If you work in local government, chances are you’ve seen the signs.
A brilliant staff member suddenly hands in their resignation.
A team that used to hum starts missing deadlines.
A new initiative fizzles before it begins.
Often, we explain these things away — it’s the budget, the politics, the pressure. But underneath the noise, something deeper may be at play: a lack of psychological safety.
We’re not talking about dysfunction you can see from a mile away. We’re talking about cultures where people comply, but don’t challenge. Where teams work hard, but stay quiet. Where leaders mean well, but unknowingly reinforce stress, silence, and stagnation.
What Poor Psychological Safety Looks Like in Councils
Here’s what to watch for:
- Silence in meetings
People don’t push back, question decisions, or offer ideas — especially in front of senior leaders. Agreement doesn’t always mean alignment.
- Reluctance to admit mistakes
Issues are raised too late or not at all. People fear blame, so they stay silent even when real risks emerge.
- Passive compliance
You get quiet nods, but little energy. People do what they’re asked, but the spark is gone.
- High turnover in key roles
The numbers tell the story: in 2022–23, small shire councils had an average turnover rate of 22%, and across the sector, turnover remained higher than pre-pandemic levels. Great staff are walking out the door.
- Overreliance on a few
The same high performers carry the load again and again, often at the cost of their wellbeing. Others hang back, unsure if it’s safe to step up.
- Avoidance of tough conversations
Underperformance or poor behaviour is left unaddressed. The team silently absorbs the cost.
- Disconnected leadership
Only 1% of CEOs feel very well supported by their council. In fact, half feel totally unsupported, and 36% say the support they get is minimal (Davidson CEO Index 2024). The result? Isolated leaders and disengaged staff.
- Innovation stalls
People avoid risk. They stick with what’s always been done, not because it works best, but because it feels safest.
These are not isolated issues. They are symptoms of a system under pressure and unless addressed, they cost more than just morale. They cost trust, performance, and the ability to deliver for communities.
It Doesn’t Have to Be This Way
The good news? Psychological safety can be built — but it starts with leaders who are willing to pause, reflect, and shift from control to connection.
That’s exactly what we’ll explore at our upcoming sector event on June 18th:
Join us as we unpack the hidden leadership behaviours that unintentionally reinforce stress, silence, and stagnation — and explore what it takes to lead cultures of trust, safety, and transformation.
Over 50 councils are already attending — will yours be in the room?
Register now for this unmissable sector event.
