In local government, culture is rarely built on policy documents or strategy papers alone. Governance may provide the framework, but an organisation’s heartbeat is found in its narrative. As an organisational psychologist working closely with councils and public sector bodies, I’ve witnessed how storytelling shapes culture, drives engagement, and ultimately influences community outcomes.
Stories are more than a communication tool; collective understanding is built upon them. Research consistently demonstrates that the anecdotes we share and the phrases we repeat are central to an organisation’s identity. Edgar Schein, a pioneer in organisational culture, famously argued that stories are the most powerful mechanism for embedding values.
In local government, we often see a workforce driven by its passion for making a difference yet operating within a rigid processes and procedures. In this environment, stories serve a vital psychological function: they connect us back to our purpose and humanise the machinery of service delivery.
The Stories We Choose to Tell
When I work with a council to transform its culture, I spend time simply listening. I ask staff about the narratives within their teams. I’m often privileged to hear incredible examples of dedication that have become part of their DNA.
For example, one council frequently retold the story of their response to a severe flooding event. In the aftermath, leaders consciously chose not to focus solely on the disaster or the procedural difficulties. Instead, they highlighted the heroism of council workers and the community’s solidarity. By focusing on adaptability and empathy, they galvanised staff for future challenges.
I’ve heard countless other stories of humanity: the council staff who took a vulnerable person’s cat to the vet during the pandemic, the social worker who transformed the life of a mother after years of struggle, the care home manager who adopted a resident's beloved pet, making it the "care home cat."
These are not just "nice" anecdotes. When leaders share these stories, they’re sending a powerful psychological signal about what’s valued. They tell staff: We value care. We value going the extra mile. This cultivates a culture of resilience, innovation and community-focus.
But narratives can also carry trauma. I’ve heard harrowing stories: the housing officer who found a deceased resident over Christmas; the project manager who witnessed corrupt recruitment processes; the transformation lead who left feeling undervalued.
These negative stories shape culture just as intensely as the positive ones. They can breed cynicism, caution, and disengagement. If leaders don’t address these narratives positively, they become the dominant lens through which staff view their work.
The Weight of Everyday Language
Alongside specific stories, common everyday phrases wield remarkable influence. Often, these are so ingrained that their true impact goes unnoticed. Here are three common phrases I encounter, and what they reveal about the underlying culture:
- “We’re like a family.”
This is often said to show warmth, but can justify blurred boundaries or unhealthy work demands. Leadership must clarify that supportiveness doesn’t override professionalism. - “We have high staff turnover; everyone leaves.”
In one housing service, this belief was false - the real turnover rate was low. Yet, repeated, it fostered instability and undermined morale. Narratives like this quickly become self-fulfilling. - “Corporate services (ICT/HR/Legal) are bureaucratic and slow.”
I hear this everywhere. Sometimes it signals genuine process issues, but more often it points to a “them vs. us” mentality or a lack of understanding about different roles.
These phrases shape how people interpret their work and their sense of belonging.
Harnessing Narrative for Change
How can local government leaders use storytelling and language intentionally?
Reflect on Your Narrative: Ask what values your stories/repeated phrases reinforce. Are they building a growth mindset or promoting helplessness?
Curate Impactful Stories: Identify stories that embody your mission. Use them during times of change. Stories of past resilience often inspire more than statistics.
Challenge Negative Language: Don’t let damaging phrases go unchecked - counter them with facts or reframing.
Model Authenticity: Be open about challenges as well as successes. Genuine storytelling builds trust; ignoring hardship erodes it.
Foster Deep Listening: Invite staff to contribute their stories, empowering them and enriching the organisational culture.
Stories and phrases are not just background noise; they’re the engines of culture. By being mindful and intentional, leaders can use them to create workplaces that are resilient and truly connected to the communities they serve. The stories we tell today will shape the organisation we inhabit tomorrow.
I'd love to hear about your own challenges in this space, so please drop me a line if this is a topic that has resonated. And remember, if you'd like help with your own storytelling and improving the culture in your organisation, get in touch with me or one of our team today.
