the good, the bad and the ugly of being a chief executive ... · leadership skills communication...
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The good, the bad and the ugly of being a chief executive in Local Government
A survey into SKILLS FOR LEADERSHIPNovember 2013
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During September and October 2013 Penna conducted a short online survey with
predominantly unitary and county chief executives across England, to obtain their
views on a number of topical issues namely:
•Whatarethemainattributesneededtobeasuccessfulchiefexecutive?
•WhataretheworstthingsaboutbeingaLocalGovernmentchiefexecutive?
•WhatarethebestthingsaboutbeingaLocalGovernmentchiefexecutive?
•Ifyouknewwhatyouknownowaboutthejobofchiefexecutive,wouldyoustillbeachiefexecutive?
•Whatdoyouthinkarethemainskillsandattributesneededtobeasuccessfulchiefexecutiveofthefuture?
•Whatadvicewouldyougivetoanyonethinkingaboutbecomingachiefexecutive?
We received nearly 50 responses.
Thereisnoquestionthatachiefexecutiveneedsabroadrangeofskillstofulfiltheresponsibilitiesofoffice;askillsetthatneedstoconstantlyevolvetomeetthedemandsofchangingcircumstancesandthechallengesthispresents.
Theresultsgiveussomeinterestinginsightsintowhatchiefexecutivesthinkabouttheirrole,thechallengestheyfaceandwhatittakestobesuccessful.Theyalsogiveustheirthoughtsonwhatskillsandqualitiesanaspiringchiefexecutiveneedstoperformtherolesuccessfully.
ThroughoutthereportwehaveshownallresponsesreceivedtogiveyouthechancetoseethefulldepthoffeelingamongstourCEOgroup.Themainanswersaresummarisedinthevariouscharts.
Wearesureyouwillfindthecontentinteresting.
Julie Towers
Introduction
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‘Resilience’ – recovering easily and quickly from shock, illness, hardship etcThisdictionarydefinitionsumsupsomeofthereasonswhyourchiefexecutivesputthisasoneofthemainattributesrequiredtobesuccessfulinthecurrentclimate.Hopefullythereweren’ttoomanyhavingtorecoverfromillness,buttheimpactofenforcedchangeandthechallengesofdealingwithreducedbudgetsandincreasingdemandscanbeaddedtomanagingthepoliticallandscape,motivatingtheworkforcethroughtimesofausterity,maintainingtheenthusiasmtodriveotherstoanendresult,etc,etc,allpointtoaneedforresilience.Itisthereforenosurprisethatresiliencetopsthislist,withenergyandenthusiasmcloselybehind.Allimportantattributesoftoday’schiefexecutive.
Resilience
Energy/enthusiasm
Vision/clarity
Political acumen
Leadership skills
Communication skills
Flexibility
Intellect
Level-headed
Confidence
Good sense of humour
15
Collaboration
Business acumen
Patience
Inspiring
Consistency
Team building
Deal with complexity
Delegation skills
Honesty
Emotional Intelligence
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The main attributes needed to be a successful chief executive
Q What are the main attributes needed to be a successful chief executive?
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“Leadership
Managingthepolitics
Collaboration
Resilience,flexibility,positivity
Leadership
Resilience
Businessacumen,politicalintuition
Patience
Determination,leadership
Inspiration
Personalresilience(!!!)
Resilience
Clarity
Consistency,keepingcalm
Lookoutwards
Vision
Resilience
Confidence
Strongintellect
Goodcommunicator
Robust
Resilience
Intelligence
Resilience(bounce)
Flexibility
Clarityofpurpose/outcomes
Politicalnous
Trustanddelegation
Confidenceandclarity
Focusandpassion
Resilience
Honesty
Beingopenandhonest
Faithinpeople
Resilienceandstamina
Beingemotionallyintelligent
Beingpositive,passionateandresilient
Senseofhumourandabilitytobewrong
Agoodbrain
Flexibility
Peopleskills
Massivecapacityforriskandveryhardwork
Effectivecommunicatorandnegotiator
Politicalawareness
Allroundmanagementskills
Influencing/communicationskills
Thickskinandasenseofhumour
Averylargepoliticalradardish
Abilitytobuildgoodrelationships
Braverytospeak‘truthtopower’
Youmustbeabletodealwithcomplexitywhilstmaintainingaholisticandmediumtermperspective
Youmustbeagoodleader-moresothenagoodmanager
Youmusthavepassionandendlessdriveanddetermination…otherwisethe‘system’willstopyousucceedinginmakingadifference
Theabilitytoseebeyondthehorizontoaplaceothersmaynotwanttotread,justyet
Theabilitytoleadandconvinceothersofajourneyworthpursuing
Politicalawarenessandabilitytomanagethisterrain
Focusonoutcomesforcitizens/customer
Teambuilding…youcan’tdothisjobonyourown!!!
