Should I Stay or Should I Go? A Guide for Local Government Officers on Knowing When It’s Time to Move On

The Emotional Weight of Public Service

In local government, loyalty runs deep. Many officers dedicate years even decades to serving their communities, building relationships, and driving change. The work is personal. It’s not just about policy or service delivery it’s about people, place, and purpose. You’ve likely invested not only your time and expertise, but your identity and values into the role. You’ve seen the highs: successful regeneration projects, improved outcomes for vulnerable residents, moments where your leadership made a tangible difference. And you’ve weathered the lows: budget cuts, political shifts, restructures, and the quiet frustrations of bureaucracy. But what happens when the role that once inspired you starts to feel limiting, frustrating, or misaligned with your values? When the spark fades, and the energy you once brought to the table is replaced by fatigue or disillusionment?

These moments are difficult to navigate not just professionally, but emotionally. You may feel guilty about leaving colleagues behind, fear about stepping into the unknown, or confusion about whether your dissatisfaction is temporary or systemic. This blog is here to help you pause, reflect, and evaluate objectively. It’s not about pushing you to leave or convincing you to stay it’s about equipping you with the tools to make a clear, confident decision. We’ll explore how to take the emotion out of the process, how to assess whether your current role still serves your goals and values, and how to clarify your motivations if you’re considering a move. Because in a sector that thrives on commitment, it’s vital to remember: your wellbeing, growth, and sense of purpose matter too.

The Emotional Weight of Public Service

Local government isn’t just a job it’s a vocation. For many officers, it’s a calling rooted in a deep commitment to place, people, and public value. The emotional investment is profound: you care about the outcomes, the communities you serve, and the legacy you leave behind. You’ve likely poured your energy, expertise, and ideals into your work, often going above and beyond because you believe in what you do.

That’s why the thought of leaving can feel so heavy. It can stir feelings of guilt about abandoning colleagues, unfinished projects, or the residents who rely on your leadership. It can feel like betrayal, especially if you’ve fought hard for progress in a challenging environment. And it can feel like failure, even when the reality is that you’ve simply outgrown the role or the organisation.

But staying in a role that no longer serves you or where you can no longer serve effectively comes with its own risks. Over time, it can lead to burnout, stagnation, and a loss of purpose. You may find yourself going through the motions, disconnected from the passion that once drove you. And that disconnection doesn’t just affect you it affects your team, your impact, and your wellbeing.

The first step is recognising that moving on doesn’t mean giving up. It can mean growing, evolving, and finding new ways to make a difference. It’s about honouring the contribution you’ve made while making space for the contribution you’re yet to make.

Career progression and personal wellbeing deserve equal consideration. You are allowed to want more challenge, more alignment, more joy. And you’re allowed to seek it elsewhere if your current environment no longer offers it. This isn’t about abandoning your values. It’s about living them fully.

Section 1: Taking the Emotion Out of the Equation

When emotions run high, clarity runs low. And in local government, where roles are often deeply personal and tied to a sense of civic duty, it’s easy for decisions about your future to become clouded by guilt, fear, or obligation. That’s why it’s essential to step back and create space for objective reflection. This isn’t about ignoring your emotions they’re valid and informative. But it is about balancing them with a clear-eyed assessment of whether your current role still aligns with who you are, what you value, and where you’re heading.

Here are four key lenses to help you evaluate your situation:

1. Values Alignment

• Do your personal values still align with the organisation’s culture and direction?

• Are you proud of the decisions being made and the way people are treated?

• Do you feel ethically and emotionally connected to the work?

When your values are out of sync with your organisation’s, it can create a persistent sense of discomfort even if everything else looks fine on paper.

2. Impact

• Are you still able to make a meaningful difference?

• Do you feel heard, trusted, and empowered?

• Is your work contributing to outcomes that matter to you?

If your influence has diminished or your contributions are routinely overlooked, it may be time to ask whether your talents could be better used elsewhere.

3. Growth

• Are you learning and developing?

• Is your role stretching you in the right ways?

• Are you being supported to evolve professionally?

Growth isn’t just about climbing the ladder it’s about being challenged, inspired, and invested in. If you feel stuck, it’s worth exploring whether that’s a temporary plateau or a long-term ceiling.

4. Culture

• Is the environment psychologically safe?

• Do you feel energised or drained by your colleagues and leaders?

• Is there a sense of trust, inclusion, and shared purpose?

