Dear Mary,
I’m a newly appointed City Manager, and lately I’ve noticed a pattern in my own behavior: When problems come in fast—particularly from Council members—I tend to respond by quickly and decisively taking action. It’s efficient, but I’m starting to realize it may also be limiting for my team and leading me down the path to burnout. My Department Head team has hinted that I’m not listening and thinking things through as much as I used to, and my family has said the same because I am so action-oriented and solution-focused. I recently made a (small) decision on impulse that will have long-term implications.
It’s time for a change. I don’t want to become the kind of leader who uses the same approach on every problem or unintentionally shuts down better ideas because I’m stretched thin and everything feels urgent. As a New Year’s resolution, I’d like to focus on broadening my approach and working to avoid unintentionally harming the people I lead. It is hard to be in this “retooling” position as the Chief Executive! Where do I start?
Sincerely,
Trying to Build, Not Break
Dear Trying to Build, Not Break,
At the MMANC conference last month, I had the joy of running into former San Rafael City Manager Jim Schutz, who gifted me a copy of his remarkable book of poetry titled The Mayor Has a Hammer. The volume draws from Jim’s many years of experience as a municipal executive and the poems range in tenor from amusing to truly heartbreaking: a nod to the many complex emotions of serving as the chief executive.
One line from the poem, “The Mayor Has a Hammer” stuck with me:
“The hammer dangles in a place of pride,
an only child, basking in importance.”
The poem warns that relying too heavily on one familiar tool can backfire, solving one problem while creating others. It invites anyone in local government to broaden their toolkit and choose approaches that match the complexity of the challenges we face.
So let me offer some leadership-forward, practical guidance inspired by that insight:
Expand your toolkit—deliberately. Make an honest inventory of the tools you overuse (decisiveness, urgency, personal ownership) and the ones you underuse (deep inquiry, delegation, co-creation, strategic pause). Choose one underused tool and make a conscious effort to practice it. Leadership habits shift through repetition, not reflection. Don’t forget to give yourself grace as you shift your mindset: big changes take time.
Redesign your decision ecosystem. If every problem is landing on your desk, the system needs a redesign. Gather your team and ask: Which decisions truly require my involvement? What areas of work lack clarity? When teams build shared pathways for judgment, executives feel less pressure to “swing the hammer” at everything in sight.
Schedule dedicated time to listen. Twice a week, hold 45 minutes open for your team with no agenda, no decisions, and no rush. Your only job is to listen. This practice counterbalances urgency, rebuilds connection, and signals to your team that your leadership has dimension, not just velocity.
Reassess urgency versus noise. Government work can create the illusion that everything is a crisis. Slow the moment by asking: Is this issue truly urgent? Or is it simply loud? Often, the hammer swings hardest when we assume there’s a crisis.
Return to purpose. When leaders drift from purpose, they default to performance. Make space each week to reconnect to the “why”—for yourself and your organization. This can be through maintaining a regular exercise practice, simply scheduling time to be away from your desk at regular intervals or whatever other practice works for you and your style.
“The Mayor Has a Hammer” reminds us that leadership requires awareness. That awareness that will guide you out of the hammer-habit and back into balanced, intentional leadership.
You’re already doing the hardest part: noticing. The rest is practice.
Warmly,
Mary Egan
CEO, MRG
If your public sector organization is facing a challenge, we’d love to connect with you to help find a solution. Reach out to us at info@solutions-mrg.com.