GainingAltitudeHow localgovernmentleadershipcan scalenew heights

Foreword

For a local government sector underincreasing strain, leadership will be the game changer. Over the last fifteenyears, GatenbySanderson has supportedthe sector - and wider government - to find top leaders for its critical seniorposts. In that time, change has been the single constant in our conversationswith senior leaders. The need to evolveand, in many cases, reform servicedelivery has led to innovation in newoperating models and structures. In turn this has shifted the attributes that local authorities seek in their leaders.So, what are the game changing qualitiesof the best local government leaders?Which features really make the differenceto reaping returns on the investmentsmade in wide-reaching transformationprogrammes across the sector?

At the start of 2016, GatenbySanderson set out to find answers – to benchmarkwhat great leadership looks like in a local government landscape that is itselfshifting and reshaping.

This report shares our findings and presents a new lens on leadership – a set of leadership archetypes that will definegreat leaders of the future. This study sitswithin a wider context of research into the changing nature of local government. It follows the University of Birminghampublication, 21st Century Public Servant,which showcased the changingrequirements on today’s workforce. Our study was conducted alongside theNew Local Government Network study on requirements of the future localgovernment workforce, published with the support of PPMA: ‘Outside the Box: The Council Workforce of Tomorrow’.

The shared thinking and insight, wellevidenced in this report and others, drawssome common conclusions in how localauthorities must adapt service supply tomeet growing demand. Critically, they must address funding pressures with adeclining spending power; make sense of fragmented service delivery models;partner/collaborate meaningfully withneighbours and private sector partners;embrace the rapid rise of technology and consequent expectation to innovatedelivery as well as facing increased levels of political and public scrutiny.

In responding to change and thegrowing importance of ‘place’ overlocality, new organisational constructshave emerged. Devolution may bethe epitome of a place based solution,but all new models – be they inter-authorities, combined authorities, LEPsor locally grown service centredpartnerships – require leaders to shiftmind-set beyond their own organisationalboundaries and deliver without beingin direct control of resources.Succeeding in these environmentsrequires a far more sophisticatedrepertoire of leadership behaviours anda more versatile style than ever before.Hierarchical authority will carry far lessweight in the future Local Governmentlandscape. It remains our view that,far from attempting to categorise andlabel the abundance of differentorganisational models, we shouldsupport and encourage them to thrive.

As we think about leadership that willenable these new organisational models tosucceed, the sector is increasingly asking;‘Our strategy is adapting in response tothe forces of change; how fit for thedelivery of this future is our currentleadership group?’ Or, as importantly,‘who are the people in our organisationwith the most potential to move intosenior leadership roles?’. With increasingaccountability at the top of localauthorities, is it any wonder that thepipeline of individuals wanting to step up for senior leadership rolesis becoming more stretched?

In response, the sector has investedheavily, not only in transformationprogrammes, but in talent initiativessuch as leadership and managementdevelopment. Authorities describe theirneed for leaders who are motivatedto set a direction for change, to developa vision for the future and have aversatile management style that canflex to the right situation. For example,covering the hard wiring needed toexecute goals through great planning,budgeting to the critical, softer sideof leadership in bringing teams andpeople with them.

Jon HoulihanLead for Local Government

It has long been our view, however, that there remains a missing piece within this puzzle; how to translate theplethora of future delivery demands into the tangible and measureable thingsthat leaders will actually have to dodifferently. Be they on the ground, in council chambers or on the frontline out in the community, what are these leadership styles? How does a leader navigate the complexity of thecontext s/he works within to set a clear direction for change?

Our new model of leadership definesthe attributes that will differentiateoutstanding leaders from others –codification that could underpin futureselection, development, retention andsuccession strategies. This will allow you to move forward with greater confidencethat, across the sector, you are aligningtalent to role demands and maximising the collective return on investment intransformation programmes.

We consulted widely with localgovernment HRDs, CEOs and seniorleaders in the pursuit of these answers,yet the leadership model we presentin this report was never intended to bethe end-game. We welcome ongoingconversation around this vital topic of leadership – for us this is a milestonefrom which we can build further answers together.

GatenbySanderson is the leading executivesearch and talent consulting firm workingwith local government and broader publicsector. Through our day to day work, wehelp councils address the many and variedchallenges facing them now and for theforeseeable future. We are particularlyexpert in identifying the skills, behavioursand attributes that councils will need fromtheir senior leaders to tackle a moredemanding future.

