The Upside of Bad Leadership: Transforming Frustration Into Action

I've learned more from bad leadership than good. The micromanagers, the ones who led through fear or silence, they taught me what I never want to be or replicate for the teams I lead. At some point, you can either stay frustrated or become the kind of leader you always needed. Turning frustration about leadership into something actionable. Leading with empathy, communicating clearly, and holding yourself accountable in all the ways you once wished someone else would have.

Building Trust Through Intentional Communication

One of the most critical lessons in leadership is understanding that communication is not just about what you say, but how consistently and clearly you say it. Teams take their cues from their leaders. When leaders operate in ambiguity or fail to communicate expectations, it creates a vacuum that can quickly fill with misinformation and anxiety. Intentional communication means setting aside time to clarify, to check for understanding, and to be available when questions arise. In a government setting, where decisions often affect a wide range of stakeholders, clarity is not optional - it's foundational.

Practically, this means going beyond memos and emails. It means showing up in person when possible, offering context behind decisions, and being transparent about challenges. According to a report by the International City/County Management Association (ICMA), consistent and transparent communication is among the top drivers of employee engagement in local government settings¹. Leaders who communicate with sincerity and frequency build credibility, and over time, that credibility transforms into trust - a non-negotiable for any high-functioning team.

Empathy Is a Strategic Leadership Tool

Empathy is often mistaken for softness or leniency, but in leadership, it is a strategic necessity. Understanding the lived experiences of your team members allows you to make better decisions, anticipate resistance, and offer support in ways that actually matter. Especially in high-stress environments like city departments or regulatory agencies, empathy helps retain talent and reduces burnout. It starts with listening - not just hearing, but listening to understand, to ask follow-up questions, and to act on what you learn.

Research from the Center for Creative Leadership demonstrates that empathetic leaders are viewed as better performers by their own managers and are more likely to foster collaborative teams². In practical terms, this might mean adjusting workloads to accommodate a staff member's family emergency, or rethinking how performance evaluations are structured to be more development-focused than punitive. These decisions, while small in the moment, accumulate to shape a culture where people feel seen and valued.

Accountability Starts at the Top

It is easy to ask others to be accountable, but far harder to model it. Leadership that thrives on finger-pointing or hiding mistakes erodes team cohesion rapidly. True accountability begins with the leader owning their part - whether it's a failed initiative, a miscommunication, or an oversight. When leaders take responsibility without defensiveness, they give their teams permission to do the same. This creates a feedback loop of honesty and improvement that strengthens over time.

In my experience, one of the most effective ways to reinforce accountability is through structured reflection. After major projects or events, holding debrief sessions where everyone, including leadership, shares what could have been done better sends a powerful message. According to the Government Finance Officers Association, post-implementation reviews and honest retrospectives are key to continuous improvement in government operations³. The practice not only identifies areas for growth but reinforces a team culture rooted in self-awareness and shared responsibility.

Turning Frustration Into a Leadership Philosophy

Many of us enter leadership roles carrying the weight of past frustrations. The challenge is converting that emotional residue into a productive leadership philosophy. This means taking a hard look at what didn’t work, identifying the underlying issues, and then building your own leadership framework based on those insights. It is not enough to say, “I won’t be like that manager I had.” You have to define what you will be instead - and stick to it even when pressure mounts.

For example, if past leaders were inaccessible, your leadership philosophy might include open-door hours or regular one-on-ones. If previous supervisors failed to advocate for their staff, you might take a more active role in recognizing achievements or pushing for professional development opportunities. Studies from the Harvard Kennedy School suggest that leaders who are reflective about negative experiences are more likely to develop adaptive leadership skills and build resilient teams⁴. Your leadership identity, forged by frustration, can become the steady hand your team needs.

Practical Steps to Lead with Perspective

Leadership is not a static trait - it is a daily practice. To lead effectively, you need to develop routines and structures that reinforce your values. Start with regular self-assessment: ask yourself weekly whether your actions align with your leadership philosophy. Use feedback tools like anonymous surveys, peer check-ins, or even informal conversations to gauge how your leadership is landing with your team. These are not one-time initiatives, but ongoing habits that build integrity over time.

Another practical step is investing in mentorship, both giving and receiving. Leaders benefit immensely from external perspectives, especially when navigating complex decisions. Participating in leadership networks or regional associations like the National League of Cities can provide both support and accountability⁵. As you grow, bring others along with you. Create opportunities for emerging leaders to stretch, learn, and lead. The most enduring leadership perspective is one that lifts others while holding the mirror up to yourself.

Bibliography

1. International City/County Management Association. "Employee Engagement in Local Government: What Drives It and How to Improve It." ICMA, 2021.

2. Center for Creative Leadership. "Empathy in the Workplace: A Tool for Effective Leadership." CCL, 2020.

3. Government Finance Officers Association. "Best Practices: Post-Implementation Reviews." GFOA, 2019.

4. Harvard Kennedy School. "Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World." Cambridge, MA: Harvard University, 2017.

5. National League of Cities. "Leadership Development for Local Officials." NLC, 2022.