Built to thrive: High-performance teams in the public sector
BY LESLIE SPRING
We’ve spent years helping public sector leaders communicate clearly, engage communities and lead teams that make an impact. But as much as external communications matter, we know that internal team dynamics are just as critical to success.
High performance in government teams isn’t about moving fast for the sake of speed or adopting every shiny new trend, tool or tactic. It’s about cultivating a culture of trust, defining clarity in roles and expectations, and embedding coaching as a daily practice. It’s about creating a team where every member knows how their work contributes to the mission and feels supported to grow in their role.
What makes a high-performing public sector team?
High-performing teams in government share a few key traits:
Clarity: Every member understands their role, responsibilities and how success is measured.
Accountability: People take ownership of their work and hold each other to shared standards.
Trust: Psychological safety allows team members to share ideas, ask questions and admit mistakes without fear.
Culture and values in action
Culture is the operating system of your team. Values influence hiring, onboarding, decision-making and day-to-day behavior. Teams that define their values intentionally can align actions with aspirations. Organizations that leave them undefined risk letting others define them.
Coaching systems that stick
Managing isn’t the same as coaching. A high-performing public sector leader creates systems for ongoing feedback and growth that are consistent, intentional and tied to the team’s values. Things to consider:
What systems does your organization have in place to encourage regular, real-time feedback?
Are there tools, templates or norms you can establish to help encourage this behavior?
Do you praise in public and coach in 1:1 settings?
How is feedback delivered (e.g. text, email, phone or in-person)?
Are you leaving any room for interpretation about the expectations, feedback or input? If so, can you be clearer?
The phrase "clear is kind" comes to mind with the last bullet point as not providing clear, honest feedback does a disservice to the teammate who may be underperforming. If they don't know or understand the issue, it's near impossible to correct.
Aligning expectations and strengthening team dynamics
Even strong teams can stumble if expectations aren’t clear. Tools like onboarding roadmaps, team norms and behavior agreements ensure everyone knows what’s expected and how to work together effectively.
Why it matters
Whether you’re leading a small communications team or a larger public agency department, focusing on culture, clarity and coaching drives results:
Builds trust among team members
Aligns work with organizational goals
Improves efficiency and decision-making
Strengthens overall community impact
Strong internal teams make strong public service. When culture, clarity and coaching are intentional, teams thrive, and communities benefit.