The backdrop to our study was anambition to develop a current and future-proof model of local governmentleadership. Our research base hasnecessarily expanded into the wider public sector, recognising - as highlightedby NLGN in its report – ‘Outside the Box: The Council Workforce ofTomorrow’- that many councils haveresponded to environmental pressures by commencing root-and-branch change programmes with the aim oflaunching new delivery models.

Councils are already working increasinglyin partnership, with a new focus oncommissioning, commercialism and co-operative approaches. The emergenceof the ‘place’ leadership mindset isevident, in response to a future wherelocal government will share responsibilityfor serving communities alongsidebusinesses, third sector and public sectorpartners as well as co-producing withthose very same communities.

Our report begins by sharing our researchfindings, taking account of the keychallenges which need to be overcometo achieve successful outcomes, andbuilding further on this research:

Introduction

Commercial Shift

The increased financialpressures, questions offinancial sustainability,declining council spendingpower and shifts in centralfunding, the need forCouncils to be cost neutraland to generate income.

New OrganisationalModels

Delayering withinorganisations, broadenedremits for senior leaders,new customer-centricoperating models, use oftechnology for efficiencyand convenience forcitizens.

Strategic Relationship

The need for longer term strategic planning, a longer term horizon,responding to demand with new service deliveryapproaches, encouraginginnovation and new ways, increasing strategicand collaborativepartnerships, the need for commissioningexpertise.

Changing WorkforceDynamics

Rising diversity in thecommunities served and inthe workforce, divergentneeds between generations:millennials with differentexpectations of servicesand employmentexperiences; an increasinglymobile workforce andnon-traditional careerpaths; increasing scrutinyand expectations fromcitizens, succession crisisin attracting best talentto a sector with highaccountability and publicscrutiny.

We then tackle context and ask if it reallymatters? There are both commonalitiesand contrasts in the leadership qualitiesthat distinguish outstanding leaders indifferent types of councils. We assert thatit is important to avoid labelling councilsby ‘type’ and rather embrace the need forthe sector to allow different organisationalmodels to flourish. Our purpose, acrosssector, should be to develop a cadre ofleaders with the ability to adapt leadershipstyles to their current organisationalcontext, and to just thrive when placedin new environments. Actively seekingout innovative models to disrupt thecurrent norm is key to building betterfutures for communities.

The final section of this paper tacklestalent strategies, making recommendationsabout how councils can ensure thatthey have the right people in place withthese attributes and a pipeline of futureleaders ready to step up. Our leadershipmodel is designed to enable the robustassessment of prospective or existingstaff, and support the development ofindividuals to meet the requirementsof local government leaders now and inthe future.

How does this paper build on existingunderstanding of these challenges?Much of the existing research in this fieldhas focused on describing the situationand challenges, rather than recommendinghow existing leaders or those we recruitor promote into future posts are to bebest placed to tackle them. As recruitmentprofessionals, consultants and psychologists,this presented us with the clear need fora next step to build upon this academicapproach, and take the debate further.We set out to create a model that turnsthese conceptual theories and ideasinto a practical, objective and measurablemodel of the required behaviours,attributes and skills for leadership successin the new local government environment,supporting robust HR and talent strategies.Only by doing so can this theory beturned into practice and allow councilsto recruit, onboard, develop and promotethe right leaders to deliver in the newlocal government world.

Gaining Altitude:a Local Government Leadership ModelFrom our research findings, GatenbySanderson has developed the GainingAltitude model highlighting six leadershiparchetypes, which incorporate thecombination of behaviours, skills andattributes required to deliver effectivelyacross local government. These archetypesare overlaid by three core foci: theneed to focus on self, on people andon executing on goals and achievingoutcomes for the residents the localgovernment models serve. The labelsused in the model are less important.Too often in the debate, we can fixateon these issues and lose sight of what isimportant. What is crucial, however,is the identification of the requiredbehaviours, attributes and skills to thrivein an evolving future.

Research method

We cast the net of our researchwidely, incorporating a wide rangeof data sources:

• Detailed UK and internationaldesk research on sector issues andleadership approaches, which includedpublications by membership bodies,academic research, sector- androle-specific literature, and globalexamples of future leadership.

