6 ways to find balance and protect your mental health as a public manager
Much of my client base are local government entities – whether at the county or municipal level, and as a result I spend a lot of time interfacing with public managers. I often address the issue of burnout, drawing from my own professional experiences in the public sector. This article anonymously shares insights gathered from public managers on how they navigate the challenges of their roles and prioritize mental health.
1. Digital disconnect
Managing in the public sector can be isolating, as managers juggle responsibilities at the top of the organizational chart. Balancing the expectations of employees and elected officials requires finesse, and many managers find themselves acting as buffers for their staff. This is honorable, but sometimes borders slightly on martyrdom. To prevent burnout, it’s crucial for managers to create a buffer for themselves by periodically disconnecting from work both physically and digitally. Whether for a short interim or a longer stint, physically and digitally removing oneself from the workplace is important to self-preservation.
2. Embrace physical activity
While it’s not necessary to become an all-out gym rat, finding a physical activity you enjoy is key. Numerous public managers engage in activities such as long-distance running (this is a very common sport of choice), road biking, golfing, or making time for a gym session. By dedicating time to physical activity, these managers experience improved mental well-being, thanks to the endorphins released during exercise.
3. Build peer-to-peer relationships
Since starting my business, I have engaged with both the state and national chapters of the Wisconsin / International City County Managers Association, the professional organization for public managers. One of the things I love the most about the organization is the genuine camaraderie and support that public managers extend to one another. In contrast to some professional groups where networking feels forced or self-motivated, WCMA and ICMA conferences foster authentic friendships among public managers. The evident care and mutual uplifting contribute significantly to helping managers navigate workplace transitions and personal challenges, forming a network of reliable contacts, even if they are geographically distant.
Consider mentorship: Whether you are early in your career or a seasoned professional looking to give back, exploring a public management mentorship program could be valuable. Mentorship provides a two-way street, allowing individuals to benefit from the experience of a seasoned peer, while offering a fresh perspective as a mentee.
4. Healthy hobbies
Two public managers I highly regard in Wisconsin exemplify the importance of sharing healthy hobbies. They regularly take trips to different breweries, not only to enjoy the local craft beer movement but also to spend quality time together outside of the workplace. It’s crucial to be mindful of the role substances play in your life, as they can either serve as positive mechanisms for sharing memorable experiences or potentially unhealthy coping mechanisms. I’ve personally met a number of public managers in the last two years who have embraced sobriety, forming their own supportive community.
Beyond hobbies centered around drinking (or not drinking), I’ve been impressed by the diverse skills and hobbies of public managers, ranging from exploring National Parks and state capitols, to creative hobbies and even shared interests like disconnecting over mindless television shows. One public manager I’ve always liked bonded with me over our deep (and mindless) dedication to the Bravo universe.
5. Establish boundaries about when you “talk shop.”
Working in government, particularly in a management capacity, presents a challenge in terms of accessibility and exposure to your work. Unlike professions like accounting, where discussions about taxes might not be a dinner party favorite, local government roles often invite everyone’s opinions. This challenge becomes even more pronounced when you live in the same community where you work, making it harder to carve out “work free” time. It is essential to master the art of respectfully conveying that you are ”off the clock” and not expected to work 24/7. One manager suggested the one-two punch of saying something along the lines of expressing interest + scheduling a follow-up. This might sound like: “I’d love to talk with you about this when I’m in the office, please reach out to me on Monday morning.”
6. Negotiate your exit!
Similar to planning a pre-nuptial agreement, public managers are strongly advised to negotiate the terms of their exit in their employment contract with municipalities. Many public managers have found themselves unexpectedly let go due to political changes, leaving them figuratively “hung out to dry”. While discussing the end of your employment may seem like a negative start to a relationship, it is undeniably in the manager’s best interest. Acknowledging the potential for upheaval in democratic leadership, even for highly qualified managers, ensures a measure of security through negotiated severance terms. Having the name of trusted legal counsel on hand adds an extra layer of peace of mind in this regard.
Thank you to the public managers and public sector employees who contributed their insights to this piece!
