As public administrators, we say we want to lead with excellence, we say we care about innovation, about solving problems for the people we serve, about moving our cities and organizations forward. But too often, fear and complacency hold us hostage. And let’s call it what it is, leaders micromanage because they’re afraid, trust breaks because no one takes ownership, and systems stagnate because comfort feels safer than change. Toxic cultures are the result of leadership choices. Micromanagement, lack of empathy, blame, unrealistic expectations. These aren’t just buzzwords, they’re real behaviors that crush teams, destroy morale, and erode public trust. No organizational chart, strategic plan, or budget allocation can fix this. Leadership has to. But, let’s tell the truth about why this happens. Public administration is uniquely vulnerable to fear. Fear of politics, fear of public scrutiny, fear of making the hard call and being wrong. So we build walls, rigid processes, rigid hierarchies, rigid thinking, believing that bureaucracy will shield us from risk. Instead, it shields us from progress. The strongest leaders don’t hide behind systems, they build trust through action. They prioritize their teams, listen deeply, share the why, and set standards that push people to grow, not to burn out. They know that real progress demands clear direction and strong culture, not more control. Public administration has to be more than paperwork and processes, it has to be about people. We don’t get to talk about serving the public until we’ve done the work of serving our people. Culture isn’t just something we ‘have,’ it’s something we choose to build. We either choose trust, empathy, and accountability, or we choose toxicity, blame, and stagnation. If we want our organizations to thrive, if we want public administration to move from maintenance to transformation, then we need leaders who are bold enough to break the old habits, leaders who understand that systems exist to serve people, not the other way around. #PublicAdministration #Leadership #CourageousLeadership #Innovation #BuildingTrust #CultureMatters
Ed Meece
20h
Brooks, I see where you’re going with this post - you raise some good pitfalls that good CM leaders should be vigilantly opposing. But they aren’t the watershed challenge CMs face today. When I started as a CM in 1994 local governments spent time, money, and sweat to keep communities moving; water , sewer, public safety , economic development. There were honest debates over policy, often intense, but nobody threatened your kid at school. Now, both political sides play a game of scorched earth public policy that quickly attempts to destroy the reputation, career, and safety of the CM’s and public servants attempting to navigate the minefield for public good. I completely disagree with your “too often” language. I don’t know too many CM’s that are hiding in their foxhole content to micromanage in non creative, status quo preserving, work. Rather, I see a lot of CM trying to lead cities through difficult times despite the consequences to their career. Those folks need support, encouragement, and recognition for the work they do in some outrageously hostile places. Let’s say, like, Signal Mountain Tennessee. Keep writing, as we get sharper from the perspectives of each other.
Kevin C.
1d
Micromanagement, lack of empathy, blame, and unrealistic expectations are used by managers to control the narrative and avoid risk to the managers. Managers have lost the trust of their teams at that point. The public knows something is wrong with the organization but doesn't know what it is. They blame bureaucracy, but it's poor leadership. New leaders are needed in that organization, but that will not happen with the existing micromanagement cabal. The managers are there to preserve their jobs and pensions. The existing managers will not admit that they are wrong. Their egos are too big to admit any wrongdoing. They want their paycheque.
Well put. It is very difficult working without a net! I’ve been doing it since 1999. The term, “At the Pleasure” is anything but! You oversee mostly union employees with contractual, statutory, and political protection; and are expected to make dynamic changes without rocking the boat. Anyone can sit in the seat, but unless you have serious people skills, thick skin, and general support of the 4 year elected governing body, you are just passing time and collecting a check. I mean no disrespect to those that are caught up in a less than desirable situation…I have had a 4 year term as municipal auditor. I chose to leave to go to the client world. A ten year amazing run as Finance Director/CFO of a small city that ranked per capita as the poorest in America. And 8 solid years as a dual roll CFO/Administrator where I created the Administrator statute with the Mayor and spent the first 4 years wrestling day to day operations from the incumbent elected officials. In each instance, the writing was clearly on the wall, for different reasons, when it was time to move on. I am confident I left each organization better than I found it both financially and operationally. Now I am retired. (yea right) but have a safety net in consulting…
A really great post and very very honest about what happens. As someone that joined the public sector after many years as a sucessful Sr. Leader in the private sector you are spot on. I have met many leaders that enjoy my approach and my way of leading and I’m told - man you are great, I just don’t know how you do it. Then they follow with aren’t you afraid? It has been eye opening but I love what I do and where i work. Yes it is challenging but satisfying when staff sees the positive changes.
Donna Hatt
1w
Agree with you on some many elements. Fear of facing the wrath of the public - professionally and personally - seems to be one of the barriers. Scrutiny is bound to rear its head, but from it can come transformational results.
Insightful
Well said!
Well said!
Jamie Heyen Kindred Justin Soza, MS, FBINA
Leader in transition
2wBrooks W. I though your long post about "trust" missed the point. As a veteran CAO, I think a successful board/CAO relationship is about maturity and respecting one another's roles. The problem for city/county managers isn't "fear." Or about old habits or an unwillingness to take risks. Our system of local government is broken. The toxicity of hyper-partisanship has leached into the groundwater of local government. Partisan primary favor extreme candidates, not compromise. Local elected officials spend time virtue signaling and posturing rather than doing the pick-and-shovel work of local government. Most Charters are poorly written and are routinely ignored by wayward Mayors and Councils. When my wife and I finish our travels, I may write a book myself. The biggest obstacle public administration faces is mythology. You'd be hard pressed to find a group more smug and self congratulatory than local elected officials (in America). "People like us better than state or federal government" is the refrain. Uh, OK, but that's not exactly a beauty contest to take pride in winning. Local government needs a massive structural overhaul.