• Inclusion of a specific set of questionson leadership as part of the NLGN’s2016 survey of HR professionals inLocal Government

• Data analysis of anonymisedexecutive and leadership behaviouralprofiles drawn from hundreds ofGatenbySanderson recruitment exercisesover the last 3 years. We examinedthe factors that differentiated the mostsuccessful local government leadersas well as those in other parts of thepublic and third sector

• In–depth interviews with HRDs andCEOs across the local governmentsector, focusing on what is required ofeffective leaders now, and what willbe important in the future given thechanges and challenges faced by localgovernment.

• Broader research with senior leadersacross the wider public sector, toexamine the trends and changes affectingall public services. This step coveredcentral government, education, housing,not for profit, regulation and health.

ltitude

Focus on Self

Focus on People Focus on Outcomes

Adaptable InnovatorAdaptable, innovative, learningfocused and self-reflective. Able toflex in response to changing priorities,cultures and demands. Drivingcontinuous transformation andevolution in the way the Counciloperates, thinks and delivers highquality services in a sustainable andcost-effective way.

Social and Commercial StrategistNavigating ambiguity and complexityto create a meaningful vision andstrategy, and articulating this clearlyto others. Balancing commercialawareness and keen financial acumenwith a drive to keep residents andexcellence in the services deliveredto them at the heart of what they do,having social purpose.

Social andCommercial

Strategist

TalentDeveloper

AdaptableInnovator

EngagingCommunicator

InfluentialDriver

Partnership Creator

Influential Driver Resilient, courageous and tenaciousin seeing things through. Usingsophisticated influencing skills,adapting their approach (be it with employees, members, orexternal stakeholders), winninghearts and minds and overcomingbarriers to drive through newapproaches or changes.

Partnership CreatorNetworking and using interpersonalskills to create strong, positiveworking relationships. Taking acollaborative approach to decisionmaking and driving meaningfulpartnerships with externalstakeholders to deliver a betterservice to residents.

Engaging CommunicatorInspiring, engaging andengendering trust in othersthrough: open, impactfulcommunication and interactions;confidence; managing theCouncil’s impact and image; role modelling of accountability,trust, sensitivity and honesty.

Talent DeveloperBuilds an empowering, positive,supportive team climate acrossboundaries, where conflict andpoor performance are dealt withconstructively. Proactively creates a more diverse, sustainable and effective workforce to meetfuture demands.

GS Gaining Altitudeleadership model

We have outlined our findings in relationto the key headings from our model, inorder to ground the behaviours, skills andattributes covered within the model, andlinking these to the context and challengesthat local government leaders now face.

Recruitment changes: Which aspects of senior leadersskillset have councils started to place greater value on?

How does leadership in local governmentneed to change to meet the new challenges?

A key focus of our research was to drawout the skills and behaviours which arerelatively new in local governmentleadership, or which are likely to berequired to a greater extent in the future.These emerging skills needs are mostlikely to cause the greatest challenges,not only for existing leaders who werenot always recruited for these skillsets,but to shape the necessary developmentand recruitment processes neededfor successful placement of new leaderswithin councils.

Innovation and ability to identify new approaches

Commercial skills

Leadership skills

Change management skills

Strategic capability

Resilience / ability to handle ambiguity

Collaborative skills

Entrepreneurial skills

Commissioning skills

Ability to demonstrate the values of the council

Interpersonal / relationship building skills

Communication / influencing skills

Customer focus

Management skills and capabilities

Digital skills

Emotional skills (e.g. empathy)

Analytical skills

0% 10% 20% 30% 40% 50% 60% 70% 80%

To what extent do current leaders possess these skills / behaviours?

Innovation and ability to identify new approaches

Commercial skills

Entrepreneurial skills

Strategic capability

Interpersonal / relationship building skills

Communication / influencing skills

Analytical skills

Digital skills

Change management skills

Ability to demonstrate the values of the council

Collaborative skills

Leadership skills

Emotional skills (e.g. empathy)

Customer focus

Management skills and capabilities

Commissioning skills

Resilience / ability to handle ambiguity

Strong

Adequate

Needs development

0% 10% 20% 30% 40% 50% 60% 70%

• Balancing openness and honesty witha sensitivity and recognition of the fearsand concerns that change may bringfor employees was a recurring themefrom our interviews.

• Building trust amongst employeeswho may be feeling uncertain and waryin the context of changes to their rolesand direction is key.

• The importance of an inspiring visionfor the future is evidently a key partof a leader’s role in change;communicating this both internallyand with (potential) partners is essentialif others are to be fully bought in tothe idea and get behind it.