Levelheadedandasenseofproportion
Clarityofpurposeandeffectivenessofcommunication
Goodjudgement-particularlytonavigatecomplexchangesinaccountabilities,governance,politics,resources,budgetsandpeople
Resilienceandanenergytoprojecttopartners,membersandstaffwhatthecontinuinggoalis
Theabilitytodigpoliticiansoutofthemesstheygetthemselvesin
Haveverybroadshouldersandmakesureeveryoneelsetakesthecreditforwhenthingsgorightandtakeresponsibilityforwhatgoeswrong
Integrity,energyanddrivecoupledwithabilitytolistenandmotivate
Enjoyiteveryday;itisagreatprivilegetobeachiefexecnotinanoldfashionedwaybutinanexcitingandchallengingwaythatleadstoselfactualisation
Beboldandcultivateyourownstyle;don’tbeagreymaninagreysuit
Abletokeeptheorganisationmovingintherightdirectionwithoutfeelingyouhavetocontroleverything
All Participant Responses
A bit more to say…
The pressure to deliver results across a broad spectrum of disciplines makes the work of the chief executive something that attracts constant scrutiny from a broad range of stakeholders. Being able to balance all these requirements needs a skill set that would be challenging in most chief executive roles. The Local Government chief executive of today has to be made of stern stuff!
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Concise…
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Q What are the worst things about being a Local Government chief executive?
Working with Central Government
Public sector cuts
Negative reputation of Local Government
Business acumen
Patience
Inspiring
Consistency
Team building
Dealing with complexity
Delegation skills
Honesty
Emotional Intelligence
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All Participant Responses
Shorttimescalesforthinking
LackofsupportfromCentralGovernment
Mediaattacks
Stress,hours(long),lonelinessoftherole
Makingcutsinservice
Makinggoodstaffredundant
EricPickles
Grantcuts
Nationalpoliticaldishonesty
Poorlocalpoliticalbehaviour
Notenoughhoursintheday
No one will be surprised at the top response to this question – working with Central Government.ThesecondandthirdhighestresponseswerealsodirectedatCentralGovernmentwith‘cuts’and‘reputation’beingquoted.TheimpactofCentralGovernmentmeasureshasbeenthebiggestsingleinfluenceonthemindsetofchiefexecutivesandhowtheyrunandmanagetheirorganisations.Theneedfordramaticupskillingcanbeattributedtotheimplementationofausteritymeasuresandtheresultingneedfortransformation,andthereismoretocome!
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The worst thing about being a chief executive
Concise…
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ThelackofsupportfromtheSecretaryofStatewhentimesarereallydifficultandheneedstobebehindus
Lackofrespectfromgovernmentandthepublic
ThedisfunctionalityofCentralGovernmentandthewayitwastestimeandmoney.Child-likerelationshipwithCentralGovernment
Theinnateconservatismoftheinstitution
Itsinabilitytomatchthe‘sacred’statusofHealthincutsrounds
Adminandbureaucraticnonsenseofyesteryear!!
