How Supervisors Can Navigate Negativity

No workplace is completely immune to negativity and naysayers, and it remains a challenging issue for supervisors to address directly, which is exactly why this month’s virtual networking discussion focused on this topic. Read on below for more insights shared from our featured speaker, Patricia Pierre, a career coach with Howard County Government.

The Ripple Effect of Negativity

Patricia Pierre drew from her experience in public education and workforce development to highlight how persistent negativity within teams can erode not only morale but also public trust in government institutions. When negativity becomes normalized, employees disengage, service quality drops, and the communities served sense the lack of engagement. “Negativity is contagious,” Patricia noted, emphasizing that supervisors must be vigilant about the energy they bring and the culture they foster.

Unique Challenges for Government Supervisors

Government supervisors face distinct hurdles: rigid structures, limited resources, and high accountability standards. Patricia described the constant need to pivot due to changing policies, funding uncertainties, and stakeholder expectations. Long-tenured staff may resist change, especially when it feels imposed rather than collaborative. Supervisors must balance transparency with incomplete information and manage the anxieties that come with organizational shifts.

Avoiding Toxic Positivity

Patricia went on to discuss the pitfalls of “toxic positivity”—overcorrecting by ignoring or suppressing negative feedback. Instead, leaders need to create space for honest dialogue, validate concerns, and keep teams grounded in purpose and solutions. Patricia advocated for reflective, respectful conversations that focus on what’s within the team’s control, modeling transparency even under pressure.

Practical Strategies for Re-engagement

When employees resist change, Patricia recommended practical frameworks:

• Conduct needs assessments to understand concerns and capacity gaps.
• Involve staff in developing Standard Operating Procedures (SOPs) and decision-making.
• Use goal-oriented feedback (like SMART goals) to measure progress.
• Schedule regular one-on-one check-ins, not just when issues arise, to build trust and invite honest feedback.

These strategies will help your employees reconnect with the “why” behind their work and foster a sense of mission ownership and creativity.

Spotting Early Warning Signs

Supervisors should watch for changes in communication, disengagement, and resistance to collaboration. Patricia stressed the value of regular check-ins, observing team dynamics, and encouraging open feedback—while modeling the vulnerability and honesty they wish to see. One-on-one conversations are especially effective for uncovering root causes of negativity and supporting staff through challenges.

Leading Through Change With Empathy

It’s normal and expected that emotions are heightened during periods of major change. Patricia emphasized empathy, creativity, and the importance of recognizing that change is hard—especially for long-tenured employees. Supervisors can’t “coddle” every reaction, but they can reframe challenges as opportunities and invite staff to help shape the path forward. It’s important as a supervisor to give yourself grace as you navigate your teams through turbulent times.

Be sure to join the next virtual networking discussion on Monday, Jan. 26, from 4-4:30 p.m. ET/1-1:30 p.m. PT as we tackle Government Performance Management Basics.