• At the most senior levels, this engagingcommunication style extends toengagement with the public andexternal partners; these qualitiesrequired to engage and engender trustin the workforce are going to beincreasingly important in managingthe Council’s impact and image inthe context of a more challenging andvaried citizen demographic.

Engaging Communicator

Inspiring, engaging and engenderingtrust in others through: open, impactfulcommunication and interactions;confidence; managing the Council’simpact and image; role modelling ofaccountability, trust, sensitivity andhonesty.

• Change management was seen as adevelopment area for current seniorleaders by around a third ofrespondents. New organisationalmodels and approaches clearly requirethe ability to drive change within anorganisation, motivating staff to beengaged and on-board throughtransition. Failure to do so is potentiallycatastrophic.

• Role modelling: leading others throughchange and encouraging resilienceand openness of approach from them isachieved through clear communication,openness and transparency accordingto those senior leaders we interviewed;employees need to feel informedand involved in change to minimisethe risk of resistance or simplemisunderstanding of the vision andwhere the organisation is heading.

The Gaining Altitude Archetypes in more detail

Adaptable Innovator

Adaptable, innovative, learning focusedand self-reflective. Able to flex inresponse to changing priorities, culturesand demands. Driving continuoustransformation and evolution in theway the Council operates, thinks anddelivers high quality services in asustainable and cost-effective way.

• In creating new structures andapproaches, there will be greaterambiguity and the need to be opento change, open to learning andflexible around doing things differently.If they are to drive change andinnovation, leaders need to bepersonally comfortable with changeand able to respond flexibly tochanging demands and prioritiesthat a more ambiguous environmentwill, by definition, bring.

• Innovation and the ability to identifynew approaches: 79% of HRrepresentatives surveyed highlightedthis as an area where senior leadershiprecruitment focus had increased – thehighest percentage for any area of focus.It was also seen as a developmentarea for existing senior leaders by over40% of those surveyed.

• Driving an innovative culture and onewhere people are open to change willbe key in the creation of new strategicapproaches and models of working.Individuals need to feel free to proposeand implement ideas which may havebeen seen as radical in the past. Riskmanagement strategies, to ensure qualityand cost-efficiency, should be balancedwith the creation of an environmentwhere considered risk is encouragedand leaders are prepared to back theirteams in taking appropriate risks, ratherthan quashing suggestions or leavingindividuals fearful of reprisals if their ideadoes not work out. Individuals need tofeel able to contribute to an ongoingevolution of working approach,continuously seeking greater efficiencyand quality in the way that services aredelivered.

• This is an area where councils arelikely to benefit from employeeswith experience outside the localgovernment arena; be that in seniorleadership roles or in other levelswithin the organisation. Broaderexperience will by its very naturebring new ideas and perspectivesto consider. The importance ofencouraging innovation in othersand driving an innovative culture,with ideas generated by those ‘at thecoal face’ cannot be underestimated.Leaders need to be open to newideas and learning, and be flexibleand adaptable themselves, so thatothers’ ideas are taken on board andcapitalised on where appropriate.

• Digital and technological skills, andopenness to developing these arebecoming increasingly important;highlighted as a development needfor senior leaders by over half ofrespondents. This is a timely reminderthat when greater innovation andnew approaches to work need tobe found, technology is often goingto be a key factor in enhancingservices or developing efficiencies.Awareness of the possibilitiesavailable through technology, andan adaptability and willingness tolearn about them where appropriate,are likely to be increasingly importantin the future, particularly in thecontext of an increasingly technologysavvy population demographic,with the expectation of easy onlineaccess to services.

The importance of encouraginginnovation in others anddriving an innovative culture,with ideas generated by those‘at the coal face’ cannot be underestimated.

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Social and Commercial Strategist

Navigating ambiguity and complexity tocreate a meaningful vision and strategy,and articulating this clearly to others.Balancing commercial awareness andkeen financial acumen with a drive tokeep residents and excellence in theservices delivered to them at the heart ofwhat they do, having social purpose.

• Strategic thinking is an attributewhich has always been in demand forsenior leaders in local government,nevertheless, 57% of those surveyedin our research flagged this as anincreased focus in recruitment.Our interviews and wider researchlinked this to the need for anincreasingly long term perspective,the need to create and communicatean inspiring vision for the future,and handle the increasing complexityof strategic relationships which councilsare becoming part of, whether withexternal commercial partners orother parts of the public sector suchas Health Partners. They need to dothis whilst navigating (and aiming toreduce) the ambiguity and uncertaintyfaced by the organisation, creatinga clear strategic vision to reachthe desired strategic outcomes.