LackofabilityforLAstoseemtoworkbettertogether,fasterharderdeeper!(Whendowewakeupandsmellthecoffeeasasector,bothofficersandmembers)
Frustratedbylackofqualityindepthofmemberandofficercorps–weneedtobeanemployerofchoiceforthesharpestbrains–atalllevels.Irrelevantpoliticalinterferenceinlocalissues
Lackofforwardthinkingandinspirationaboutmodernisingservices.Incoherent,shorttermfocussednationalpolicycontext
Initiativeoverloadacrossthepublicsectormakingsensiblealignmentofpriorities,resourcesandactionmoredifficultthanitneedstobe
Obsessionwithseniorsalarieswhichrisksatalentdrainfromthesectorwheninrealitysalariesareveryreasonableinthemain
Decisionmakingthatreflectsconstantcutstoresourcesandimpactonpeople’slives
BeingunabletorefuteillinformedcriticismbylocalgovtministersaboutCX’sandthepublicsectorinapublicmanner
Theconductofsomeelectedmemberstowardsstaff
CentralGovernmentinterference–theyhaven’tgotaclueanddesignonesizefitsallsolutionsthatdon’tworkforanyone–I’dshutmostofthemdownastheyhinderratherthanhelpmeachieve
ShameItooktheroleupinsuchausteretimesasitmeansthatIaminnovatinginadversity,ratherthantransformingtoasustainableplace/locality
Thefactthatthepopulationisignorantoftherealitiesoftheworld,sodeliveringsocietalchangeismoredifficultthanitshouldbe,becausewhileIseetheburningplatformandunsustainablepublicsectorfundingscenario,politicianshideitandthepeopledon’twanttoorinsomecasesareincapableofunderstandingsuchacomplexpicture.Situationalleadershipwoulddictatedifferentleadershipstylesforthe‘leaders’...democracyrestrictsthatneedforradicalandgreattransformation
BeingseenbyGovernmentastheproblemratherthanthesolution
DealingwithunnecessaryandunfaircriticismwhicharisesfromthepoorperformanceandmistakesofothercouncilsandwhichgivesLocalGovernmentabadnameandwhichisceaseduponbytheTaxPayersAlliance,TheDailyMail,theSecretaryofStateetc
DealingwithelectedMemberswhoaremotivatedbypoweralone,andwhoarenotinterestedinmakingadifferencetothepeopleandcommunitiestheyserve
Over-regulation,bureaucracyandlackofempowerment
Thewayinwhichthemotivationofourorganisationsisperceivedbysomeinpublicdiscourse
Thefrustrationthatthepaceofchangetowardsmoreplacebasedleadershipofpublicservicescannotbequickerandclearer
Holdingtoanauthenticvisionofthefuturewhenthescaleofthebusinessischangingsoradically
Beingconstantlyonshow
Athighriskandnotincontrolofthoserisks
Lettingthedetailgetoutofproportion
Politicianswhothinktheyknowhowtobeachiefexecutive,andconcentrateondetailratherthanstrategicissues
CentralGovernment’sinabilitytoworkeffectivelywithLocalGovernment
Professionalofficerswhothinktheyknowbest
All Participant Responses
A bit more to say…
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WorkingwithGovernment,whoaresiloedandoftennotcorporateorstrategic
Thenationalmedia’scampaignagainstdevaluingthepublic’sperceptionofLocalGovernment
Constantandcontinuingfinancialpressure
ApparentlackofunderstandingofissuesandconsequencesbyWhitehall
Limitsonabilitytoactlocallyincrucialissues–CentralGovernmentnotlettinggo
Therelentlessfocusoncuts&savingmoney
Thelackofappreciation&vitriolabouttherole
Lackofrealpower&influenceatalocallevel
It’sahighriskjob,whereyou‘carrythecan’
TheattitudeofCentralGovernmenttoLocalGovernment
Workingwithpeoplewhoopposechangeonprinciple
Managingthetimedemandsofworkandhome
Thecivicstuff
Periodicallythesheerslogofmanagingcontinuedcuts–haspositiveopportunitiestooforchangingthewaywedobusinessbutthesheervolumeofnewgovernmentdoesn’thelp
Governmentcentralisationwithoutknowledgeofconsequences
Thecumulativeimpactofthelast3yearsandfutureyear’ssavingsthatwillinevitablyseethecutofmanyessentialdiscretionaryservices
Centralisationofsomeotherpartnerslocallysothatcommunityplanningbecomesharder
Certainmembersandtheirattitude/behaviour
CertainMinistersandthenegativeeffectsofwhattheysayanddo
All Participant Responses
Somepowerfulandhighlyemotivecomments.Butshouldwebesurprised?CEsarepassionateabouttheirworkandpassionateaboutwantingtodeliverthebestpossibleservicestotheircommunity,butthespectreofCentralGovernmentwillcontinuetohaveafundamentalimpactonhowthiscanbeachieved.Thissituationisnotgoingtochangeintheshortterm,sothatresilienceandenthusiasmwillneedtobemaintained.
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A bit more to say cont…
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Q What are the best things about being a Local Government chief executive?
