Be the Bison: Why Local Government Must Run Towards the Storm
- truthaboutlocalgov
- Oct 7
- 6 min read
In the vast plains of North America, when dark clouds gather and thunder begins to roll, most animals instinctively turn and flee. They try to outrun the storm, prolonging their exposure to its fury. But not the bison. The bison does something extraordinary it turns and runs into the storm. It’s the only animal in the animal kingdom known to do this. By charging headlong into the chaos, the bison shortens its time in the storm. It doesn’t avoid the pain it confronts it. It endures, adapts, and emerges stronger on the other side.
This isn’t just a fascinating fact of nature. It’s a metaphor for leadership. And it’s the mindset local government professionals must now adopt.
“You can’t calm the storm, so stop trying. What you can do is calm yourself. The storm will pass.”Timber Hawkeye
But in local government, we must go further. We must not only calm ourselves we must run into the storm.
Storms Are Everywhere
We are not facing a single storm. We are surrounded by them each one complex, interconnected, and intensifying:
The Fair Funding Formula remains outdated and unfit for purpose. Councils in the most deprived areas are often the worst funded. According to the Institute for Fiscal Studies, councils in England saw a 17% real-terms cut in spending power between 2009–10 and 2019–20, with the deepest cuts falling on the most disadvantaged communities.
Local government reorganisation is creating uncertainty and fragmentation. While some see opportunity, others are left navigating unclear futures, shifting responsibilities, and political tensions.
Devolution and political change are reshaping the landscape. With new combined authorities, elected mayors, and shifting central-local dynamics, councils must adapt quickly or risk being sidelined.
Online negativity and misinformation are eroding public trust. A 2023 LGA survey found that only 49% of the public trust their local council to make decisions in their best interest down from 60% just five years earlier. Meanwhile, councillors and officers face increasing abuse online, with 7 in 10 reporting harassment or intimidation.
These are not passing showers. They are systemic, structural storms. And waiting for them to pass is no longer an option.
“In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.”Eric Hoffer
To be the bison is to be the learner. The leader. The one who doesn’t wait for the storm to break, but who breaks through the storm.
Eat the Frog? No Run Towards It
Many of us are familiar with the productivity mantra coined by Mark Twain and popularised by Brian Tracy: “Eat a live frog first thing in the morning and nothing worse will happen to you the rest of the day.” In other words, tackle your hardest, most unpleasant task first and the rest will feel easier.
But in local government, it’s not just about eating the frog. It’s about running towards it. It’s about being the bison.
Because the frogs we face aren’t just tasks they’re systemic challenges. They’re politically sensitive decisions, budget black holes, broken service models, and public scrutiny. They’re the things we’d rather delay, delegate, or deny. But delay only deepens the difficulty.
“Procrastination is the art of keeping up with yesterday.”Don Marquis
In today’s climate, procrastination is not just inefficient it’s dangerous. The longer we wait to act, the more the storm builds. The more the frog grows legs and hops into the public arena, where it becomes harder to control.
We must not be passive. We must not wait for the storm to hit us, hoping it will weaken or change course. We must charge into it with courage, clarity, and collective purpose.
Courage, because leadership in local government today means making decisions that won’t always be popular but are necessary.
Clarity, because our communities need to see that we have a plan, a purpose, and a path forward.
Collective purpose, because no one council, no one officer, no one leader can do this alone. We must move as a herd united, resilient, and determined.
“The secret of getting ahead is getting started.”Mark Twain
And getting started means running towards the frog. Towards the storm. Towards the uncomfortable truths and the inconvenient realities.
Because that’s where the real work is. That’s where the transformation begins.
What Does It Mean to Be the Bison in Local Government?
Being the bison is more than a metaphor it’s a mindset. It’s about choosing to face the storm, not flee from it. In local government, that means confronting the most complex, politically sensitive, and financially daunting challenges head-on. It means leading with courage, clarity, and conviction.
Here’s what that looks like in practice:
1. Facing Funding Challenges Head-On
The funding crisis in local government is not new but it is deepening.
According to the Institute for Fiscal Studies (IFS), core funding for English councils in 2024–25 is 9% lower in real terms than in 2010–11 and 18% lower per resident, due to population growth.
The most deprived councils have been hit hardest: funding per person is 26% lower in the most deprived tenth of councils, compared to 11% in the least deprived.
The Local Government Association (LGA) reports that core spending power is 23.3% lower in real terms than in 2010–11, despite rising demand for services.
Councils in England face a £3.4 billion funding gap in 2025–26, rising to £6.9 billion by 2026–27, according to UNISON.
Being the bison means not just highlighting the injustice but leading the charge for reform. It means using data, evidence, and lived experience to propose bold alternatives. It means being the architects of a new funding model, not just the recipients of its consequences.
“If you don’t like the road you’re walking, start paving another one.”Dolly Parton
2. Owning the Narrative on Reorganisation
Structural change is coming whether through unitary reform, shared services, or combined authorities. But too often, councils are positioned as passive recipients of top-down decisions.
Being the bison means stepping into the arena and shaping the future:
What does good look like for our communities?
How do we protect local identity while achieving scale and efficiency?
How do we ensure staff feel valued and supported through transition?
Let’s not wait to be told what’s happening. Let’s lead the conversation.
3. Leading Through Devolution
Devolution is not just a policy shift it’s a leadership opportunity. With new combined authorities, elected mayors, and place-based powers emerging, local government has a chance to reclaim its voice.
But with opportunity comes responsibility. Being the bison means stepping into this space with vision, not just compliance.
It means articulating a clear, compelling case for why local leadership delivers better outcomes.
It means building strong relationships with central government, neighbouring authorities, and local stakeholders.
It means ensuring that devolution doesn’t just shift power but shares it, especially with communities.
“Leadership is not about being in charge. It is about taking care of those in your charge.”Simon Sinek
4. Reclaiming the Digital Public Square
The rise of online negativity, misinformation, and abuse has created a hostile environment for public servants. But retreating from the digital space is not an option.
A 2023 LGA survey found that 70% of councillors had experienced abuse or intimidation, much of it online.
Yet digital engagement remains one of the most powerful tools for building trust, reaching underrepresented voices, and showcasing the impact of local government.
Being the bison means showing up with transparency, empathy, and truth even when it’s hard. We must be louder about the good we do. We must tell our stories before others tell them for us.
“The antidote to hate speech is more speech better speech.”Justice Louis Brandeis
Conclusion: The Storm Is Inevitable But So Is Our Response
Storms are not optional. They are not waiting for us to be ready. They are already here in our budgets, our inboxes, our communities, and our headlines.
But how we respond to them is optional. And that’s where leadership lives.
To be the bison is to choose action over avoidance. It’s to run towards the storm not because we enjoy the discomfort, but because we understand that transformation lies on the other side of it.
It’s about:
Facing the funding crisis not with despair, but with data, determination, and a demand for fairness.
Owning the narrative on reorganisation, shaping it with purpose rather than reacting with fear.
Leading through devolution, not as administrators of change, but as architects of place-based power.
Reclaiming the digital public square, not by retreating, but by showing up with truth, empathy, and courage.
“The ultimate measure of a person is not where they stand in moments of comfort and convenience, but where they stand at times of challenge and controversy.” Dr. Martin Luther King Jr.
Local government has always been the frontline of public service. But now, more than ever, it must also be the frontline of public leadership. So let us not wait for the storm to pass. Let us not hope for easier times. Let us be the bison and run towards the storm, together. Because the future of our communities depends on it.