Culture is often the invisible force that shapes your day-to-day experience. A toxic or stagnant culture can erode even the most meaningful work overtime.

Tools to Help You Reflect

To support this evaluation, consider using:

• Barrett Values Centre Personal Values Assessment: A free tool to help you clarify your core values and assess alignment.

• Journaling Prompts: Try writing responses to “What energises me at work?” and “What drains me?” over a few weeks to spot patterns.

• Feedback from Trusted Peers or Mentors: Sometimes others can see what we can’t especially when we’re emotionally entangled.

Taking the emotion out of the equation doesn’t mean becoming detached. It means creating enough distance to see your situation clearly and to make decisions that honour both your past contributions and your future potential.

Section 2: Clarifying Your Motivators

Before making any decisions about leaving your organisation, it’s essential to understand why you’re considering it. Motivation is the compass that guides your next steps and if it’s unclear or reactive, you risk making a move that doesn’t truly serve your long-term goals.

Start by asking yourself some honest, searching questions:

• Am I running towards something exciting, or away from something painful?

  Moving on should ideally be driven by aspiration, not escape. If you're fleeing a toxic culture or poor leadership, that’s valid but make sure you're also clear on what you want to build or experience next.

• 
  

  What do I want more of in my next role?

  Autonomy? Strategic influence? Innovation? Recognition? A healthier work-life balance? Be specific. The clearer you are, the easier it becomes to spot the right opportunity.

• 
  

  What do I want less of?

  Bureaucracy? Politics? Stagnation? Stress? If these are persistent features of your current role, they may be signs that your environment no longer supports your growth or wellbeing.

Common Motivators for Moving On

While every officer’s journey is unique, some recurring themes often emerge:

• 
  

  A desire for strategic influence or a bigger platform

  You may feel ready to shape policy, lead transformation, or operate at a more senior level but the opportunity isn’t available where you are.

• 
  

  Frustration with organisational inertia or leadership

  If change feels impossible, or leadership lacks vision, it can be demoralising. You may crave a culture that’s more agile, ambitious, or aligned with your values.

• 
  

  A need for better work-life balance or wellbeing

  Long hours, emotional labour, and constant firefighting can take a toll. Sometimes, stepping away is the healthiest choice.

• Aspiration to lead change at a broader scale

  You might be ready to move from operational delivery to strategic leadership or from local impact to regional or national influence.

• 
  

Pause for Clarity

If your motivators feel vague, reactive, or emotionally charged, consider pausing. Take time to reflect, journal, or speak with a coach or mentor. Clarity doesn’t always come quickly but it’s worth waiting for. Because when you do make a move, it should be with purpose, confidence, and a clear sense of direction. That’s how you ensure your next step is not just a change but a progression.

Section 3: Staying vs. Going A Decision Matrix

When you're caught between staying and moving on, it’s easy to get stuck in a loop of overthinking. A decision matrix offers a simple, structured way to bring clarity to the process. It helps you move beyond gut feelings and emotional reactions by scoring your current role and any potential new opportunity against key criteria that matter to you.

This isn’t about reducing your career to numbers it’s about creating a visual snapshot of how your options stack up, so you can make a more informed and confident choice.

How to Use the Matrix

Choose a few criteria that reflect what’s most important to you right now. Common ones include:

• 
  

  Career Progression Opportunities

  Is there room to grow, take on new challenges, or step into leadership?

• Organisational Stability

  Is the organisation financially sound, politically stable, and well-led?

• Leadership Quality

  Do you trust and respect the leadership team? Are they visionary, inclusive, and supportive?

• Alignment with Long-Term Goals

  Does the role support your personal and professional aspirations over the next 3–5 years?

• Emotional Wellbeing

  Does the role energise you, support your mental health, and allow for balance?

Score each criterion on a scale of 1 to 10 for both your current role and any new opportunity you’re considering. Then compare the totals and more importantly, look at the patterns.

Example Matrix

Criteria	Current Role	New Opportunity
Career Progression	5	9
Organisational Stability	8	7
Leadership Quality	6	8
Long-Term Goal Alignment	4	9
Emotional Wellbeing	5	8
Total	28/50	41/50

Interpreting the Results

• If the scores are close, it may be worth staying and renegotiating aspects of your role such as responsibilities, development opportunities, or working arrangements.

• If the gap is wide, it may be time to explore new horizons with confidence.