Making a difference
Variety
The people
Influence
Challenge
Inspiring others
Legacy
Leadership
Contacts made
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All Participant Responses
Responsibilityforanarea
Feelingofmakingadifference
Feelingpartofateam
Amazingbreadthofrole
Everydayisdifferent
Makingconnections
Theintellectualsatisfaction
Abilitytoeffectrealchange
Variety
Challenge
Workingwithagreatteam
Variedagenda,makingadifference
Capacitytochangepeople’slives
Impacting/improvingonpeople’slives
Thescopeandrangeofwhatwedo
Havingimpactonthingsthatmostmatter
We’ve just heard about the bad, now let’s hear about the good, and there is plenty of it!Whatarethethingsthatmotivateourchiefexecutivestostriveforexcellenceanddelivertotheirvariousstakeholders?Theanswerliesinavocationalandaspirationalpassionfortheirwork.AgainstabackdropofCentralGovernmentenforcedpolicyandregulation,thechallengetomakeapositiveimpactisthatmuchharderbutourrespondentsput‘makingadifference’asthebestthingaboutthejob.Thereisadefinitefocusonthe‘authority’ofthepositionandhowusingthatpositiontopositiveeffectisasourceofenhancedjobsatisfaction.Ofcourse,aroleofthisnaturewillbringwithitawealthofvarietyandthisabilitytohaveinfluenceacrossanumberofareasalsoscoreshighly.
Concise…
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The best thing about being a chief executive
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All Participant Responses
Variety,challenge,influence.Theabilitytoaffectpeople’slivesinapositiveway,thisisaprivilege
Theopportunitytochangeandimprovealiveorganisation
Toleadamultifunctionalorganisation,withallitsdiversity,difficultyandcapability.Theprivilegeofservingcommunities
ThecanvassofthescopeofLocalGovernmentactivity
Theabilitytomakeadifference,influenceandmakingthingshappen
Flexibilitytoworkonnewandinterestingthings
Abilitytoimpactonpeoplesliveswhichcanhavelongtermbenefitsforfamilies,communitiesandwholeplaces
Workinginpartnershipwithelectedleaders
Creatingorsustainingalegacyfornowandthefuture
Servingthepublicfromadecisionmakingposition
Sheersizeandcomplexityofthejobandtheconsequentchallenge
Thefactthatyouknowhowacountyworksintheverybroadestsense–youareinvolvedineverythingfromthejudiciary,health,politics,prosperity&businesssportsclubsandeventheLordLieutenancy&yougettoplacesyouotherwisewouldn’t–No10,shooktheQueen’shandandevenopenedadebateattheRoyalSociety!
Itisaverypowerfulrolethatifusedwellcanmakeadifferencetothepeopleofyourplace
Makingarealdifferencetothelivesandwellbeingofourcommunity
Inspiringpeopletobetheverybesttheycanbe
Workinginacomplex,multi-facetedenvironmentwithawiderangeofproducts,services,clientsandcustomers
Workingwithawide-rangeofpartnersandstakeholders
Leadinghighlycommittedstaffwhowanttomakeadifferencetopeople’slives
Workingfortheorganisationthathaslocal,democraticaccountabilitymeansyouareafocalpointandcatalystfortheconveningoflocalpublicservicesmorebroadly
Helpinglocallyelectedleadersconnecttheiraspirationstooutcomes
Workingwithawiderangeofcommittedandtalentedpeoplewhowanttosecurebetterpublicservicesandoutcomesinaplace
Igetagreatmixofoperationalandstrategic
Igetto‘interfere’withalltheorganisationsactivities
Abilitytoinfluencetheachievementofoutcomesthatmakepeople’slivesbetter.
Creatinganenvironmentwherestaffcanusetheirtalentsandthrive.
Creatingandmaintaininghighperformingteams
Abilitytomakeadifference,abilitytoinfluencepolicydirection,leadershipofpeopleandplace
Abilitytoworkonsuchadiversecanvasondifferentissueseveryday
Seeingthefruitsofyouractioninrealchangeinyourborough
Greatpeopletoworkwith–bothpartners,members&staff
Makingadifferencetowhereyoulive...oratleastprotectingitasbestyoucanfromsavagecuts
Abilityto‘beyourself’,nottryingtorolemodelyourboss!
