CLICK HERE TO JOIN OUR WHAT’S APP GROUP
By Garfield Joseph, MBA
Introduction: Lessons from the 2025 Teachers’ Strike
Most recently, Antigua and Barbuda faced a nationwide shutdown of public schools due to a prolonged teachers’ strike.
The Antigua and Barbuda Union of Teachers (ABUT) cited years of unpaid allowances and unfulfilled agreements dating back to 2018.
Despite prior commitments, delays in communication and other actions led to widespread disruption, affecting students, families, and the nation’s reputation.
This crisis was not just about money—it was about leadership, trust, and accountability, and perhaps other motivations as well, as discussed in the public arena.
If anything, what this incident reveals is an opportunity to improve the leadership of the public service to prevent such breakdowns in the future.
Having worked in the private sector for most of my life and now in the public sector, I wish to share ten simple strategies that public sector leaders must adopt in order to improve service delivery in the public sector.
1. Adopt a Commercial-Enterprise Mindset
Public service must be efficient, responsive, and citizen-focused.
This means embracing modern management practices.
In traditional bureaucratic models, the public—the very people we serve—are often placed at the bottom of the organizational pyramid.
Decisions flow from the top down, and service delivery can feel impersonal, slow, and rigid.
But in a commercial or enterprise mindset, the pyramid is flipped.
At the top of the pyramid is the customer—in this case, the citizen.
At the bottom are the leaders and managers, whose job is to support the frontline staff who directly serve the public.
This model sends a clear message: “The most important people in the world are the ones we serve.”
Why This Matters:
It changes priorities. Instead of focusing on internal processes, the focus shifts to outcomes for the public good.
It drives responsiveness. When the public is at the top, delays and poor service are no longer acceptable. It builds trust.
Citizens feel respected and valued when their needs are prioritized.
How to Make It Happen:
– Train staff to treat every citizen interaction as a moment of truth.
– Empower frontline workers to solve problems on the spot.
– Use feedback loops to continuously improve service quality.
– Measure success by citizen satisfaction, not just internal metrics.
Benefits:
Public: Feels heard, respected, and well-served.
Team: Gains purpose and pride in their work.
Employer: Builds a reputation for excellence and earns public trust.
2. Learn to Prioritize
Not all tasks are equal. Leaders must focus on what matters most—especially during crises. Prioritization ensures that critical services are delivered without delay or distraction.
3. Take Initiative to Solve Problems
Waiting for instructions is no longer viable. Leaders must act early, identify risks, and resolve issues before they escalate—just as early intervention might have prevented the teachers’ strike from reaching a boiling point.
4. Keep Management Informed
Silence breeds confusion. Regular, transparent updates to senior leadership ensure timely decisions and coordinated responses—especially when tensions are high.
5. Set High Standards and Accountability
Public trust depends on consistent, high-quality service. Leaders must model excellence and hold their teams accountable for results, timelines, and professionalism.
6. Take Responsibility When Objectives Are Not Met
Blame-shifting erodes trust. When things go wrong, leaders must own the outcome, communicate openly, and take corrective action. This builds credibility and fosters a culture of learning.
7. Build a Strong Support Team
No leader succeeds alone. Identify and empower talent, delegate effectively, and create a team that can deliver—even in your absence.
8. Prepare for Handover
Leadership is temporary. Train others to step up. Document processes, mentor successors, and ensure continuity of service—especially during transitions or emergencies.
9. Manage Public Relations During Crises
When things go wrong—as they sometimes will—leaders must manage the narrative. Silence or defensiveness can worsen public perception. Instead:
– Communicate early and often.
– Acknowledge concerns honestly.
– Share the steps being taken to resolve the issue.
Why it matters:
Public confidence is fragile. Effective communication can preserve trust, reduce misinformation, and maintain morale.
10. Invest in Continuous Learning and Development
What worked yesterday may not work tomorrow. Leaders must stay current with new tools, trends, and techniques in governance, communication, and service delivery.
How to do it:
– Attend workshops and leadership training.
– Encourage team learning and cross-training.
– Benchmark against high-performing institutions.
Why it matters:
A learning organization adapts faster, performs better, and is more resilient in the face of change.
11. Don’t Be Afraid to Ask for Help
Strong leaders know their limits. Asking for help—whether for guidance, resources, or expertise—is not a weakness; it’s a strength.
Why It Matters:
No one has all the answers. Complex challenges often require collaboration across departments, ministries, or even sectors. Seeking support early can prevent delays, reduce errors, and lead to better outcomes.
How to Make It Happen:
– Build networks of trusted advisors and peers.
– Encourage a culture where staff feel safe asking for help.
– Reach out to regional and international partners when needed.
Benefits:
Public: More effective and timely solutions.
Team: A culture of collaboration and mutual support.
Employer: Access to broader expertise and resources.
Conclusion: A Call to Action
Leadership in the public sector is not about having all the answers—it’s about creating the conditions for success.
That means setting high standards, communicating clearly, learning continuously, and knowing when to ask for help.
Therefore, let us move forward with humility, “a can-do better mindset”, with courage, and a shared commitment to serve.
The public is counting on us.
CLICK HERE TO JOIN OUR WHAT’S APP GROUP
CLICK HERE TO JOIN OUR WHAT’S APP GROUP
CLICK HERE TO JOIN OUR WHAT’S APP GROUP
CLICK HERE TO JOIN OUR WHAT’S APP GROUP
CLICK HERE TO JOIN OUR WHAT’S APP GROUP
CLICK HERE TO JOIN OUR WHAT’S APP GROUP
Advertise with the mоѕt vіѕіtеd nеwѕ ѕіtе іn Antigua!
We offer fully customizable and flexible digital marketing packages.
Contact us at [email protected]
I am in agreement with all of this, but I might add that like the private sector, the public sector must be operated as a business. You have a budget and you must operate within those parameters.
Also they must be accountability! From the bottom all the way to the top. At any level, if mistakes are made the individuals must not be afraid to step up and take responsibility. Our mindset tell us that when a low level employee makes a mistake, that it is the manager who takes the heat. While I agree with this on some levels, if the low level employee does not take responsibility, then there is no learning and growth.
Adopt the mindset that if you make a mistake, own up to it, take actions to fix it, and report it. Don’t leave it for someone else to fix.
This is also why I am a HUGE advocate for an HR department in the Public sector.
Well first thing, dem need fi start listen to people and stop act like dem always right.
Mi hope dem learn something this time, cause we cyan afford another shutdown like dat.
Mi say it long time—stop politicize the public service. Mek it professional again.
Yuh cyan run public service like yuh a boss ah rum shop. Tek people seriously!
People want leadership, not dictatorship. Dat’s a big difference.
Comments are closed.