Ask Mary is an advice column for public sector leaders hosted by MRG Co-Founder and CEO Mary Egan. In today’s column, Mary responds to a question received at the Annual MMANC Conference 2025 in Monterey, CA.
Dear Mary,
I work in a City Manager’s office and oversee internal communications including employee engagement. It’s recently become clear to me, given all that’s on my City Manager’s plate, that spending time to engage with our staff can feel more like a chore than an imperative? How can I help my CM engage more regularly with staff?
Sincerely,
MMANC Attendee
Dear Attendee,
The best leaders – including public sector Chief Executives – have well-developed emotional intelligence and know the value of connection and meaningful communication. They realize that staff thrive in a work community where they feel seen and heard, and they’re comfortable being visible and approachable.
A good City Manager, General Manager or County Exec is strategically present, visible at the right places at the right times. They’re the connector-in-chief in the organization, between the Council and their policies and the staff and what they need to get done in the community. It’s an important, highly visible and facilitative role. And to that end, they benefit from engagement in civic events, with employee events, and consistently demonstrating responsiveness.
The City Managers’ time is often very limited and these efforts to engage are viewed by some as “extra” and not core work. Not every resident or employee with a frustration should be able to get their ear. From your question, it sounds like you are in a position of influence with the City Manager. If that’s the case, there are some things you can try as a helpful counterbalance to the time-related supply and demand issues facing a Chief Executive.
One thing you could do is create intentional and structured opportunities for the City Manager to engage with staff, like welcoming the group to a team-building event, addressing newly hired employees, having a visible role in staff communication regarding important City activities and Council initiatives, or participating in a departmental Open House. Some smaller agencies have structured meet and greet events on holidays like Halloween, or events where the city leadership staff can spend what I call “soft time”, or less structured time, with staff. These strategies could help your City Manager be more visibly engaged with the team without the typical executive pressure they may feel.
Thank you for connecting with us at the MMANC Annual Conference!
Best,
Mary Egan
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.