Workingwithintheauthorityandwithwiderpartnerstomakearealdifferencetopeople’slivesinthearea
Workingwithpeople–politiciansandstaff–whohaverealcommitmenttopublicservice
Thesheervarietyandchallenge–notwodaysarethesame
Workingwithahugerangeofpeoplemotivatedbythedesiretoimprovetheplacetheylive/work
Theunbeatablerangeofinterestingstuffwedo
Beingabletomakeadifferencetopeople’slivesandtheplacewelivein
Thedegreeofcontroloverorganisationsdestiny
Abilitytomakeadifferenceforlocalpeople
Theabilitytomakethingshappenontheground
TheauthoritytomakesenselocallyofallthebizarrethingswisheduponusbyWhitehall
Engagingwithcommunitiesandstakeholders
Leadingateamofcommitted,innovativeandcreativepeople
Thereisnodoubtthatdespitethepressuresofoffice,ourrespondentsshowadedicationtotheircommunitiesandadesiretodeliverthebest,nomatterwhatthecircumstances.Thereisnodoubtthatthisisahighpressurerole,buttheabilitytoinfluenceforthebetterappearstooutweighanynegatives.Thereisgreatjobsatisfactiontobegainedandourrespondentsshowanenthusiasmfortherolethatcanonlyhaveapositiveeffectonthoseworkingwiththem.
A bit more to say…
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Q If you knew what you know now about the job of chief executive, would you still be a chief executive?
This report may be entitled ‘the good, the bad and the ugly’ and may reflect a number of concerns and barriers that make the job of the chief executive that much harder, but it hasn’t made any difference to their response to this question.
WhenyouthinkabouttheamountofchangethatLocalGovernmenthasgonethroughinthelastfiveyearsandwithmoretocome,onemightthinkthatsome,maybeevenmost,ofourrespondentswouldfindthisagoodreasontothinkagain,butthe100%resoundinganswertothisquestionwas:
“YES”
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What do you think are the main skills and attributes needed to be a successful chief executive of the future?Q
3
Business acumen
Leadership
Partnership
Communication
Strategic
Financial nous
Resilience
Innovation
Engaging
Decision-making
Personal branding
0% 5% 10% 15% 20%
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Motivation
Flexibility
Emotional intelligence
Authenticity
Team building
Patience
Persuasiveness
Pragmatic
Moral courage
Technologically savvy
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Politically astute 13
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We have already seen extensive change over the last five years and we know there is more to come.FurtherausteritymeasureswillnodoubtmeanfurthercutsandthepotentialdamagetoservicesacrossLocalGovernment.Thiswillputmorepressureonchiefexecutivestodelivertheirorganisation’sobjectives.Lookingaheadwewillneedanewbreedofchiefexecutivetotakeoverthemantle;onewouldhopethattheywillbeoperatinginatotallydifferentenvironment.Butwhatskillswillthechiefexecutiveofthefutureneedandwilltheydifferfromthosecurrentlyinplace?CentralGovernmentwillstillbethere,sounsurprisingly,being‘politicallyastute‘,topsthissection.But,comparedtotheresponsesaboutcurrentskillsandattributes,itisnoticeablethatbusinessacumen,leadership,partnershipandcommunicationareseenastheskillsandattributesthatthefuturechiefexecutivewillneedtofulfiltheirroleadequately.
Main skills and attributes needed
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Leadership
Entrepreneurialismandcustomerawareness
Resilience
Leadingandshapingplaceandplaceidentity
Astrongrelationshipwithbusiness
Collaboration
Dealmakerandnegotiator/facilitator
Prioritisation
Inspiringandmotivatingstaff
Settingclearandrationalstrategicdirection
Managingpoliticalexpectations
Averylargepoliticalradardish
Strategicdecisionmaking
Stamina
Partnershipworking
Conveningpartnerships
Engagingstaff
Performancemanagement
Excellentcommunication
Collaboration
Prioritisation
Politicalastuteness
Braveryandimagination
Peopleskills/emotionalintelligence
Resilience
Strategicplanning
Politicalmanagement
Senseofhumour
Innovationandflexibility
Sharpercommercialfocus
Asenseofhumour
Hard-headedcommercialnous
Havingexcellentpoliticalskills
Leadinginuncertainty
Negotiation
Skillsaroundpartnershipworkingareincreasinglyimportant.Ihavealwaysthoughtbusinessmanagementandplanningskillsareanessentialfoundationforchiefexecutives.Andifpersonalresilienceisaskillthenthatisvitalaswell.Resilience,patience,persuasivenessand,ofcourse,leadership.
It’seasytolistafewthingsthatLACEOsneedinthefuturebasedonthedifficultieswehaveatthemoment,butfutureLocalGovernmentwillbeverydifferent.ItratherdependswhereLocalGovernmentendsup,butinallcasesIthinkwewillneedmorebusinessacumenandaroutineofdealingwithbusinessinallitsfacetsonadailybasis.
