Understanding Leadership Challenges in Local Government: Insights from a 2011 Survey
A survey conducted in 2011 among 103 council chiefs and directors sheds light on the leadership landscape in local government. Key findings include perceptions of senior management, future importance of customer experience (CX), reasons for well-led councils, current challenges faced, and qualities essential for effective leadership.
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Leadership survey 2011 A survey of 103 council chiefs and directors Conducted by LGC in Sept 2011 Part of the LGC/BT Leadership Partnership
Are councils well led by senior management? 1% 6% Well 22% very well Neither well nor poor 71% Not sure
CX more important in 5 yrs? 1% 11% More About same Less 54% 34% Don't know
Why is it important than councils are well led? 75% 70% 43% Delivering services/outcomes with/through partners means direction and strategy must be clearer than ever Falling income means we can t do everything so difficult decisions will need to be taken The council will need to lead the community to change their behaviour 32% Changing demographics mean demand is increasing 27% Expectations are rising Falling morale among staff 11%
What are the greatest challenges you face today? 50% 43% 29% Reluctance to prioritise/stop doing things Unhelpful comments by ministers/MPs about local government Resistance/insufficient engagement from other local public bodies/agencies 28% The reputation/perceptions of local government among residents 26% Failure of government departments to pool funding 22% Failure of government departments to devolve Lack of capacity in local community/voluntary sector 17% Embedded resistance to change within the council 15%
51% Management of the political/managerial interface 50% A talent for enabling/Ability to make change happen 43% Long-term vision 34% Charisma to motivate/inspire 28% Conviction and commitment 21% Resilience 16% Willingness to embrace new ideas 16% Ability to collaborate Important 11% Ability to explain decisions clearly Common 11% Tenacity Your strength 8% Entrepreneurial/Commercial awareness Your challenge 7% Creativity 5% Humility 4% Braveness 4% Empathy 2% Ability to delegate 1% Understanding tech & how it changes communities 0% Loyalty to the organisation 0% 10% 20% 30% 40% 50% 60%
Chief executives are hostages to a raft of often conflicting goals and ambitions and need real toughness and resilience in dealing with these. The importance of 'speaking truth unto power' has never been more important whatever the political or career risks. I have no intention of being Chief Executive of Cloud Cuckoo Land!
As public services are delivered by an event greater number of agencies the need for leaders to be able to create and nurture relationships with others has never been greater Members need to define the type of CX an organisation requires. Internal managing type CX or external facing figurehead type of CX. I believe this is should be a conscious decision. Each have benefits/drawbacks.
The advent of single party politics and professional Councillors has to be matched by the development of new ways of doing things, otherwise this generation will oversee the end of large scale participation in local democracy. It is right in terms of accountability and legitimacy for politicians, not officers, to lead and be seen to be leading. However many politicians seem to find it easier to spend time on operational issues than to address the big strategy or policy considerations
Where next? 3% 2% 4% Another council 53% Local gov 23% Retire 37% Elsewhere... Retire 7% My council 34% 8% Consultancy Private sec 16% Vol sec Local agency 23% Other 19% central govt
Reflections Leadership skills/attributes needed for the future: Communications Political interface Collaboration People Reputation/engagement Understanding of technology and impact on communities Commercial nous
