In the heart of every thriving community is a local government workforce committed to keeping the wheels turning—from public safety and sanitation to parks, planning, and community services. But in today’s increasingly polarized and impatient society, many local public servants are facing a disheartening trend: rising incivility from the very residents they serve.

For deputy and assistant county or city managers, this new reality demands more than strategic planning and operational oversight. It requires emotional intelligence, innovative leadership, and a relentless commitment to uplifting employee morale — even when the community feels unappreciative or downright antagonistic.

The Challenge of Serving with a Smile

Across the country, reports of local government employees facing verbal abuse, threats, and social media harassment are on the rise. Front desk clerks, utility workers, code enforcement officers, and even librarians are increasingly bearing the brunt of resident frustration. While some of the discontent may stem from pandemic-era service disruptions, economic pressures, or divisive national politics, its impacts are being felt acutely at the local level.

“Residents used to come in with questions. Now they come in with cameras, accusations, and demands,” said one longtime city hall receptionist.
This growing hostility erodes morale, contributes to burnout, and makes it harder for local governments to recruit and retain top talent. For deputy and assistant managers, the stakes are high: maintaining a resilient, engaged workforce in a toxic external climate is not just about staff well-being — it’s essential to organizational performance and public trust.

Walking the Line Between Empathy and Accountability

Deputy and assistant managers occupy a unique leadership space. While the county or city manager may be focused on high-level strategy and board relations, their deputies often work closest with department heads and frontline employees. This proximity makes them the first line of defense against low morale and the primary architects of internal culture.

One of the most effective strategies these leaders employ is acknowledgment and validation. Employees want to feel seen, especially when dealing with rude or disrespectful behavior. A well-timed visit to a department under stress, a handwritten thank-you note, or a public recognition at a team meeting can reinforce that leadership sees their struggles and appreciates their effort.

But managing morale also means holding the line on service standards and professionalism. We can’t mirror the behavior we’re seeing from the public. Our credibility comes from staying calm, helpful, and solution-oriented — even when residents don’t.

A Charlotte County Success Story: Addressing Mental Health Proactively

In Charlotte County, Florida, we recognized that employee morale could not be addressed without a serious commitment to supporting the mental health of our almost 1,500 employees.

Faced with growing stress among our staff after the pandemic and multiple catastrophic hurricanes, our administration formed an internal mental health task force to investigate the sources of burnout, anxiety, and frustration among employees. This wasn’t a token committee — it was a cross-departmental effort involving HR, risk management, and employee representatives aimed at creating tangible, long-term solutions.

After a thorough internal review and listening sessions with staff, the task force delivered a set of actionable recommendations. Among the most impactful changes were:

• Bringing in dedicated mental health providers for county staff, ensuring timely and confidential access to counseling.
• Expanding employee assistance program (EAP) offerings with a focus on trauma-informed care and ongoing mental health education.
• Dedicated and intentional focus on mental health first aid training for staff and management teams.
• Launching wellness campaigns and workshops that addressed stress management, workplace resilience, and emotional regulation techniques.
• Establishing peer-support channels and employee wellness champions across departments.

These initiatives have already begun to shift the internal culture. Employees have reported feeling more supported, more heard, and better equipped to cope with difficult interactions and job stressors. It’s a clear demonstration that investing in people — not just policies — pays off.

Creating a Culture of Psychological Safety

Beyond individual recognition and programmatic solutions, leaders are fostering environments where employees feel safe expressing concerns without fear of retaliation. Regular “pulse checks,” town hall-style meetings, and anonymous feedback mechanisms help management stay attuned to emerging morale issues before they metastasize into larger problems.

Transparency also plays a critical role. When employees understand the “why” behind tough decisions — such as staffing shortages, budget cuts, or changes in service delivery — they are more likely to stay engaged. Assistant managers who openly communicate challenges, budget realities, and policy shifts can build trust even when news isn’t always positive.

Training for Tougher Times

Recognizing the shift in public behavior, many local governments are investing in de-escalation training and customer service in crisis workshops for employees. These trainings, often led by former law enforcement or mental health professionals, equip staff with techniques to stay calm, set boundaries, and resolve conflicts without escalating tension.

As deputy and assistant managers oversee implementation of these programs, they’re sending a clear message: “We’re preparing you, supporting you, and standing with you.”

Fostering Pride and Purpose

At its core, morale is driven by a sense of purpose. Many local government employees are drawn to public service because they want to make a difference. Reinvigorating that sense of mission is a powerful antidote to external negativity.

Deputy and assistant managers are finding creative ways to reconnect staff with their community impact — through storytelling campaigns, behind-the-scenes videos, service spotlights, and employee-led community projects. When a solid waste team sees a thank-you video from a neighborhood, or when a permit technician is highlighted for helping a small business open its doors, the work becomes more than a task — it becomes a calling.

Leading by Example

Perhaps most importantly, deputy and assistant managers serve as emotional barometers for the organization. When they remain steady, empathetic, and mission-driven in the face of adversity, their teams are more likely to follow suit. Their willingness to engage directly with both the public and their staff, to listen deeply and act decisively, models the very values they seek to instill.

In a time when civility feels increasingly scarce, the role of local government leaders has never been more challenging — or more vital. For deputy and assistant managers across the globe, the mission is clear: protect the dignity of the workforce, foster resilience in the face of rising hostility, and remind every employee that their work matters.

Charlotte County’s approach shows that real change is possible. With intention, empathy, and action, local governments can create a workplace where employees not only survive but thrive — no matter how turbulent the outside world becomes.

EMILY LEWIS is deputy county administrator of the Charlotte County Board of County Commissioners of Charlotte County, Florida, USA.