TheskillsIneednowareveryfocusedonleadershipoftheorganisation.Inadditiontoleadershipoftheorganisation,thereisadegreeofleadershipofmembers.Inordertomaintainthefinancialcontrolofthebudgetcuts(andretainpoliticalcontrolofthecouncilwhenthereisarealriskthattheSecretaryofStatewillintervene).
Mostmembersdidnotenterpoliticstocarryoutthesortofcutsthattheyarebeingrequiredtocontemplatenow,soleadershipandguidanceofthisgroupwhentheyareuncertainisvital.So,skillsnoware:availabilityandvisibilitytobothemployeesandmembersandanabilitytofocusonstrategyinadditiontobudgetcuts.
AndIthinkthesewillendureintothefuture.Somethesame,visibleleadership,authenticstyle,politicallyastute,highenergy,pragmatic,abletopresentwellbasedonsoundprofessionalknowledgeacrossthefullspectrumofpublicsectordelivery.
Changesintermsof,greatervisionandinnovation,strongmoralcourageandstrengthofcharactertenacity.
Today’sleadersandthoseofthefuturewillneedevergreaterabilitytonegotiatepoliticaldirectioninharshtimes,negotiatemajorcontracts,motivateanddriveevergreaterproductivityinuncertaintimes.Exceptional,strategicandcommercialskills,innovationandalchemism.
Relationshipbuilding,entrepreneurialskills,negotiatingskills,personalcredibilityandpresence,politicalnous,communicationanddecisionmakingskillsalongsideanabilitytosortthewheatfromthechaff.
Managingacrossmultipleorganisations–similartoacorporatePlcexecutive,whereyouhaveoverviewofamyriadofvehicleswithmultipleownership.e.g.JVs,socialenterprises,health&councilenterprises,public-privateetc
ContinuetohavestrongfinancialnousbutthatincludesP&L,investmentfundingandequitystorytypeskills.Thenallthecurrentones,politicalawareness(bigandsmallP),leadership,managingcomplexity,innovation,direction.
All Participant Responses
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A bit more to say…
Concise…
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Forgingstrongandoutcomefocussedpartnerships
Shapingcreative,commercialandentrepreneurialservices
Theabilitytoseebeyondthehorizontoaplaceothersmaynotwanttotread,justyet
Theabilitytoleadandconvinceothersofajourneyworthpursuing
Beingabletoleadafocusonintegratedpublicservicesinaplace
Beingabletosetoutandcommunicateavisionforintegratedpublicservicesandenergisearangeoforganisationsaroundthat
Beingabletoleadmajororganisationalchangetoreflectaradicallydifferentfinancialenvelopeandregime
Futurechiefexecutiveswillbeexceptionalatengagingbothstaffandpartners.Theywillbeabletoformulateandarticulateasenseofdirectionwhilstalsoshowingflexibilityinchangingcircumstances
Partnershipworking,politicalnous,commissioningandsourcingofservices,commercialacumen,emotionalintelligence,achievementdrive,customerserviceandperformancemanagement
Teambuilding…youcan’tbesuccessfulorsurviveonyourown!
Realisingthepotentialofnewtechnologiesandapproaches,e.g.socialmedia
And,asalways,operatingatthepoliticalinterface
Negotiation,partnerships,financialmanagement,costcutting
Trust/authenticity–theabilitytoworkthroughandwithothersandclarityoffocus
Judgement–workingacrossMembersandOfficers
Leadingbeyondorganisationalboundaries
Connectingwiththecapacityofcommunities
Managingnotjustmeasuringperformance
Leadershipofplace,particularlyoneconomicdevelopment/regeneration
Partnershipwithotherpublicbodiesespeciallyhealth
Abilitytodrivechange&savemoneyinchallengingenvironment
Topqualityskillsinadvising&workinginapoliticalenvironment
Sometraditional‘musthaves’:–Politicalacumen–Financialcompetence–Sharpcommunicationskills–Pickingagreatteam–Networkingwithkeypartners
Othersaroundcreatinganagilebusiness:–Makingsenseofuncertainty–Backingtherightchangeprojects–Repositioningthecouncilasafacilitator
Beingabletoleadduringcomplexityandmanageambiguity
Beingabletoworkandleadacrossplaceworkingwithpartners
Beingabletoleadtransformativechange
Beinggreatatcommunicationandabletoleadthroughtrust
Abilitytooperateinadigitalnetworkedworld
Abilitytobuildconsensusanddeveloppartnerships–acrosssectors
Abilitytojugglemanifestcompetingdemands
Communicationsandstakeholdermanagement
Abilitytocreateavisionandleadpartnersandstaff
Politicalmanagement,initswidestandleast‘political’sense
Effectiveresourceandbudgetmanagement
Highlevelinfluencingandcommunicationskills
Arigorousandunsentimentalapproachtopeoplemanagement:everythingfromtalentmanagementtoabsencemanagementandincludinggrievances/disciplinaries
All Participant Responses
Wow!Iftheroleofthechiefexecutiveischallengingnow,theviewfortheroleinthefuturewillincludeevenmorelayersofskillandfocus.IftherewereanydifferencesbetweentherequiredskillsetofprivatesectorCEsandthoseoftheLocalGovernment,itwillnotbeevidentinthefuture.ReplaceshareholderswithCentralGovernment,andtheskillsetismirrored.Thepoliticalbackdropwillstillbethere,butthefocusonleadershipskillsandgeneralbusinessacumenwillbemoreprevalent.
