A resident at the tax assessor’s counter is yelling loudly enough for the entire lobby to hear. Utility workers encounter an emotionally disturbed individual on a site visit. A misinformation-filled social media post about a water main break is spreading faster than official updates. All the while, staff members across the organization are absorbing public frustration and scrutiny about federal and state policy matters that are well outside their control.

For local government professionals, moments like these have become more common and more consequential. Employees are expected to respond with calm, clarity, and professionalism in situations shaped by anger, fear, misinformation, and public scrutiny. How they respond affects quality of service, staff safety, and public trust in the organization.

To help managers build these capabilities, the Civic Learning Lab at ICMA convened local government leaders in St. Paul, Minnesota, for two days of training focused on conflict de-escalation and crisis communication. Hosted in partnership with the Minnesota City/County Management Association and the League of Minnesota Cities, the program addressed two connected challenges: how public employees manage difficult one-on-one encounters and how organizations communicate during fast-moving public crises.

Managing Interpersonal Conflict in Public Service

The first day focused on de-escalation skills for frontline staff and supervisors. Participants explored how to recognize early signs of escalation, manage their own reactions under stress, use tone and body language intentionally, and redirect tense conversations toward safer and more productive outcomes. The emphasis was on practical strategies for managing interactions before they intensify further.

Front-desk staff, utility workers, planners, code enforcement officers, librarians, parks employees, and communications teams may all become the first point of contact for a resident in distress. Training helps employees slow the interaction, listen for underlying concerns, set appropriate boundaries, and recognize when it is necessary to disengage safely or seek additional support.

For managers, the training reinforced that de-escalation is more than an interpersonal skill. It is part of an organization’s broader approach to safety, service quality, and workforce resilience. Employees who are prepared for high-tension encounters are better equipped to serve residents professionally, reduce the risk of further escalation, and avoid the burnout that can come from repeated exposure to conflict without adequate support.

Leading the Organization During Crisis

The second day extended this work from the individual interaction to the institutional level. A well-thought-out crisis communications plan helps leaders guide the organization when public attention intensifies and decisions must be explained quickly. The strategic crisis communications training, provided by Julie Parker Communications, focused on how managers can lead through emergencies, controversies, and other rapidly evolving public events.

Participants examined how to establish message credibility, align internal and public-facing communication, and communicate early through the channels residents actually use. They were encouraged to think and act with the mindset of a newsroom: gather verified facts quickly, anticipate what information the public will need next, and ensure that the organization’s message is timely, consistent, and useful. In local government, that kind of communication can shape whether a crisis is met with confusion and mistrust or with confidence in the organization’s leadership.

Communication

Taken together, the two training courses reflect the reality that the ability to communicate effectively through conflict is no longer a specialized skill. It is a core leadership competency and an important part of the organization’s commitment to public trust and transparency. Whether the challenge is a difficult exchange at the counter or a community-wide emergency, local governments need employees and leaders who can respond with confidence, sound judgment, and credibility.

For participants, the practical focus of the training was especially valuable. “These were some of the most practical and relevant trainings I’ve attended in a long time,” said Rebecca Olson, assistant city manager for Roseville, Minnesota. “The sessions focused on real situations public employees are dealing with every day, like communicating during crises, handling difficult interactions, and building trust with residents. I have a lot of useful tools and ideas I am bringing back to our organization.”

Local governments today operate in an environment where public scrutiny is constant, emotions can escalate quickly, and institutional trust can be tested frequently. Technical expertise remains essential, but increasingly, effective governance also depends on whether employees and leaders can communicate clearly, calmly, and credibly when pressure is highest.

To explore ICMA learning opportunities, visit shop.learninglab.icma.org.

MICHAEL DAVID is director of the Civic Learning Lab at ICMA (mdavid@icma.org).

The ICMA Future of Professional Management Fund made this intensive training on strategic crisis communications accessible to local government managers facing increasingly complex and highstakes public challenges. By underwriting this session, the Fund is helping reduce barriers to participation and ensure practitioners build skills needed to communicate effectively during politically sensitive crises.

This investment directly strengthens professional management by equipping leaders with practical tools to protect public trust when it matters most. Support the future of the profession by contributing to the Fund today or join our 40th Anniversary campaign at icma.org/fund40.