Martin Tucker - Local Government Leadership Study - PPMA Seminar April 2012


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  • Ask the audience what has been achieved in each example: Steve Jobs (anticipating what people want and an obsession with form and function; Clive Sinclair (C5 - an inventor with a great idea but a form that people didn’t want); Rausing solving a market problem and virtually creating self service; Terry Leahy (insurance/banking/online); Dell didn’t invent a thing but cut out the middle men to provide good computers at the lowest possible cost; Bezos took 7 years to show a profit but understood long term opportunity of online shopping; Branson (lived the brand and swept others along with personal belief); O’Leary (understood that consumers would trade comfort for regular, cheap travel and operates business at maximum efficiency)
  • Which has been proven to be the most important by far in terms of organisational growth? Answer: Customer impact
  • Martin Tucker - Local Government Leadership Study - PPMA Seminar April 2012

    1. 1. Local Government Leadership Study Martin TuckerGatenbySanderson
    2. 2. What we did• Study to determine how government policy and the economic downturn has impacted upon LG priorities.• Determine whether these changing priorities are reflected in leadership skills at CX level• Consider what does the future hold?• Where are the skills gaps?• How effective is the sector in planning the succession of key leaders?
    3. 3. Our findings• Local Government has too many priorities! – There were 29 different categories of priorities in total ranging from the very broad ‘change’ to the more specific ‘pension schemes’.• Modernisation is the most important priority now by some margin but falls in significance post recession – Is this optimism or short termism?• The number one skills gap is ‘vision’ – Does this reflect a lack of farsightedness amongst current CXs or that visionaries are a rare breed?• Focus/strategic direction considered relatively less important – See point one above!
    4. 4. The role itself• 73% think that the CX is more important than ever – But 46% believe that the role is less aspirational as a career• And 92% believe there is insufficient CX succession planning/development within the sector• While modernisation, new business models and innovation are seen as key, 68% of respondent organisations had no plans to re-shape the role of CX
    5. 5. Leadership Priorities Now 21% Modernisation 30% Engagement Efficiencies Partnership working 13% New busines models Economic prosperity5% Strategic thinking 5% 10% Other 8% 8%
    6. 6. Leadership Priorities Now & Post Recession 7% 21% Modernisation All Other 79% 93%
    7. 7. Leadership Priorities Now & Post Recession 9% 13% Engagement All Other 87% 91%
    8. 8. Leadership Priorities Now & Post Recession 10% 13% Efficiencies Efficiencies All Other All Other 90% 87%
    9. 9. Leadership Priorities Now & Post Recession 5% 8% Partnership Working All Other 95% 92%
    10. 10. Leadership Priorities Now & Post Recession 7% 8% New Business models business All Other 93% 92%
    11. 11. Leadership Priorities Now & Post Recession 5%11% Economic Prosperity All Other 89% 95%
    12. 12. Top CX Qualities & Skills2520151050 Pre Now Post Visionary Political astuteness Resilience Communication Make change happen Strategic direction Integrity Interpersonal Fiscal
    13. 13. Biggest Skills gaps Visionary Commercialism Making change happen 26% 18% Interpersonal/influential 12% Motivational/inspirational5% 5% Focus/direction/decisiven 11% ess 5% 5% 7% Emotional Intelligence 6% Communicator Partnership working /collaboration Other
    14. 14. Making behaviours meaningful• We probably know what we want from more traditional skills such as political adroitness and budget management• But may be less sure footed when it comes to more impalpable qualities such a ‘visionary’ or ‘engagement’ and ‘innovator’• What do these look like? how do you know when you’ve got them? and how can you measure it?• How do you ensure focus on the competencies that matter most for future growth of the organisation?• How do you build a critical mass?
    15. 15. What do these skills look like?• Being a visionary – Steve Jobs? – Clive Sinclair? – Rausing (Tetrapak) brothers?• New Business models: – Terry Leahy of Tesco? – Michael Dell? – Jeff Bezos of Amazon?• Engagement – Richard Branson?• Efficiencies & forcing change – Michael O’Leary?
    16. 16. Which sector likely to fill gaps? 7 6 0 7 Private 37 Suppliers to public sector15 Not for profit LG Health 28 CG Education
    17. 17. Thinking like the private sectorKey Business Competencies:• Results Driven – clarity around accountability and results• Collaboration, influence and engagement – effectiveness in working with peers or partners not in line of command• Strategic orientation – an ability to identify and create long term advantage to the organisation• Customer impact – an obsession with anticipating customer impact• Change leadership – driving through change• Developing organisational capability – attracting and developing a critical mass of talent• Insight – how the environment or ‘market’ will impact upon the organisation
    18. 18. What you can do now• Time to re-look at JDs/PSs• Sharpen your focus in terms of priorities• Establish what competencies are needed to achieve these AND clearly define what these look like• Identify clear actions and outcomes required to achieve excellence• Don’t expect to find all competencies in one person – Nurture the brilliance ‘spikes’ rather than tackling weaker areas• Fill in the gaps by creating a critical mass of talent – Implement a long term gap analysis – Adjust recruitment processes