In the corridors of local government, where decisions shape communities and policies touch lives, senior leaders are often seen as the unshakable core – resilient, composed, and delivering, no matter the weather. But beneath the surface of strategic plans and public briefings lies a quieter truth: resilience is required now, more than ever and it's time that we reflect upon our own wellbeing and understand that, sometimes, it's OK not to be OK.

The pressures on senior leadership have never been greater. From navigating post-pandemic recovery to managing the complexities of devolution, digital transformation, and political shifts, the demands are relentless. Yet, the emotional toll of this responsibility is rarely acknowledged – at least, not publicly. Leaders are expected to carry the weight of their organisations while shielding their teams from the storm. But who supports the leaders?

Recent data from the Office for National Statistics paints a sobering picture. In 2025, only 62% of UK adults reported high levels of life satisfaction, and just 58% felt that the things they do in life are worthwhile. Among public sector professionals, particularly those in leadership roles, stress and burnout are on the rise. In 2024, a public sector survey found that more than 70% of senior officers reported feeling emotionally exhausted at least once a week, with nearly half considering stepping down within the next two years due to wellbeing concerns.

This is not just a personal issue – it's a systemic one. When leaders are unwell, the ripple effects are felt across entire organisations. Decision-making suffers, innovation stalls, and morale declines. Yet, the culture of stoicism persists. Vulnerability is too often mistaken for weakness, and asking for help is seen as a failure rather than a strength.

We must challenge this narrative. Leadership is not about being invincible, it's about being human. It is about recognising when you're overwhelmed, seeking support, and modelling the kind of emotional and cultural intelligence we want to see throughout our organisations. When senior leaders speak openly about their challenges, they give others permission to do the same. They create a culture where wellbeing is not a buzzword, but a lived value.

This is echoed in our market leading Altitude Leadership model, which has analysed and benchmarked the profiles of more than 2,500 public service leaders. Our findings show that the most effective leaders during times of disruption are those who demonstrate three key behaviours: driving strategic clarity, building team unity and engendering trust. These are not just operational skills – they are deeply human capabilities that require emotional resilience and self-awareness.

Supporting leader wellbeing starts with self-awareness. It means setting boundaries in a world that glorifies overwork. It means prioritising physical health – because sleep, movement, and nutrition are not luxuries, but necessities. It means finding safe spaces to talk, whether through coaching, peer networks, or professional counselling. And it means embracing reflective practices that allow your leaders to process, adapt, and grow.

Our Altitude model also highlights that leaders who excel in the ‘Focus on Self' behavioural cluster – those who show personal integrity, resilience and self-reflection, are better equipped to lead through uncertainty. These traits are not soft skills; they are survival skills in today's leadership landscape.

But individual strategies are not enough. We need systemic change. Leadership development must include wellbeing as a core competency. Boards and chief executives must actively support their senior teams – not just in performance, but in health. Compassionate leadership, and psychologically safe environments must become the norm, not the exception.

The current climate has acted as a stress test for leadership. While many leaders possess the technical skills to manage operations, how equipped are we to deal with the behavioural resilience needed to sustain performance under prolonged pressure? This gap must be addressed if we are to build truly sustainable leadership.

The stakes are high. As local government continues to evolve, we need leaders who are not just capable, but well. Leaders who can navigate complexity with clarity, who can inspire trust through authenticity, and who can sustain their energy for the long haul. This is not about lowering standards – it's about raising them. Because resilient leadership is not about pushing through at all costs. It's about knowing when to pause, when to ask for help, and when to say: ‘I need a little help here.'

In a time of transformation, the most courageous thing a leader can do is be real. To show up not as a perfect figurehead, but as a whole person. To lead not just with strategy, but with heart. And to remind us all, that strength lies not in silence, but in honesty.

Let this be the year we rewrite the story of leadership in local government. Let this be the year we say, without shame or hesitation: it's OK not to be OK.

 

Rebecca Hopkin is a consultant in GatenbySanderson's local government practice