• Commercial skills were identifiedas new leadership recruitment need by70% of our survey respondents, andas key areas for development inexisting leaders by almost two thirdsof respondents. Related entrepreneurialskills were also a high priority.The commercial skillset shift is onewhich is likely to be felt as radical ascompared to the local governmentmodels of the past. Income generationrises in strategic importance to ensurecontinued delivery of services in thecontext of ever-increasing publicfunding cuts. Many local governmentorganisations already focus on thisexpertise when recruiting new seniorleaders, and is frequently one ofthe most challenging requirements tofind within those who have workedexclusively or primarily in localgovernment as the historic opportunitiesto develop these skills to high levelsof sophistication have been minimal.

• Aligned skills to support these, includefinancial and analytical capability,and an ability to conduct complexoptions-appraisal to identify themost practical, effective and efficientcourse of action are key.

• An obvious source of the commercialaspects of this requirement is to drawleaders from the private sector, at leastinitially. However, capitalising on thistactic as a means to embed and supportan ongoing commercial andentrepreneurial mindset within localgovernment will also require the sectorto make compromises. Unlessorganisations can be open-mindedabout living with skills gaps that privatesector leaders will inevitably have indelivering local government outcomes, itwill slow its progress in commercialising.Achieving the diversity of outlook thatwill enable innovation means shiftingour expectations and taking some short-term risks and concessions.

• Strategic thinking in the context ofcitizen requirements is essential:outcome focus, balancing a ‘social heart’with a ‘commercial head’. Working withthe needs of citizens in mind wasrepeatedly raised by our interviewees;planning to meet the current and futuredemands of citizens (recognising theincreasingly varied demands of differentgenerations; from meeting the futureneeds of the baby boomers as they age,through to generation z as they reachadulthood) is a core part of taking amore strategic approach. The quality ofservices will increasingly be scrutinisedand assessed by how effectively theymeet the potentially greatly varyingneeds and requirements of users. Anoutcome focus, balancing thecommercial and financial pressuresalready discussed with a ‘social heart’and desire to deliver outstandingservices to meet citizens’ needs is part ofthe core skillset for senior leaders.

Unless organisations can be open-minded about living withskills gaps that private sectorleaders will inevitably have indelivering local governmentoutcomes, it will slow its progressin commercialising.

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Talent Developer

Builds an empowering, positive,supportive team climate acrossboundaries, where conflict and poorperformance are dealt with constructively.Proactively creates a more diverse,sustainable and effective workforce tomeet future demands.

• A new style of leadership is required;60% of survey respondents flaggedleadership skills as a key area of changeand increased focus for recruitmentprocesses. Leaders are increasinglyrequired to role model new behaviours,and to empower and inspire others todeliver in new ways, and identifyefficiencies and improvements, ratherthan simply directing them. Theworkforce now contains entry levelemployees from generation z, alongsidemillennials through to baby boomers;the differing expectations and approachto work of these different generationshas been well documented, and as aresult, more than ever a flexibility ofleadership approach, adapting to theindividual is important in order to getthe best out of everyone.

• Considering the differing expectationsand priorities of different generationswithin the workforce is becomingincreasingly important. Developingexisting talent to incorporate theirstrengths and bring fresh insight andideas from them was a key theme inour research interviews. Considerationneeds to be made of the best approachto talent management and how todevelop internal talent and encouragethem to stay; the concept of a ‘jobfor life’ is disappearing, and this willalter the way that both senior leadersand HR professionals need to approachsuccession planning and talentmanagement within the council.

• Flexibility of leadership style and newapproaches to talent management willbe required. Diversity of the workforcewill support the innovation and drive forchange that is becoming a core part ofpublic service; senior leaders will needto embrace and encourage this,engaging and motivating an increasinglydiverse employee base. A ‘one size fitsall’ style of leadership will fail to get thebest out of this diversity.

• Sound performance management willremain as important as ever; but settingclear expectations becomes morechallenging and increasingly importantin an ambiguous and changingenvironment; leaders need to establishclear expectations and robust supportand performance managementprocesses in relation to these.

This understanding of others and howto work effectively with them is also keyin partnership working with externalpartners and in interactions with members.

