The Supervisors in Government Community of Practice held its June virtual session with nearly 200 government employees and aspiring leaders in attendance. Our featured speaker was Tramaine L. Crawford, a leadership development consultant whose career spans the U.S. Army, classroom teaching, and federal government leadership. Our discussion centered on one of the most enduring challenges for supervisors: how to lead with both empathy and authority. Read on below for takeaways from the conversation, or view the full discussion recording now.
You Can’t Lead on Rank Alone
Crawford opened with a personal turning point: after leaving the Army, where command and accountability were the default mode, his wife pointed out that he couldn’t lead his family the same way he led soldiers. That moment, he said, was his real introduction to empathetic leadership.
The lesson extended into the workplace. “People don’t follow you based on your rank and title,” Crawford observed. “They follow you based on how you make them feel.” Teams will rise to meet a leader’s standards — but only if they trust that the leader genuinely sees and cares for them. Without that connection, resistance is nearly inevitable.
Setting Expectations in Times of Change
A theme that resonates deeply across government right now: how do supervisors hold the line on expectations when everything around them is shifting? Crawford’s advice was to resist the urge to direct from above. The most effective leaders, he said, are the ones in the fight with their teams — navigating change alongside their people rather than simply handing down directives.
He also cautioned against assuming clarity. What’s obvious to a supervisor may not land the same way for every team member. Given the diversity of backgrounds, experiences, and communication styles on any government team, leaders need to tailor how they deliver the message — not just what the message is.
Difficult Conversations: Lead Like a Coach
Performance conversations came up as the most consistently challenging scenario for supervisors. Crawford’s guidance: focus on the work, not the person. When employees feel heard and understood — rather than judged — honest dialogue becomes possible. Supervisors who approach these conversations as coaches, zeroing in on what needs to improve and charting a path forward, create far better outcomes than those who make the conversation feel like a verdict.
Trust Is Built in the Silence
On building trust during uncertainty, Crawford returned to a simple but powerful idea: be present, be transparent, and keep communicating — even when you don’t have all the answers. Silence breeds anxiety. Teams fill information gaps with worst-case assumptions. Consistent updates, even brief ones that simply say “here’s what I know right now, and I’ll follow up soon,” can do more for morale than a polished message delivered late.
Skills to Start Building Now
For those earlier in their careers or aspiring to supervisory roles, Crawford identified communication and self-awareness as the two most foundational leadership skills — and encouraged people not to wait for a title before developing them. Volunteering, mentoring, and facilitating training are all ways to build those muscles now.
One Tip to Apply Tomorrow
Crawford closed with a reframe of a phrase government employees know well: see something, say something — applied to the positive. When a team member does something well, say so immediately. Don’t wait for a performance review. Letting people know they’re seen and valued is one of the simplest and most impactful things a leader can do.
Be sure to register now and join us for our next virtual networking discussion on Monday, July 27, from 4-4:30 p.m. ET/1-1:30 p.m. PT, where we’ll cover the topic of coaching versus micromanaging.