Tackling Toxicity: Why Emotional Intelligence Is Essential for Local Government Professionals
- truthaboutlocalgov
- Jun 1
- 5 min read
In the complex and high-pressure world of local government, professionals are often required to navigate a wide range of interpersonal dynamics — from passionate community debates to cross-departmental collaboration and political scrutiny. Amidst this, one of the most challenging issues to manage is toxic behaviour in the workplace.
Whether it manifests as persistent negativity, passive-aggressive communication, bullying, or undermining behaviour, toxicity can erode team morale, damage trust, and derail progress. But while the instinct may be to avoid or confront such behaviour head-on, the most effective approach is often more strategic — and rooted in emotional intelligence.
This blog explores why emotional intelligence is a critical skill for local government professionals and outlines a strategic framework for managing toxic behaviour constructively and confidently.
Understanding Toxic Behaviour in Context
Toxic behaviour in local government settings can take many forms. It might be a colleague who constantly criticises others without offering solutions, a manager who micromanages and blames, or a team member who spreads gossip and fuels division.
“Toxicity isn’t always loud or obvious. Sometimes it’s subtle — a pattern of exclusion, a refusal to collaborate, or a persistent undermining of others’ efforts.”
In a sector where collaboration, trust, and public accountability are essential, such behaviours can have far-reaching consequences. They don’t just affect individuals — they impact service delivery, community engagement, and organisational culture.
Why Emotional Intelligence Matters
Emotional intelligence (EI) is the ability to recognise, understand, and manage our own emotions — and to recognise, understand, and influence the emotions of others. In the context of toxic behaviour, EI enables professionals to respond rather than react, to de-escalate rather than inflame, and to lead with empathy rather than ego.
“Emotional intelligence is not about being soft. It’s about being smart with feelings — yours and other people’s.”
EI is particularly important in local government because:
The work is relational: Success depends on collaboration, negotiation, and trust.
The environment is political: Emotions run high, and stakes are often personal.
The impact is public: How we behave affects not just colleagues, but communities.
A Strategic Approach to Managing Toxic Behaviour
Managing toxic behaviour isn’t about quick fixes or one-size-fits-all solutions. It requires a thoughtful, emotionally intelligent strategy. Here’s a framework that local government professionals can use:
1. Recognise the Behaviour — Not Just the Person
The first step is to separate the behaviour from the individual. Labelling someone as “toxic” can be unhelpful and reductive. Instead, focus on specific actions and their impact.
“Describe what you’re seeing, not who you think they are, that keeps the conversation constructive.”
Ask yourself:
What exactly is the behaviour that’s causing concern?
How is it affecting the team, the work, or the community?
Is this a pattern or a one-off incident?
This clarity helps avoid assumptions and prepares you for a more objective response.
2. Regulate Your Own Emotions
Toxic behaviour often triggers strong emotional reactions — frustration, anger, anxiety. But responding from a place of reactivity can escalate the situation.
“You can’t control someone else’s behaviour, but you can control your response”
Use emotional intelligence to:
Pause and breathe before responding
Reflect on your own triggers and biases
Choose a response that aligns with your values and goals
This self-regulation is not about suppression — it’s about intentionality.
3. Seek to Understand Before You Intervene
Sometimes, toxic behaviour is a symptom of deeper issues — stress, burnout, insecurity, or feeling unheard. While this doesn’t excuse the behaviour, understanding the root cause can inform a more effective response.
“Curiosity is a powerful antidote to judgement. Ask yourself: what might be going on for this person?”
Consider:
Are they under unusual pressure?
Do they feel excluded or undervalued?
Are there unresolved conflicts or systemic issues at play?
This empathetic inquiry can open the door to dialogue and resolution.
4. Set Boundaries and Expectations
Empathy doesn’t mean tolerating harmful behaviour. Once you’ve understood the context, it’s important to set clear boundaries.
“Kindness and clarity go hand in hand. You can be compassionate and still hold people accountable.”
This might involve:
A direct conversation about the impact of their behaviour
Agreeing on new ways of working or communicating
Involving HR or management if necessary
Use “I” statements to express your perspective without blame. For example:
“I’ve noticed that when meetings are interrupted, it’s hard for others to contribute. Can we agree to let everyone finish speaking?”
5. Model the Behaviour You Want to See
Leadership is not about authority — it’s about influence. By modelling emotionally intelligent behaviour, you set the tone for others.
“Culture is shaped by what we tolerate and what we celebrate”
This means:
Listening actively and respectfully
Giving constructive feedback
Acknowledging others’ contributions
Staying calm under pressure
When you lead with integrity, you create a ripple effect that can shift team dynamics over time.
6. Build a Culture of Psychological Safety
Toxic behaviour often thrives in environments where people feel unsafe to speak up. Creating psychological safety — where people feel respected, included, and able to be honest — is key.
“People need to know that raising concerns won’t backfire”
To build this culture:
Encourage open dialogue and feedback
Address issues early and consistently
Celebrate vulnerability and learning
This doesn’t eliminate conflict — but it ensures that conflict is healthy, not harmful.
7. Know When to Escalate
Not all toxic behaviour can be resolved informally. If someone’s actions are abusive, discriminatory, or persistently disruptive, formal intervention may be necessary.
“There’s a difference between difficult and dangerous. Don’t wait too long to act.”
Follow your organisation’s policies and procedures. Document incidents, seek advice from HR, and ensure that any action taken is fair, proportionate, and legally sound.
The Role of Leadership
Leaders in local government — whether team managers, service heads, or elected members — have a particular responsibility to address toxic behaviour. Not only because of their influence, but because of the example they set.
“What leaders walk past, they endorse. Silence is not neutral.”
Leaders must:
Be visible and consistent in their values
Support staff who raise concerns
Invest in training and development around emotional intelligence
Reflect on their own behaviour and blind spots
This is not about perfection — it’s about accountability and growth.
Final Reflections: Leading with Emotional Intelligence
Managing toxic behaviour is one of the hardest parts of working in local government — but it’s also one of the most important. Because when we ignore it, we don’t just harm individuals. We undermine the trust, cohesion, and effectiveness of the entire organisation.
Emotional intelligence offers a powerful toolkit for navigating these challenges. It helps us stay grounded, act with empathy, and lead with courage. And in a sector that exists to serve the public good, those qualities are not optional — they are essential.
“Emotional intelligence is not a soft skill. It’s a strategic skill. It’s how we build teams that work, services that last, and communities that trust us.”
So let’s commit to leading with emotional intelligence — not just when it’s easy, but especially when it’s hard. Because that’s when it matters most.
