The Isolated Leader

City Managers and County Administrators often traverse a lonely path amidst a crowd. In the intricate landscape of local governance, Chief Administrative Officers (CAOs) play a pivotal role. Entrusted with the welfare and progress of their communities, these leaders often find themselves shouldering immense responsibilities, yet walking a solitary path.

Over the past three years, I have facilitated well over 100 peer group sessions with City Managers and County Administrators. The isolation of CAOs has been readily apparent in these Think Tanks sessions and it seems to be getting worse, at least to me.

The Delicate Dance of Local Government Administration

To truly grasp the depth of this isolation, one must first understand the unique dynamics these leaders face with elected bodies. For every decision made by the governing body there is the potential for the manager to be caught in the crossfire of differing opinions. The manager is placed in a precarious position, isolated amid bosses with potentially conflicting directives. Toxicity in Local Government is growing, further isolating the CAOs.

This complexity extends to their relationships within the organization. While at the helm, everyone in the organization works either directly under them or through their subordinates. When conflicts arise—and they invariably do—the onus of resolution ultimately falls on the City Manager or County Administrator. Even when a Chief Administrative Officer properly delegates tasks, accountability for all decisions will fall to this appointed leader. Though they have a team of executives and other employees to converse with, all these individuals are a rung below in the hierarchy. This dynamic creates a situation where the manager has only two avenues for input within the organization: subordinates and bosses. The absence of peers to consult with further amplifies their isolation.

In the Spotlight: The Intense Scrutiny of CAOs

A City or County Manager is the ‘Lightning Rod’ for all that happens each day” according to Al Braithwaite, former City Manager of Oldsmar, FL. “This feeling of isolation can be debilitating without great tools to survive in this ever-changing world of public service.”

The Chief Administrative Officer position, while revered, brings many unique challenges. The balance these leaders must maintain is delicate, ensuring the well-being of their citizens and employees, managing limited resources, navigating bureaucratic intricacies, and handling the nuances of interpersonal relationships within the government structure – all of which are in the public eye, with all comments made potentially in the public domain. The decisions they make reverberate throughout the community, affecting lives, shaping futures, and determining the course of the community’s trajectory.

The Silent Struggle of Servant Leadership

This weight of responsibility, combined with the inherent isolation of their role, can sometimes lead to feelings of detachment, burnout, and even anxiety. The mental and emotional toll can be significant. The human being in this leadership role often suffers quietly, without a safe outlet to express frustrations or even celebrate individual achievements, deferring all credit to others. Many are proud to play the role of a servant leader, but I have spoken with many that are functioning more as a suffering servant.

“Having walked the solitary path as a former City Manager, I understand the isolation this role entails. City Managers and County Administrators bear the weight of conflicting directives and intricate organizational dynamics” according to Michelle Berger, an Executive Coach and former Town Manager of Sewel’s Point, FL. “Our decisions profoundly impact the lives of those we serve.”

The essence of leadership isn’t just about making decisions—it’s about continuous growth, learning, and improvement. The best leaders recognize this and seek avenues to enhance their capabilities and well-being.

Building a Support System

Recognizing the challenges these isolated leaders face, it’s imperative to offer avenues of support. Many join ICMA, NACA and/or one of the many state or local Professional Manager groups. All of these provide a network of peers and typically offer useful best practices sharing. These organizations serve an important need, and after large conferences, participants tend to come home invigorated after spending time with peers. But this just isn’t enough.

At the beginning of every City Manager and County Administrator Think Tank, each participant shares a recent success, an upcoming challenge, and what they would like to get out of the session. The two most common answers to the last item fit the themes of “wanting to hear about what others are going through” and “this is my monthly therapy session.” Both are calls for a community among managers. Unfortunately, even within a great organizational culture, the Chief Administrative Officer is isolated at the top, responsible for maintaining, or more likely striving to improve, the culture.

“Addressing the isolation of these leaders is not just empathetic; it’s vital for effective governance,” according to Michelle. “By fostering shared wisdom and collaborative platforms, we can empower them to thrive, enriching the communities they tirelessly serve.”

Creating Safe Spaces for CAOs

These leaders need a regularly occurring “safe space” where they can share transparently what they are really going through. Leaders need this with an understanding peer or peers, without the judgement or pressure they face while outside of that safe place. Unfortunately, creating this safe space can be difficult, particularly in local manager groups as proximity could create political complexities making it difficult for managers to be fully transparent.

Many CAOs carefully cultivate trusted peers they can turn to. This is a solid practice for sure, particularly if on a recurring and repeatable check in schedule. A few other options also exist.

Breaking Isolation: Solutions for Navigating Solitude

City Manager and County Administrator Think Tanks are confidential environments where leaders come together to discuss real time challenges and opportunities faced by these managers specifically. Beyond the typical discussion around delivering the best outcomes to the community, Think Tanks are focused on supporting the Chief Administrative Officers individually. Participants help one another by asking questions from different perspectives to help identify root causes to problems. They offer each other wisdom and support. They acknowledge personal wins and offer one another affirmation.

Local Government Executive Coaching provides direct support to an isolated leader. It provides a confidential space to discuss challenges, progress, and strategies for improvement, with someone that has been a City Manager or County Administrator. The Executive Coach will tailor sessions to the unique needs of each CAO with a relationship that is ongoing, ensuring support whenever needed.

The paths of the isolated leaders in Local Governments are laden with challenges, but they are not alone. By understanding their unique struggles, we can extend the support they need, ensuring they not only fulfill their roles but also thrive, benefiting both themselves and the communities they serve.