7 Things I Wish I Knew Before My First City Manager Role

Becoming a city manager is often described in technical terms: budgets, labor negotiations, council reports, development agreements, and crisis management. All of that matters. But none of it prepares you for the emotional weight, political complexity, and human dynamics that truly define the role.

After almost seven years serving as a city manager—leading three cities through periods of progress, challenge, and transition—I’ve come to appreciate that the lessons that matter most are rarely taught in graduate programs, onboarding binders, or interview panels.

This post is a reflection on those lessons. It is written for department heads preparing to step into the role, first-time city managers trying to find their footing, and seasoned professionals navigating uncertainty. It is not a playbook. It is perspective—earned in the arena.

1. You Bring the Weather With You

Leadership presence is not neutral. Your tone, posture, and emotional state set the climate for the organization—whether you intend it or not.

When a city manager walks into a room carrying anxiety, frustration, or distraction, it spreads quickly. When that same leader shows up grounded, steady, and composed, it creates space for others to perform at their best.

Emotional self-awareness is not a soft skill in this profession. It is a core competency.

2. There Is No Such Thing as a Small Conversation

In local government leadership, every word carries weight. Casual comments are often interpreted as direction. Hypotheticals become expectations. Offhand remarks can quickly take on a life of their own. In this role, even a passing comment can quietly take on meaning and momentum far beyond what you intended once it leaves your mouth.

This is not about being guarded or inauthentic. It is about understanding the authority of your voice and using it intentionally. Speak when your thinking is ready. Pause when it is not.

Once words are spoken, you no longer control how they are interpreted.

3. Private Sector Mindset Does Not Match Public Sector Pace

Many city managers come into the role with private sector experience—and with it, a bias toward speed, efficiency, and rapid execution. Government does not work that way.

Public institutions move deliberately for a reason: legal constraints, public accountability, stakeholder engagement, and political dynamics all shape the pace of change. Pushing too hard, too fast—even with good ideas—often creates resistance rather than results.

Progress in local government is cumulative. Focus on a few meaningful wins, build credibility, and bring people with you.

4. Life Is About Relationships—Especially in Government

Local government is relational by nature. Decisions are shaped not just by data and policy, but by trust, history, and personal connection.

Internally, your executive team is not simply a reporting structure. They are partners. Externally, community relationships often matter more than organizational charts suggest.

Treat everyone as though they are influential—because they often are, directly or indirectly. Trust is the most valuable currency you will ever hold in this profession.

5. Go Deeper With Council and Executive Staff Than You Think You Need To

Whatever time you think you should be spending building relationships with your governing body and executive team—double it.

Formal meetings are not enough. Alignment, trust, and mutual understanding are built through consistent, intentional connection. That means conversations outside agenda prep, early check-ins, and genuine curiosity about priorities, pressures, and perspectives. Trust built during calm moments is what carries an organization through conflict, controversy, and inevitable change.

If you ever find yourself wondering whether you are spending too much time on relationships, you are likely just getting close to the right amount.

6. Keep Your Inner Circle Small

While relationships are essential, discretion is often the difference between longevity and vulnerability.

The city manager role is uniquely isolating. Not every idea needs a wide audience. Not every concern should be processed publicly. Loyalty, while deeply valuable, is also rare.

Choose your sounding boards carefully. Protect your thinking space. A small, trusted inner circle will serve you far better than broad access ever will.

7. Lead Boldly—Even If It Costs You

This may be the most important lesson of all.

You are not in this role to avoid risk. You are here to lead—ethically, courageously, and in service of the organization’s long-term interests. That means recommending hard things, standing by your values, and sometimes being willing to accept personal consequence.

Fear may preserve a position in the short term, but it will quietly erode both credibility and self-respect over time.

If doing the right thing costs you the job, it will not cost you your purpose.

There is life—and leadership—after transition. Often, the chapters that follow are the most meaningful of all.

A Final Thought

City management is not just technical work. It is deeply human work. It requires presence, patience, judgment, and courage. It asks leaders to absorb pressure, manage complexity, and navigate conflict while remaining grounded, ethical, and steady in public view. That weight is rarely discussed openly, yet it is carried quietly by professionals across the country every day.

The longer I serve in this role, the more convinced I am that success is not defined by longevity in a single position or avoidance of disruption. It is defined by whether you lead with integrity when it is hardest, whether you invest in people when it would be easier not to, and whether you can look back on difficult moments knowing you did not compromise who you are to protect a title.

If you find yourself questioning your path, feeling isolated, or navigating transition, know this: those moments are not signs of failure. Often, they are signs of growth. The profession needs leaders who are willing to show up fully, lead courageously, and accept that meaningful work sometimes comes with personal cost.

Hold your values tightly. Titles are temporary. Purpose is not.

If this reflection resonates with you, I invite you to explore more leadership insights, resources, and long-form content at www.chrismann.us, and to watch or listen to the full Gov360 Episode 6, where these concepts are explored in greater depth.

The work matters. And so do you.