• Although political awareness hashistorically been a skillset we have beenasked to look for in candidates forsenior local government posts, this didnot come across strongly in any ofour strands of research. Rather, theself-same skills that were often alludedto as ‘political awareness’ in the localgovernment context of the past arenow being turned to a wider range ofinteractions. Understanding others,their perspective, how this mayinfluence their reactions and behaviours,and how best to work with them inthis context are becoming increasinglyimportant across a wide range ofinteractions, not just when workingwith members in a political partycontext. Influencing employees toengage with and actively support thedelivery of changing approaches,negotiating and influencing commercialpartners, or partners from other publicservice sectors are just a few of theexamples of how interpersonal skills and the understanding of others becomevital in ensuring smooth and successfulprogress. Leaders need to applythese skills in differing scenarios, andbe flexible in how they deliver them.

The Influential Driver

Resilient, courageous and tenacious inseeing things through. Using sophisticatedinfluencing skills, adapting their approach(be it with employees, members, orexternal stakeholders), winning hearts andminds and overcoming barriers to drivethrough new approaches or changes.

• Resilience, optimism and tenacity arekey in driving new models andapproaches and delivering changeprogrammes. 56% of our surveyrespondents described resilience asan area of increased focus in theirrecruitment of senior leaders. If leadersdo not personally have the tenacity andresilience to see challenging projectsthrough, who will drive them? Couragein the face of resistance, and the abilityto bounce back and try a differentapproach is essential.

• Interpersonal and emotional skills,working effectively with a wide range ofpartners will be key in building strongand effective relationships, yet 39%of survey respondents felt that emotionalskills were an area of development forcurrent leaders. Broader interpersonaland emotional skills replace the oldconcept of ‘political awareness’.An understanding of others, theiremotions and how they are reactingto the changes and challenges facingthem are core in delivering changesuccessfully.

• Being aware of the needs and prioritiesof differing stakeholders, and adaptingtheir approach to most effectivelyinfluence or work with them will bea core skill in the context of thesemore complex working relationshipsif leaders are to successfully workwith partners from a wide range ofbackgrounds and organisations.

The relative weighting and importanceof these skills in a given role in agiven council will of course vary, butthe underpinning skills required holdtrue across the wide range of councilswe have worked with.

Partnership Creator

Networking and using interpersonalskills to create strong, positive workingrelationships. Taking a collaborativeapproach to decision making and drivingmeaningful partnerships with externalstakeholders to deliver a better serviceto citizens.

• Commissioning skills were seen askey development areas for existingleaders by almost 50% of respondents.The need to work with externalpartners, be it in a collaborative wayor with a focus on contract managementrequires an ability to focus on outcomes,and manage contracts effectively, aswell as a deeper strategic understandingof the needs of the local communityin the council area.

• Broader networking and interpersonalskills were a regular feature of ourinterviews with existing leaders, and47% of our survey respondents wereincreasingly looking for collaborativeworking skills in their recruitment ofDirectors and CEOs. Working acrossboundaries is becoming the new normalin local government. New leadersneed to work with each other andencourage their teams to work outsideexisting silos too.

Working across boundaries is becoming the new normal in local government. New leaders need to work with each other and encouragetheir teams to work outsideexisting silos too.

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In our research we have also drawn uponevidence from senior leaders across thepublic sector to complement our datafrom local government leaders, includingcentral government, health, education,housing, regulation and not-for-profit.This is particularly important given thelikelihood of collaborative partnershipswith these sectors, and the inherentvalue of understanding them, but also theincreasingly mobile careers in this sector.If this is to be taken advantage of, ratherthan simply becoming a ‘brain drain’there is a need to consider transferablebehaviours and skills of employees, notjust local government specific experience.It is of course essential that people areable to adapt and apply these skillswithin the local government context,and within different aspects of seniorroles in local government.

Although terminology and context mayhave differed, we found that theunderpinning skills, attributes andbehaviours needed to tackle challengesfaced across all parts of the publicsector were strikingly similar. We haveoutlined our specific model for localgovernment leaders above, taking accountof the specific context within whichskills need to be used in local government.Nevertheless, the behaviours, skillsand attributes that sit underneath thismodel are also in demand across thepublic sector, where similar, though notidentical, challenges are being faced.

Does context matter?