• If one or two criteria are dragging the score down, ask: can they be improved internally, or are they systemic?

This tool isn’t about making the decision for you it’s about helping you see your situation more clearly, so you can make the decision with yourself.

Section 4: If You Decide to Stay

Staying doesn’t mean settling. It can mean recommitting but with intention, clarity, and renewed purpose. If your evaluation suggests that your current organisation still aligns with your values and goals, but you’ve been feeling disengaged or underutilised, it may be time to reshape your role rather than abandon it. Staying can be a powerful choice, especially when it’s driven by a desire to lead change from within. Ask yourself:

• 
  

  Can you renegotiate your role or responsibilities?

  Are there opportunities to take on new projects, lead strategic initiatives, or shift your focus to areas that better match your strengths and interests? A conversation with your line manager or sponsor could open doors that reinvigorate your career.

• 
  

  Is there scope to lead change from within?

  If you’re frustrated by culture, systems, or leadership, could you be part of the solution? Sometimes, the most impactful leadership happens not by leaving, but by staying and challenging the status quo with courage and compassion.

• 
  

  What support or development do you need to thrive?

  Would coaching, mentoring, or formal training help you reconnect with your purpose and stretch your capabilities? Investing in your own growth and asking your organisation to invest in it too is a sign of commitment, not dissatisfaction.

Recommitment with Purpose

Choosing to stay doesn’t mean ignoring the issues. It means acknowledging them and deciding that you still have the energy, influence, and desire to make a difference. It’s about shifting from passive endurance to active engagement. Sometimes, staying is the braver choice especially if you’re committed to transforming the culture, mentoring others, or stewarding long-term change. Your presence, experience, and voice may be exactly what the organisation needs right now. But make sure you’re staying for the right reasons not out of fear, guilt, or habit. Stay because you believe in the mission, see a path forward, and feel empowered to shape it.

Section 5: If You Decide to Go

Leaving isn’t a rupture it’s a transition. And like any meaningful transition, it deserves care, clarity, and intention. If you’ve reached the point where moving on feels right, the next step is to prepare thoughtfully. This isn’t just about updating your CV or scanning job boards it’s about honouring your journey, protecting your wellbeing, and setting yourself up for success in whatever comes next.

Be Clear on Your Narrative

Why now? What are you seeking? Your story matters to future employers, to colleagues, and most importantly, to yourself. Be honest and constructive. Whether you’re leaving to grow, to heal, or to lead elsewhere, clarity in your narrative helps you move forward with confidence and integrity.

Consider Timing

Is there a natural break point? Leaving mid-project or during a turbulent period may be unavoidable, but if you have the flexibility, consider timing your exit to minimise disruption and maximise closure. The end of a financial year, the completion of a strategic plan, or the conclusion of a major initiative can offer cleaner transitions for you and for your team.

Think About Legacy

How will you leave things better than you found them?Legacy isn’t just about outcomes it’s about relationships, culture, and continuity. Can you mentor someone before you go? Document key processes? Offer insights to help your successor thrive? A graceful exit is a powerful final contribution.

Prepare Emotionally

Saying goodbye is hard even when it’s the right decision. Give yourself space to reflect, to grieve, and to celebrate. Acknowledge what you’ve learned, what you’ve given, and what you’ve gained. Say goodbye with grace and gratitude to colleagues, to the organisation, and to the version of yourself that grew there.

Move Towards Something That Excites You

Don’t just leave arrive.Step into your next chapter with energy, purpose, and clarity. Whether it’s a new role, a new sector, or a new way of working, make sure it aligns with your values and aspirations. Let excitement, not exhaustion, be your compass.

Closing Thoughts

In local government, we often celebrate resilience, commitment, and service and rightly so. These qualities are the backbone of public life. But we must also make space to talk about growth, wellbeing, and self-leadership. Because staying in a role out of habit, fear, or obligation doesn’t serve you and ultimately, it doesn’t serve the communities you care about either. Whether you choose to stay or go, the decision should come from a place of clarity, courage, and compassion not pressure or guilt. You owe it to yourself to ask the hard questions, to reflect honestly, and to act with intention. The sector needs leaders who are energised, not just loyal. Leaders who are clear on their values, confident in their direction, and committed to making a difference wherever they choose to do it. So, take the time. Do the work. And trust that whichever path you choose, it can be the right one if it’s chosen with purpose.