of Continuous Improvement

The demands of local government leadership continue to evolve. City Managers and County Administrators face the challenge of staying effective and relevant in their roles. In order to thrive in this dynamic landscape, it is essential for leaders to embrace the principle of sharpening the saw. This concept was popularized by Steven Covey in his best-selling book “The 7 Habits of Highly Effective People.” He emphasizes the importance of continuous self-improvement and personal development. It is also quite important for City Managers and County Administrators to support the continued leadership growth of key executives in the organization.

What is the Sharpen the Saw Principle?

At its core, the sharpen the saw principle is a metaphorical representation of the need for ongoing self-renewal and growth. It goes beyond individual development and extends to the responsibility of leaders to share their knowledge and support the professional growth of those they lead. City Managers and County Administrators, as the leaders of their respective organizations, play a crucial role in fostering an environment of continuous learning and development.

Effective leaders understand that their success is not solely dependent on their own personal growth, but also on the growth and development of the leaders within their teams. By prioritizing the sharing of knowledge and supporting the professional growth of their subordinates, City Managers and County Administrators can create a culture of learning and empowerment.

Steven Covey’s quote, “preserving and enhancing the greatest asset you have – you,” not only emphasizes the importance of self-improvement but also implies the importance of investing in others. As leaders sharpen their own saw, they are better equipped to guide and support the professional growth of their team members. By sharing their knowledge, skills, and experiences, leaders can help others reach their full potential and contribute more effectively to the organization’s success.

Continuous Improvement for Department Heads

By actively promoting professional growth as leaders within their teams, City Managers and County Administrators can foster an environment that encourages continuous learning, innovation, and collaboration. They can provide resources, such as local government executive coaching, to support the development of their leaders. This creates an opportunity for an open dialogue and idea-sharing where team members feel empowered to contribute their unique perspectives and insights.

Furthermore, by supporting the professional growth of their leaders, City Managers and County Administrators also strengthen the overall leadership capacity of their organization. As leaders at all levels of the organization continue to sharpen their saws, they become more effective in their respective roles and better equipped to handle the complexities and challenges that arise.

In addition to personal development, leaders must prioritize the growth and development of their teams. By investing in leadership team development, leaders empower the team to take on greater responsibilities, make informed decisions, and contribute to the overall success of the organization. This not only enhances the skills and capabilities of individual team members but also builds a strong leadership pipeline for the future.

The Four Components of Sharpening the Saw

1. Physical Fitness: Taking care of one’s physical well-being is the first component of sharpening the saw. As Steve Jobs once said, “Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do.” By maintaining good physical health, City Managers and County Administrators can cultivate the energy, stamina, and resilience required to tackle the challenges of their roles effectively.

2. Emotional Well-being: The second component of sharpening the saw focuses on emotional well-being and self-awareness. Peter Drucker, a renowned management consultant, famously stated, “You cannot manage other people unless you manage yourself first.” Emotional intelligence and self-awareness enable leaders to understand their own emotions, manage stress, empathize with others, and build meaningful relationships. By nurturing their emotional well-being, leaders can create a positive work environment, inspire their teams, and make better decisions.

3. Intellectual Growth: Intellectual growth is a vital aspect of sharpening the saw. Patrick Lencioni, an expert in organizational health, believes that “the only way to get to the next level is to surround yourself with people who will challenge you.” City Managers and County Administrators should actively seek opportunities for continuous learning, such as reading books, attending conferences, or participating in workshops. Many have turned to City Manager and County Administrator Think Tanks to expand their knowledge and stay informed about emerging trends, directly from peers. Leaders must continue adapting to the changing landscape to make the most informed decisions for their communities.

4. Professional Development: The final component of sharpening the saw focuses on professional development. Adam Grant, an organizational psychologist, emphasizes the importance of continuous learning and growth, stating, “The greatest originals are the ones who fail the most because they’re the ones who try the most.” City Managers and County Administrators can benefit from various resources and services that support their professional development, such as executive coaching and leadership team development programs.

Sharpening the Saw in Local Government Leadership

The expectations and demands continue to evolve for City Managers and County Administrators, so local government leadership must continue to evolve and adapt. One approach to be considered is the Leadership Team Scorecard which will provide an independent assessment of the team bench-marked on other organizations. This can eliminate any political bias or variability when evaluating the leadership team. Simon Sinek, a renowned author and motivational speaker, advocates for a leadership style focused on inspiring others and building strong connections. This can be measured independent of a specific political priority or historical challenges. Sinek emphasizes that “leadership is not about being in charge. It is about taking care of those in your charge.” By continuously improving leadership skills at the executive level, City Managers and County Administrators can create an environment that fosters collaboration, innovation, and a shared sense of purpose. They can inspire their teams to exceed expectations, achieve meaningful results, and make a positive impact on the community.

Steven Covey wisely noted, “The key is not to prioritize what’s on your schedule but to schedule your priorities.” By prioritizing self-renewal and personal development, leaders can sharpen the saw and become catalysts for positive change in local government.

References:

– Covey, S. R. (1989). The 7 Habits of Highly Effective People.

– Jobs, S. (2005). Stanford Commencement Address.

– Drucker, P. F. (2008). Management: Tasks, Responsibilities, Practices.

– Lencioni, P. (2012). The Advantage: Why Organizational Health Trumps Everything Else in Business.

– Grant, A. (2016). Originals: How Non-Conformists Move the World.

– Sinek, S. (2014). Leaders Eat Last: Why Some Teams Pull Together and Others Don’t.