When analysing the data outlined above we considered the type of councilwhere respondents were based and found an astounding level of agreement, in terms of the highest priorities. Whilstthere was some variation, the same core themes came through clearly. Order of priority and level of concern will inevitably vary dependent on specific context, but this could equally be true of two different county councils as much as when comparing a countycouncil versus a London Borough.

The reality is that, now and increasinglyin the longer term, it will no longer bepossible to put authorities neatly intocategories and nor should we;organisational responses to their changingenvironment create service models thatcross traditional boundaries, embracejoint working and create new modelsthat have not yet been conceived.These are inevitably going to differ fromcouncil to council, and as such individualcouncils are becoming increasinglyindividual and differentiated in termsof their precise context. The capability toadapt one’s behaviour and apply skills,behaviours and attributes in a flexibleway to differing contexts will be key forsenior leaders, regardless of the ‘type’of council they are working in.

Bridging the skills gap

We asked our research participantswhat approach they were currentlytaking to address the skills gaps in theirsenior leadership team, based onthe new requirements they had identifiedto meet the challenges of the future.

Approaches being used to address skills gaps in current leadership team

Percentage of respondents reporting use of this approach

New recruitmentprocesses

Reorganising / seekingnew leaders

Coaching

Leadership development /training programmes

Development centres

High potential programmesfor future leaders

0% 10% 20% 30% 40% 50% 60% 70% 80%

Finally, 29% of respondents statedthat their council was running highpotential programmes for future leaders.As such, perhaps unsurprisingly, theimmediate focus for most councilsappears to be upskilling and developmentof the existing leadership team. Thereis some degree of focus on how todevelop those at levels below to readythem for leadership posts, as well asconsideration of how to bring in newsenior talent to fill gaps in the skillsrequired for the future. Key across allof these areas will be having a set ofclearly defined skills, qualities andattributes to assess and develop individualsagainst; Gaining Altitude is designed toprovide this structure.

No single leader can be the expert inall of these archetypes. What is critical forany organisation is to consider whichcomponent behaviours will differentiatestrategic success in their context and alsoto think beyond the individual to analysethe depth and breadth of leadershipskills across a leadership team or cohort.

By far the most popular option wasthe use of leadership development andtraining programmes, used by 73% ofthe respondents’ councils, followedby coaching. Interestingly, the onlyother developmental option, the useof development centres, was the leastpopular approach, with only 8% ofrespondents reporting that their councilwere using these. Given the importanceof ensuring that leadership developmentprogrammes and coaching are focusedon the right skills, this is an interestingfinding. In our experience, developmentcentres are sometimes perceived asbeing less appropriate for senior posts;however, when pitched correctly thisneed not be the case, and in the contextof changes in requirements of seniorleaderships it would appear that this isa technique which may not be beingused to its full potential.

Changes to recruitment processes toensure that they assess the new requirementswere being used by just over a third ofrespondents’ councils, whilst slightly more(38%) were going through some formof reorganisation and seeking new leadersto meet their needs.

We advocate instead, a holisticapproach that places granular leadershipbehaviour and activity at the heartof the requirement but that also gets to the underlying cause so that the HR andorganisational development solutionsare able to invest in a longer-term moresustainable solution. Adapting the workof Kolb and his well-documented learningstyles approach, we can turn this intoa decision-making model:

The above suggests a significantemphasis being placed on activities toplug future leadership gaps andmeet future requirements by HR andtalent teams across the sector. The areaof most significant investment is in thecommissioning of leadership programmes;typically targeted at the executive andnext layer, in more forward thinkingorganisations, at the identification anddevelopment of future talent.What the sector does less consistently -and this is an issue in many othersectors too - is that it jumps straight from‘what is happening with our leaders’to a ‘leadership programme solution’without fully exploring or investing indiagnosing the underlying cause ofleadership gaps and the implication offailing to act. Unless organisations dotheir due diligence in commissioningleadership development, they will findthat solutions fail to connect the leadershipprogramme to tangible behaviouralchange in leaders that is pivotal to deliveryof the future strategy. Furthermore,they will lack the ‘base case’ upon whichto measure the impact of leadershipinterventions, missing the opportunityto assess value for money and return oninvestment in the solution.

Unless organisations do theirdue diligence in commissioningleadership development, they will find that solutions fail to connect the leadershipprogramme to tangiblebehavioural change in leadersthat is pivotal to delivery of the future strategy.

