Alex Khaldi
At the Leadership Centre, we have been seeing for some time now that extreme financial pressures for the sector has created negative effects. These effects vary from council to council, but there are some common threads – the retreat into silos, the gaps between middle and senior management, the proliferation of convenient but untrue narratives, and the dilution of common purpose. These phenomena continue to play out, but interestingly, LGR and its big brother Devolution seem to be creating some beneficial leadership effects. Whilst of course these reforms are disruptive, and create many pressures and behaviours which are unwelcome, we are also seeing leaders rise to the challenge. It is worth thinking about why that might be, and what we can learn from it. I am offering four hypotheses here:
An existential threat to our organisation helps us reflect on why we are here…
..and usually the answer is little to do with a particular form of organisation. Our values, our professional skills, and the outcomes we are trying to influence are the big human motivations. I have been working with some truly inspirational leaders from all parts of local government who are utilising LGR and Devo to create focus on people and place, rather than become dominated by the threat. It also seems that people are making conscious efforts to reflect on their accountabilities – to residents, to co-workers, to others in their system.
Central government suddenly has a point of view about local government
Changes this big and bold haven’t been seen in local government for some time. Suddenly central government has a plan, and they want it delivered fast. Opinions vary – as they should – about whether it’s the right plan, but you can’t easily ignore it. The shock or ‘jolt’ for leaders is a much studied concept and some will be familiar with the VUCA framework that describes our 21st century (volatile, uncertain, complex, or ambiguous). At least for some local government leaders I’ve seen, there is a sense of welcoming of decisiveness and clarity by government, which in turn has enabled them to lead with more positivity and optimism than before.
What we do now will reap a dividend later
Knowing that change is coming, but that we can’t be sure how things will fall out, forces us to hedge. I am seeing real appreciation, kindness and reciprocity in some of the relationships across districts and counties. Some of this is undoubtedly driven by a knowledge we are working together on this, and the dissolving of boundaries means the person you might be tempted to be a touch shirty with now, could well be your boss later.
Local government contains some damn good people
I have left the analytical frame for a moment, and I am just reflecting on how blessed we are in this sector to attract adaptive, caring, and multi-skilled people. Local government benefits hugely from its economy of scope, and perhaps it is this that creates a cross-fertilisation of experience, in turn enabling its leaders to adopt intelligent and nuanced responses to change.
This is an appreciative perspective. Yes, the challenges of complexity and ambiguity can throw up all sorts of behaviours, and it’s where we disagree or are frustrated that grabs the attention. But I think some positive things are also worth noticing. I can see enough thoughtfulness, skill and intelligence in addressing LGR/Devo to make me think (or is that hope) local government leadership can emerge stronger than ever from these reforms.