Burning Out or Burning Bright – Why Local Government Must Put Wellbeing at the Heart of Leadership
- truthaboutlocalgov
- Jun 23
- 4 min read
Updated: 2 days ago
In a time of increasing pressure, complexity, and change, local government is being asked to do more with less. But what happens when the people delivering these vital services are themselves running on empty? That is the question at the heart of Burning Out or Burning Bright, a powerful new report from RPNA Ltd, a consultancy dedicated to helping public sector organisations unlock the full potential of their people through better leadership, culture, and wellbeing.
Who Are RPNA
RPNA – Resilient People, New Approaches – is a people-first consultancy that helps organisations thrive in a changing world. They specialise in transformational change, leadership development, and organisational wellbeing. RPNA works alongside local authorities and other mission-driven organisations to align purpose, strategy, and day-to-day operations. Their approach combines behavioural science, technology, and commercial insight to deliver sustainable improvements in performance, culture, and employee experience. Whether through leadership coaching, digital transformation, or wellbeing strategy, RPNA helps organisations reimagine what is possible and turn ambition into action.
Their latest report is not just a set of statistics – it is a wake-up call. It is also a hopeful one.
These are not broken people in broken systems. These are committed professionals waiting for leadership that recognises wellbeing as the foundation of organisational effectiveness.
What the Report Tells Us
The report is based on a wellbeing survey of over 100 local government professionals across the UK, conducted between December 2024 and February 2025. It reveals a sector under immense strain – but also one filled with people who care deeply about their work and want to do more. Here are the key insights:
1. Emotional Safety Is Missing
A staggering 69 percent of frontline staff say they do not feel emotionally safe with their managers. This lack of psychological safety undermines trust, innovation, and performance.
Frontline staff feel they cannot ask for help or admit when they are struggling. Meanwhile, their managers often feel safe themselves – but do not know how to create that same safety for their teams.
2. The Future Workforce Is at Risk
Only 20 percent of employees under 35 see a long-term future in local government. With an ageing workforce and a looming retirement wave, this is a serious concern.
Who will deliver your services in five years time? If we do not act now, we risk losing not just people – but purpose, experience, and continuity.
3. Recognition Is Rare
Despite going above and beyond, many staff feel invisible. In fact, 60 percent of under-35s say they do not feel valued.
Recognition blindness is when extraordinary effort becomes so normalised that it is no longer seen. But people want to be seen. They want to be appreciated.
4. Conflict Is Mishandled
Eighty-two percent of frontline staff say conflicts are not managed effectively. This leads to stress, disengagement, and even absenteeism.
Conflict often arises because people care deeply about their work. But when it is ignored or mishandled, it becomes toxic.
5. Change Is Welcome – But Poorly Managed
Most employees believe change can be positive. But many are unhappy with how it is implemented.
People are not resisting change – they are resisting chaos. They want to be involved, supported, and heard.
6. Work-Life Balance Is Fragile
While 40 percent of staff report a good work-life balance, senior leaders are struggling. Thirty-nine percent of executives say their balance is poor.
Leadership in local government is a stress sandwich – squeezed between political demands, budget pressures, and frontline needs.
7. Sleep Is a Hidden Crisis
Sixty-four percent of staff say they do not regularly get good sleep. This affects decision-making, emotional regulation, and even physical health.
You would not let someone make critical decisions while intoxicated. But sleep deprivation has similar effects – and it is widespread.
8. People Want to Do More
Despite all these challenges, 88 percent of frontline staff say they want to contribute more. And 90 percent are open to retraining.
This is not a disengaged workforce. It is a workforce waiting for the right conditions to thrive.
Why This Matters for Local Government Leaders
This report is essential reading for anyone in a leadership role in local government. It shows that wellbeing is not a side issue – it is a strategic priority.
Poor wellbeing leads to burnout, turnover, and rising costs. But when leaders invest in wellbeing, they unlock energy, creativity, and loyalty.
You cannot pour from an empty cup. Yet we are asking our staff to care for communities while sacrificing their own wellbeing.
The financial case is clear too. Mental health-related absences cost the sector an estimated 483 million pounds a year. When presenteeism and turnover are included, the total cost rises to 3.7 billion pounds.
What Can Leaders Do
The report offers practical, human-centred steps:
Train managers to create emotionally safe environments
Recognise effort – frequently, specifically, and meaningfully
Involve staff in shaping change, rather than imposing it
Model balance at the top – leaders need to rest too
Talk about sleep and support healthy routines
Create space for growth – especially for mid-career staff
Every conversation that builds psychological safety, every policy that supports work-life balance, and every act of recognition creates a compounding return on investment.
Final Thoughts
The choice is clear. We can continue paying the hidden costs of poor wellbeing – or we can invest in leadership practices that unlock the full potential of our people.
This report is not just a diagnosis. It is a roadmap. And it is a reminder that the future of local government depends on the wellbeing of those who serve it.
The opportunity has never been clearer. And the benefits – for individuals, organisations, and communities – have never been more achievable.
Please see the link to the full PDF report below.
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