You’ll hear advice to “be yourself” often when talking about government leadership. While authenticity fosters trust, true effectiveness for municipal clerks comes from self-awareness. Knowing when one’s “authentic” response might be clouded by impulse, stress, or unexamined habits.

Authenticity vs. Knee-Jerk Reactions

Being an authentic leader is not about saying or doing whatever feels “natural” in the moment. As Mike Mears writes, unchecked “auto-brain” reactions—such as defensiveness or impulse under pressure—can derail good judgment and harm relationships. Leaders must recognize that what feels authentic can sometimes be a knee-jerk response, rooted in the primal brain’s fight-or-flight wiring. In the fast-paced environment of municipal governance, knee-jerk reactions create risk and rob teams of safety and collaboration. In short, your first response is not necessarily your best response.

Research shows that poor emotional regulation—lashing out, shutting down, or reacting hastily—can stifle innovation and fuel groupthink, where teams avoid disagreement instead of seeking robust solutions. For clerks and managers, who are often the “steady hand” during meetings and crises, self-awareness allows for greater composure, transparency, and better outcomes.

The Power of Self-Awareness

Self-awareness is routinely cited in leadership literature as a core differentiator of credible public sector leaders. Seth Winterhalter, writing for the Municipal Leadership Development Circle, notes that “the ability to recognize and understand your own emotional reactions isn’t just personal development—it’s a professional superpower.” This skill allows municipal clerks to choose deliberate, strategic responses rather than defaulting to gut reaction.

Strategies for building self-awareness and managing emotional reactions include:

• Pause before responding: Taking a breath, counting to ten, or stepping away when emotions spike gives space for reason to return.

• Seek feedback: Trusted colleagues and mentors can spot blind spots and affirm when accountability is needed.

• Normalize dissent: Treat disagreement as a catalyst for improvement, rather than a threat to authority.

• Practice mindfulness: Techniques like breathing exercises, walking, or journaling support measured decision-making under stress.

Emotional Intelligence in the Clerk’s Office

Municipal leadership today is defined as much by emotional intelligence as by technical know-how. According to HaltingWinter Municipal Solutions, EQ (emotional quotient) in leadership means “reading the emotional currents” in meetings, maintaining calm during upheaval, and building lasting bridges with colleagues and the public. These practices require intention and effort, but they powerfully increase trust and performance.

Conclusion: Authenticity Through Self-Awareness

For municipal professionals, authenticity is not about merely “being yourself”—it’s about being your best self. That means ongoing self-observation, emotional regulation, and openness to growth. By understanding and managing knee-jerk reactions, leaders set the tone for thoughtful, inclusive, and resilient local government.

In municipal leadership, “being yourself” takes on new meaning: it is a daily commitment to reflection, self-management, and growth that benefits teams, communities, and democracy itself.