The Covid-19 pandemic represented a global health crisis with significant societal consequences. In Sweden, cooperation between authorities was essential to manage the crisis, placing high demands on local actors such as the municipalities in the country. This study aims to explore how municipal employees within the management administration in Halmstad experienced the handling of the pandemic, using Arjen Boins crisis management theory as an analytical framework. The analysis highlights how the employees' experiences reflect both strengths and challenges across the different phases of crisis management. The handling was initially perceived as improvised and driven by individual initiative, with more structured crisis leadership emerging over time. Difficulties in establishing a shared situational understanding and effective internal communication were recurring themes. As the crisis progressed, decision-making became more pragmatic and adaptive, though the return to normalcy was described as prolonged and marked by fatigue. The findings reveal a more dynamic and fragmented crisis process than what is portrayed in Halmstads official evaluation report, which presents a more cohesive and coordinated narrative. This contrast underscores the importance of integrating subjective experiences to gain a deeper understanding of crisis management processes. The study concludes that effective crisis management requires not only structural preparedness but also attention to how employees perceive, interpret and navigate uncertainty and change during a crisis.