Failure is an Option - Insights from ICMA 2025
At PorchLight Insights, we are big advocates for creating psychologically safe teams, workplaces, and communities. We introduced this concept in a previous blog post. Building on this foundation, our team underscored the importance of psychological safety in local government and concrete actions that managers can take to support it during the recent 2025 ICMA Conference in Tampa, FL. If we missed you in Tampa, here are some key takeaways from our talk:
The need for psychological safety is more important now than ever because of the rapid changes that government staff face. Cities are constantly solving new and evolving problems, being asked to "do more with less," navigating changing workforce demographics, and preparing for technological advances. Psychological safety is a key to help unlock an agile environment with more creative and engaged staff members.
If you are new to the subject of psychological safety, don't be intimidated - it is a value that is already embedded within the environment of local government. Many cities already:
commit to transparency and public conversation;
actively support career development for employees;
pursue innovation in city services;
understand that the City Manager is a “shield” between policymakers and operations; and
accept that being fired as a City Manager is not an uncommon occurrence.
To distill more tangible strategies for creating psychologically safe environments, our team interviewed several career managers. Five big ideas emerged from these conversations.
Building positive relationships with employees is critical to establish a sense of belonging and trust. Consider ways that you can celebrate and share staff wins, perhaps in a city or department newsletter, and how you can give staff members the opportunity to lean into their interests and stretch into areas that are hard for them.
Sharing ideas and trying new things is a muscle that needs to be exercised, so don't hold the hand of staff members when they're given a big project, but be a resource. Consider how you allow and support your employees in sharing and implementing their ideas.
Because mistakes are inevitable, we need to normalize failure. As one interviewee said, "safe failure is a team sport – you can’t let people fail alone." Consider ways you can help employees think ahead to find pathways through potential challenges and determine alternatives if things don’t go as planned.
Remember that what you do will always be more powerful than what you say, so lead by example. Be willing to stand up and challenge those above you to show your teams that they should not be afraid to challenge you.
Don't forget to bring your elected officials along with you. City councils can be the unsung heroes of innovation or they can undercut your efforts. When bringing forward new programs, consider pitching ideas as a “pilot” that will be assessed. If it’s not successful, you can always return to the status quo.
As you think about these strategies and how to make your organization more psychologically safe, we encourage you to consider:
What could you try in your organization?
What can you do on your own? What could you do in collaboration with others?
What is possible in the short, medium, or long term?