This study examined how changing priorities in local government due to economic conditions and policies have impacted leadership skills. It found that modernization is the top priority but declines post-recession. The biggest skills gap is visionary leadership. While the chief executive role is more important, it is seen as less aspirational. There is also insufficient succession planning. It recommends local governments better define priority competencies, behaviors for skills like visionary and engagement, and develop talent to fill skills gaps from sectors like private and non-profit.

1. Local Government
Leadership Study
Martin Tucker
GatenbySanderson

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. 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. 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. Leadership Priorities Now
21% Modernisation
30% Engagement
Efficiencies
Partnership working
13% New busines models
Economic prosperity
5%
Strategic thinking
5%
10% Other
8%
8%

6. Leadership Priorities Now & Post Recession
7%
21%
Modernisation
All Other
79%
93%

7. Leadership Priorities Now & Post Recession
9%
13%
Engagement
All Other
87%
91%

8. Leadership Priorities Now & Post Recession
10%
13%
Efficiencies
Efficiencies
All Other
All Other
90%
87%

9. Leadership Priorities Now & Post Recession
5%
8%
Partnership Working
All Other
95%
92%

10. Leadership Priorities Now & Post Recession
7%
8%
New Business models
business
All Other
93%
92%

11. Leadership Priorities Now & Post Recession
5%11%
Economic Prosperity
All Other
89%
95%

12. Top CX Qualities & Skills
25
20
15
10
5
0
Pre Now Post
Visionary Political astuteness Resilience
Communication Make change happen Strategic direction
Integrity Interpersonal Fiscal

13. Biggest Skills gaps
Visionary
Commercialism
Making change happen
26% 18%
Interpersonal/influential
12% Motivational/inspirational
5%
5% Focus/direction/decisiven
11% ess
5%
5% 7% Emotional Intelligence
6%
Communicator
Partnership working
/collaboration
Other

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. 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. Which sector likely to fill gaps?
7 6 0
7 Private
37
Suppliers to public sector
15 Not for profit
LG
Health
28
CG
Education

17. Thinking like the private sector
Key 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. 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