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Best Practice Talent Approaches: it’s about more than a leadership programme

Act

Look forward

DiagnoseDecide

What are the

implications?Why is it

happening?

What will we do about it?

What ishappening?

Approach to talent planning

What happens if we don’t close the gaps?

What internal and external expertise

and resource do we have?

What external and internal drivers are

changing our organisation?Why do we have leadership skills

gaps?

What are our solutions options?

What pros and consdoes each have?

What decision will we make?

How has our strategy changed? What are the future

requirements of leaders? How do our people

stack up?

• Innovation: is the organisation anoriginator of sector leading thinking and best practices – do its neighboursand ‘competitors’ typically copy or look to it as an exemplar?

• Employer brand and value proposition:is the organisation able to adjust itsemployer brand and employee valueproposition to meet its evolvingorganisation and talent requirements?

• Governance and leadership: do theorganisation’s executives eagerly devotesubstantial amounts of their time totalent? Do councillors see the value of talent as a strategic focus?

• Talent processes: does the organisationhave talent systems, processes,information and service deliverycapability that is flexible and has theright capacity?

• Culture: is talent management andaspiration to behave in alignment withvalues a part of the organisational DNA?

A best practice and holistic approach totalent strategy and planning will ensurethat the following factors are considered:

• Talent strategy and planning: is theorganisation’s strategy informed andinfluenced by its talent insights andpredictions?

• Metrics based: does the organisationmake informed decisions about whereto place its talent investments and is itable to predict the returns it will get?

• Reach and diversity: does theorganisation take full advantage of the diverse talent market today acrosspublic and private sectors and is it well positioned to continue to do so in the future?

• Talent attraction: is the organisationalways able to attract the talent that it needs, when it needs it, and in thequantities required to achieve all itsorganisation’s goals?

• Development: do the organisation’stalent and leadership developmentprogrammes deliver all the benefits that both the organisation and the talent itself demands?

• Retention: is the organisation able to retain its talent all of the time andproactively manage turnover?

Conclusions

If the end game is a leadership ‘bench’ready to take on the full complexity thatfuture local government will throw at it,then we need to collectively adopt somenew, very practical tactics to get to thatresult. We advocate a holistic approach totalent strategy and planning that placesgranular leadership behaviour and skills atthe heart and connects talent to otherorganisational development initiatives toensure long term sustainable talent solutions.

For future local government leaders, theseare exciting times. Perhaps the greatestoutcome in meeting the challenges of thesector will be not just the enrichmentof individual career fulfilment and purpose,but the longer term augmentation ofservices to local communities.

To find out more, please contact us at:

Leeds Office14 King Street, Leeds, LS1 2HLTelephone 0113 205 6071

London Office12 Appold Street, London, EC2A 2AWTelephone 020 7426 3960

Birmingham OfficeNew Oxford House, 16 Waterloo Street,Birmingham, B2 5UGTelephone 0121 644 5700

www.gatenbysanderson.com

Local government remains at the epicentreof sweeping change providing a catalystfor new thinking and a more dynamicworkforce. As a result, we see the growingimportance of ‘place’ over locality,new organisational constructs and themetamorphosis of more traditionalorganisational and role boundaries intothose of partner organisations. All neworganisational models – inter-authorities,combined authorities, LEPs and locallygrown service centred partnerships –require leaders to shift mind-set beyondtheir own organisational boundaries and toget things done without reliance on directcontrol over resources. We should allowthese different organisational models tothrive and recognise that succeeding in anyfuture context requires a far moresophisticated repertoire of leadershipbehaviours and a more versatile leadershipstyle than ever before.

The quest to define future local governmentleadership has inspired this research and has identified the differentiators ofsuccess in the new delivery world. Thesedifferentiating behaviours are articulated as six leadership archetypes: descriptorsthat define what the best leaders of thefuture will do. No single leader can be theexpert in all of these archetypes. What iscritical for any organisation is to considerwhich behaviours will differentiate strategicsuccess in their context and also to thinkbeyond the individual to analyse the depthand breadth of leadership skills across theleadership cadre.

Leeds Office14 King Street, Leeds, LS1 2HLTelephone 0113 205 6071

London Office12 Appold Street, London, EC2A 2AWTelephone 020 7426 3960

Birmingham OfficeNew Oxford House, 16 Waterloo Street,Birmingham, B2 5UGTelephone 0121 644 5700

www.gatenbysanderson.com

GatenbySanderson Offices