10 Leadership Practices That Empower Communities: Insights from Enfield Council’s Grace Murray
- truthaboutlocalgov
- Jun 1
- 5 min read
In an era where local government is being asked to do more with less, the question of how we lead — not just what we deliver — has never been more important. At the heart of this challenge lies a powerful truth: communities are not passive recipients of services, but active partners in shaping the places they live. Leadership, then, must evolve to reflect this reality.
Grace Murray of Enfield Council has developed a compelling framework of 10 leadership practices that empower communities. These practices are not abstract theories — they are grounded in real-world experience, and they offer a roadmap for anyone in local government who wants to lead with purpose, humility, and impact.
1. ‘We’ vs ‘Us and Them’
Language shapes reality. Too often, councils fall into the trap of “you said, we did” — a well-meaning phrase that unintentionally reinforces a divide between professionals and residents.
“Adopting a language of ‘we do together’ rewires how we think about working with residents and flattens this implicit power hierarchy,” says Murray.
This shift acknowledges that everyone brings expertise — whether through lived experience or professional knowledge. It fosters collaboration, creativity, and shared ownership. When we say “we,” we invite residents into the room not just as consultees, but as co-creators.
2. Present in the Day-to-Day
Leadership is not just about strategy documents and boardrooms. It’s about being present — physically, emotionally, and relationally — in the everyday lives of the people we serve.
“Community-powered leaders are present on the ground and in the day-to-day,” Murray explains. “This means rolling up your sleeves, getting stuck in and taking the time to really get to know local people.”
This presence builds trust, deepens understanding, and allows leaders to respond to emerging challenges with agility. It also helps bridge the gap between policy and practice, ensuring that decisions are grounded in reality.
3. Bringing Your Fuller Self to Work
Traditional professional environments often reward neutrality and detachment. But community-powered leadership calls for something different: authenticity.
“When we show up to work bringing more of our whole selves, it is possible to create safe spaces for others to come exactly as they are,” says Murray.
This doesn’t mean oversharing or abandoning boundaries. It means recognising that our emotions, identities, and experiences shape how we lead. By modelling vulnerability and humanity, leaders create cultures where others feel safe to do the same.
4. Having Fun and Being Kind in Difficult Times
In times of crisis, the instinct is often to double down on seriousness. But Murray suggests a different approach.
“Something magical seems to work when we prioritise kindness and fun in the toughest of times.”
This isn’t about ignoring problems — it’s about creating moments of joy and connection that sustain us through them. Laughter, compassion, and lightness can be powerful tools for resilience. They remind us that even in the hardest moments, we are still human.
5. Humble Posture
The concept of the “servant leader,” coined by Robert Greenleaf, is central to Murray’s thinking. Community-powered leaders don’t lead from above — they lead alongside.
“A humble posture means staying professionally curious about what we don’t know, or where we might be making assumptions,” she says.
This humility creates space for learning, listening, and growth. It also challenges the traditional power dynamics that can alienate communities. As Ted Lasso famously put it: “Be curious, not judgemental.”
6. Relationships Matter
In many leadership models, relationships are seen as a means to an end — a way to get things done. But in community-powered leadership, relationships are the end.
“When you centre and prioritise healthy relationships, the outcomes flow,” says Murray, echoing the ethos of the Relationships Project.
Strong relationships build trust, foster collaboration, and create the conditions for long-term change. They are not a distraction from the work — they are the work.
7. Don’t Take the (Sole) Credit
In a world obsessed with metrics and impact, it’s tempting to claim credit for success. But true empowerment means sharing the spotlight.
“When we joint share success for projects and outcomes in our communities, we are able to recognise the beautiful and important contributions made by different stakeholders,” Murray notes.
This practice not only builds goodwill — it also reflects the reality that meaningful change is always a collective effort. By stepping back, leaders make space for others to step forward.
8. Clear Expectations and Boundaries
Empowerment doesn’t mean saying yes to everything. In fact, one of the most empowering things a leader can do is to be honest about what’s possible.
“Radical transparency (even if it’s bad news) can be essential in building trust with communities,” says Murray.
This means setting clear expectations, communicating openly, and being upfront about constraints. It’s about treating residents as partners who deserve the truth — not as customers to be placated.
9. Generosity Returns Generosity
In times of austerity, generosity might seem like a luxury. But Murray argues that it’s a necessity.
“Creative generosity as council officers can help create a space where people feel appreciated and valued, and so want to share in the community.”
This could mean giving time, attention, or simply a warm welcome. The ripple effects can be profound. As one resident, Alina, put it:
“I want to give back to the community because I have received so much.”
Alina now volunteers in the Community Hubs service, saying:
“If I can make just one person a day feel the way I did when I came [to the Hubs], I’ll be happy.”
10. We Are All Leaders
Leadership is not confined to job titles or seniority. It’s a mindset — and it’s something we can all practise.
“We are all leaders in our own workplaces – and the ripple effect of our ideas and practices has the potential to change local services in small and big ways,” says Murray.
This final principle is a call to action. It reminds us that we don’t need permission to lead with empathy, courage, and creativity. We just need to start — wherever we are.
Conclusion: A New Kind of Leadership for a New Era
Grace Murray’s 10 leadership practices offer a powerful vision for what local government can be. They challenge us to move beyond transactional service delivery and towards transformational relationships. They invite us to lead not from a place of control, but from a place of connection.
In a time of uncertainty and constraint, this kind of leadership is not just desirable — it’s essential. Because when we empower communities, we don’t just solve problems. We build resilience, foster belonging, and create the conditions for everyone to thrive.
So let’s take these practices to heart. Let’s lead with humility, presence, and joy. Let’s say “we” — and mean it.
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