“A bit more to say cont…
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What advice would you give to anyone thinking about becoming a chief executive?Q
Onlydoitifyouenjoythepoliticalworld
Checkyouhavetheresilienceanddrivetodoit
It’sthebestjobintheworld!Makesureyouunderstandthatthechiefexecutivemaybeatthetopoftheemployeemanagementhierarchybutheorsheisalsoatthebottomofthepoliticalpowerhierarchy.Iwouldgivethemawartsandallviewandiftheystillhavethestomachforit,Iwouldencouragethem.Bepreparedtodealwithgeniusandmadnessinequalmeasure
Decidewhetheryouwanttodowhatthepublicvalueandmakethem‘happy’orwhetheryouwanttoleadforthegreatergood
Getavariedcareer,preferablywithsomecommercialexperience;focusonnumbersandleadershipandbeclearwhatyourprioritiesare
Establishyourteam
Setoutaclearstrategy(understandwhatastrategyisandisnot).Beawareofwhatyouaregettingyourselfinto
Developyourresilienceskillsandnetworks
Goforit!Buildsupportnetworks
Don’tblameothers
Focusonbuildingateamthatcantrusteachother,don’tdoitifyouareashrinkingviolet
Bepreparedtocommitforaminimumof5yearstobuildsomethinglasting
Getfit,onlyfightthebattlesyouhaveto,retainselfawareness,engagewithyourstaff,treatpersonalcredibilityasapreciouspoliticalresource;donotconfuseyourrolewiththatofanelectedLeader;donotlosesightofyourfamilyorpersonallife.Beprepared!
Youmustbelieveyoucandoit...itrequires24/365commitment–youneverstopthinkingaboutitbecauseitsurroundsyouin‘yourplace’...andeveryoneseemstoknowyou!
Youmustbeabletomanagestakeholders,beanexemplargameplayerandbehappyforotherstotakecreditwhilstyoutaketheblame
Iwouldarguestronglythatyoumusthaveasenseofbelongingtotheplaceyouarelookingafter–feelthatyouarepartofthecommunity...thusbeingsuccessfulinyourrolehelpstheveryfabricofthecommunityyou‘serve’
Iargueweonlydo2things–wehelpwiththeWELLBEING&SAFEGUARDING...so,ifyouwanttodothatthenthinkaboutbeingaCEOofacouncil
Remembertoneverlosefocusonwhatmattersmost,getyourselfasuitofarmour,brushuponyourresilienceskills,andjumpinwithbothfeet
All Participant Responses
After reading through parts of this report, the instant reaction might be ‘don’t’! WithcontinuingCentralGovernmentinfluenceandfurtherausteritymeasureslooming,ourrespondentshighlightedtheneedtohaveskillsinbusinessacumen,leadership,partnershipandcommunicationaskeyforthebuddingchiefexecutive.Notwithstandingthepriorityofbeingpoliticallyastute,thenextgenerationofCE’swillneedtobemulti-skilled,experienced,strategic,agileandpreparedforalmostanything.
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Understandthecomplexitiesofthemanagerial/politicalinterface
Buildastrongteamwhichismutuallyloyal
Bealivetothefrustrationsandthechallenges,butifyouare–andyouacceptthem–thenitisanimmenseprivilegeandcanbeasourceofhugeprofessionalsatisfaction
TalktoservingCEs
Beclearaboutyourowncopingstrategy
Developresilienceinbucketsandathickskin
Ensureyouhaveaneffectivementor
Keepfocusingontacticstogetthingsdoneandtheoutcomeratherthantheprocess.
