Cultivating Courage: Why Safe Teams Outperform Fearful Ones

A critical but often overlooked aspect of effective leadership is the cultivation of psychological safety within teams. Psychological safety, as defined by Harvard Business School professor Amy Edmondson, refers to a shared belief that the team is safe for interpersonal risk-taking. In government settings, where accountability pressures are high and mistakes can have public consequences, creating an environment where staff feel comfortable speaking up is essential for innovation and continuous improvement. Leaders who foster this kind of safety do so by actively soliciting input, responding non-defensively to feedback, and normalizing constructive dissent.

For example, in the City of Atlanta’s Department of Procurement, leadership implemented a “fail fast, learn faster” initiative to encourage open discussion of process inefficiencies without fear of reprisal. Staff were invited to submit anonymous suggestions and concerns, which were reviewed by a cross-functional committee that included senior leadership. Over time, this practice built trust and led to several improvements in vendor onboarding and contract tracking processes. Research from the Government Finance Officers Association supports this approach, noting that psychologically safe environments are strongly correlated with higher employee engagement and better decision-making outcomes¹.

Leading Through Change with Clarity and Intentional Framing

Leadership is particularly tested during periods of organizational change. Whether driven by policy shifts, budget adjustments, or external crises, change often generates uncertainty. Leaders must provide not only direction but also clarity of purpose and emotional steadiness. One effective method is intentional framing - the practice of contextualizing change in terms that resonate with a team’s values and goals. Rather than presenting change as a disruption, skilled leaders frame it as a path toward shared improvement, aligning the narrative with both strategic and operational contexts.

During the COVID-19 pandemic, the City of Portland, Oregon, faced the challenge of transitioning many public-facing services to digital platforms. Rather than issuing top-down mandates, department leaders framed the shift as an opportunity to expand accessibility and modernize service delivery. This framing helped staff see their work as part of a larger mission rather than a reactive adjustment. According to a report by the International City/County Management Association, cities that succeeded in navigating pandemic-driven changes often had leaders who communicated early and often, framed uncertainty constructively, and invited staff to co-create solutions².

Developing Leadership Pipelines to Ensure Continuity

Leadership development is not limited to those currently in senior roles. Preparing the next generation of leaders is vital for ensuring organizational continuity and resilience. Effective leadership pipelines do not emerge by chance; they are built through intentional investment in talent identification, mentorship, and rotational assignments that expose staff to different facets of the organization. Leaders who prioritize this development create a culture where advancement is tied to demonstrated capability, not just tenure or formal credentials.

The City of Charlotte, North Carolina, implemented a structured leadership development program that includes a competency-based assessment, personalized learning plans, and mentorship from executive-level staff. Participants rotate through different departments to gain exposure to budgeting, community engagement, and policy implementation. A 2020 evaluation found that over 60 percent of program graduates had been promoted within two years, and departments reported improved cross-functional collaboration as a result³. This kind of pipeline development ensures that leadership capacity is distributed and sustainable.

Aligning Leadership Practices with Equity Goals

As equity continues to shape public sector priorities, leadership must evolve to support inclusive decision-making and service delivery. This requires more than adopting equity goals on paper; it demands that leaders embed equity considerations into their daily practices, from staff engagement to budget development. Leaders who succeed in this area listen to historically marginalized voices, disaggregate data to identify disparities, and apply an equity lens to policy and operational choices.

In Oakland, California, the Department of Human Services created an Equity Leadership Team to review policies and recommend changes that address systemic barriers. This group is composed of staff from multiple levels and backgrounds, and it reports directly to department leadership. One of their early contributions was the revision of intake protocols for housing assistance to make them more accessible for non-English speakers and individuals with disabilities. Leadership ensured the recommendations were implemented and regularly reported progress to both staff and the community. This approach reflects findings from the Government Alliance on Race and Equity, which indicates that leadership commitment and structural support are key to advancing equity in public institutions⁴.

Leveraging Data to Inform and Improve Leadership Decisions

Data-informed leadership is increasingly essential for navigating complexity and demonstrating accountability. Leaders must be comfortable interpreting data, asking critical questions, and using evidence to guide priorities. This does not mean leaders must be data experts, but they must create conditions where data is accessible, trusted, and actionable. When leaders use data to tell compelling stories and drive decisions, they reinforce a culture of transparency and results.

The City of Kansas City, Missouri, implemented a citywide performance management initiative known as KCStat. Department heads meet monthly to review key performance indicators and identify areas for intervention. Leadership uses this forum not only to review results, but also to model data literacy and problem-solving. Staff are encouraged to bring forward insights and propose changes based on what the data reveals. According to the Center for Government Excellence, cities that institutionalize performance discussions at the leadership level are more likely to sustain improvements over time⁵. This integration of data and leadership fosters accountability and continuous learning across all departments.

Conclusion: Practicing Leadership as a Daily Discipline

Leadership is not a static quality but a discipline practiced daily through communication, reflection, and deliberate action. The perspectives outlined above - from bridging stakeholder languages to fostering psychological safety and aligning with equity - demonstrate that effective leadership is both relational and strategic. It is about creating conditions where people can do their best work, adapt to change, and contribute meaningfully to shared goals.

For practitioners and students alike, developing leadership capacity involves not only acquiring technical skills but also cultivating empathy, curiosity, and resilience. By approaching leadership as a dynamic and inclusive practice, public institutions can better meet the evolving needs of their communities while building trust, engagement, and innovation from within.

Bibliography

1. Government Finance Officers Association. "Creating a Culture of Risk-Tolerant Innovation." GFOA Research and Best Practices, 2022.

2. International City/County Management Association. "COVID-19: Local Government Strategies for Digital Adaptation." ICMA Reports, 2021.

3. City of Charlotte. "Leadership Development Program Evaluation Report." Human Resources Department, 2020.

4. Government Alliance on Race and Equity. "Advancing Racial Equity and Transforming Government: A Resource Guide." GARE, 2016.

5. Center for Government Excellence at Johns Hopkins University. "Performance Management in Practice: A Guide for Local Government Leaders." GovEx Reports, 2021.