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Achieving the right balance right between optimism, realism and pessimism can seem like one of the key responsibilities of leaders in challenging times. However, for me, it is the philosophy of agathism (ἀγαθός) – the doctrine that we can tend all things to the ultimate good – that is a more empowering and positive approach to take. Agathism actively breeds a grounded hopefulness – which is most definitely at the heart of great leadership and is certainly needed as we lean in to all that 2025 has to offer.

From my vantage points as chief executive of the Leadership Centre and interim CEO at the East Midlands Combined County Authority, it seems that this might be one of those moments when leadership teams undertake some intentional renewed reflection on what might turn the hopefulness imperative into tangible action-oriented insights about the leadership required to address the present and incoming pressures.

At the Leadership Centre, we work closely with councils across the country and between us we are identifying a set of key indicators which help to make sense of what is happening in teams across local government – and crucially, where leaders might need to focus their attention to ensure that collaborative effort endures in the face of unrelenting complexity.

Six critical signs are presenting themselves – markers that explore the ‘as is’ but also serve as pointers to what to attend to in the future.

1. 1. Candour
      One of the most common signs to look out for is a recourse to narratives that soften hard truths and potentially distort or diminish the context that people are operating within. Acknowledging the facts – however challenging – allows the right actions to be taken to have the best chance of addressing the situation effectively. Honest reflection within the organisation creates the foundation for meaningful, strategic decisions.

1. 1. Clarity
      It is common, in pressurised environments, for organisations, teams, and even individuals to experience a loss of clarity. So, in times of crisis, it becomes even more vital that governance and data work hand-in-hand to present a clear, strategic view of the organisation’s position. Without this focus, it becomes difficult to chart a path forward, especially when the margin for error is so narrow. Councils that are succeeding most are those that are ensuring they look at the right data, in the right forums, with the right people.

1. 1. Connection
      We know that relationships in large, complex organisations are rarely in perfect harmony but there are increasing signs of strain. As political, policy, and operational pressures intensify, relationships within leadership teams can fray. This is understandable – we are all human – but it’s at precisely these moments that maintaining a sense of the importance of well-being and common purpose acted on collaboratively is crucial. Strengthening these connections could be the key to having the resilience needed to navigate the tough road ahead.

1. 1. Control
      Many leaders are understandably feeling overwhelmed when faced with complex transformation agendas alongside financial and other pressures. It’s vital for leaders to maintain razor-sharp focus and control of the issues which are fundamental to the organisation’s survival. Councils only have so much room for manoeuvre, and how well resources are deployed – and controlled – will make all the difference.

1. 1. Cohesion
      Another sign being observed is a loss of cohesion and shared narrative within leadership teams and across the wider organisation. In councils where leadership turnover is high, or where pressures have fragmented the organisation’s focus, it’s easy for a shared sense of purpose to be eroded. Teams often start to pull in different directions or retreat into silos. They create narratives which build walls around services, sometimes to the detriment of the wider organisation. It has never been more important that councils remain aligned on their core mission and narrative, ensuring that everyone is working cohesively towards the same strategic goals.

1. 1. Courage
      Organisations, teams and individuals under pressure are prone to acting with an understandable caution – when we know that tackling the challenges councils face today requires boldness. It may mean completely re-thinking long-established ways of working and confronting realities that may threaten the very existence of the organisation. It is very difficult to shift the status quo, and even more so whilst facing sometimes seemingly insurmountable pressures. But with the right foundations in place, it is possible to do so in a way which ultimately builds a more resilient future.

It is hardly novel to state that the leadership environment in councils is incredibly challenging. Nor that leaders, elected and appointed, are working tirelessly in situations that are far from ideal. But it is possible to engineer both hope and practical solutions. And whilst this combination won’t magically change the external context, by acknowledging what our leadership presently looks like and using this to be clear if it is all that it needs, we can make for a hopeful future.

The road ahead is undeniably tough, but with candour, clarity, connection, control, cohesion and – above all – courage we can navigate it – and emerge stronger for it.

Mark Rogers

You can find out more about the Leadership Centre’s work in this space here as well as getting in touch directly for a conversation. 

*This article was first published in The MJ.