Ensureyoumaintainaworklifebalance–keepyourweekendforfriendsandfamilyandwhatmakesyouhappier
Onlytakeajobwhereyoucangenuinelyworkwiththeleadingpoliticians
Neverliveintheareayouwork–youneedthespacetochill
Neverdisagreewithpoliticiansonapersonalorpolicymatterinpublic,savedisagreementsforbehindcloseddoorsunlessitisunlawfulwhatisbeingproposed
Buildyourteamsandmaintainthem,itwillbetoyourbenefitinthelongandshortrun!
Itisyourjobtomaketherelationshipbetweentheleaderandofficers,particularlythechiefexecutive,work
Haveandkeepasenseofhumour
Goforit,butbewellawareofthecommitmentrequiredintimeandcapacity
Doit,it’sthebestjobyouwilleverhave
Trytounderstandpeoplesbestandworstbehavioursasyouwillencounterthem.Manageyourselfwell,soyoucanmanageotherswell,keepclosecounselandleadwithintegrity
Doyourresearch,readabookcalled‘Power’nottomimicitbuttounderstandit,ohandreadKiplings‘if’andyouwillbeprepared!!
Listenbeforeyoustartdirectingothers
Don’tunderestimatethemassivestepfromadirector’srole
Looktoyournewpeersforsupport
Getawidevarietyofexperienceincludingexperienceoffrontlineservicedeliveryandnotjustpolicywork
Keeplearning–lookatnewtechniquesandapproaches–demandmanagement,commercialskillsetc
Bestjobintheworldifyoufinddifferencesinpeopleandplacesinteresting
It’snotthejobyouthinkitisanditendlesslychanges
It’sstillfascinating
Youneedtobeagoodmanagerandenjoyleadership
Lookafteryourselfandrememberthatyouneedtomaintainpersonalresilience
Enjoytheprivilege
TalktoseveralCEsabouttherole.Therewillbeverydifferentstylesbutunderstandingthethemesandchallengesisimportant.Makesureyouwon’tbetoointolerantofMembers–wedoliveinademocracy!
Takethejobwithyoureyesopen–soresearchtheroleandtheparticularauthority
RememberthatbystatuteyouworkforallmembersoftheCouncil,notjusttheadministration–andmakesureyoudemonstratethatfact
Pickagoodteamaroundyou–you’llneedit
All Participant Responses cont…
Soundadviceindeed,butwhatwillthefuturehold?AnimprovedandmuchstrongerrelationshipbetweenCentralandLocalGovernmentwithmoreempowermenttodeliverfirstclassservicesthrougharangeofpartnershipsandsharedresourcesoradilutedadministrationsupportfunctionwithlittleornocontrolprovidinglimiteddirectservices?Onlytimewilltell.Anyonethinkingofbecomingachiefexecutivewillnotonlyneedthefullrangeofskillsandattributesoutlinedthroughoutthereport,butmayneedtoadapttoacompletelydifferentmodeloverthenextthreetofiveyears.
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Wewouldliketothankallthechiefexecutiveswhocontributedtooursurvey.
Ithasprovideduswithsomegreatinsightsintowhatisahugelychallengingrole,arolethatrequiresdedicationandcommitment,abalanceofsoftandhardskillsandtheabilitytooperatewithinahighlypoliticallychargedenvironment.OurCEsareproudoftheirwork,proudtoholdtheposition,readytofacethenextroundofchallengesandencourageotherstodothesame.
If,likeus,youareinterestedinwhatmakesagoodleaderandyouwouldliketodiscussanyaspectsofthesurveyfurther,pleasecontactoneofourLocalGovernmentconsultants:
About Penna
PennaisaglobalHRServicesGroup.Througheffectiveservicesandunrivalledexpertise,wehelporganisationstoimprovebusinessperformancethroughtheirpeople.Whetherrecruiting,developingtalent,improvingperformance,restructuringordownsizing,Pennahasadepthofknowledgeandexpertisethatensureswedeliversolutionstoyourpeoplechallengesthatarebothappropriateandmeasurable.
Ourexpertisespanstheentireemploymentlifecycle–fromattractionandcommunications,managedrecruitment,executivesearch,executiveinterimandassessmenttoboard&executivecoaching,learninganddevelopment,consultingsolutionsandoutplacement.
Weworkwithalargenumberofhighprofilepublicsectorbodiesaswellasclientsacrossallprivatesectors.
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