Curiosity, Connection, and the T Model: Building Strategic Leadership in Local Government

In today’s local government landscape, the pressures are immense. Budgets are tightening, demands are rising, and the pace of change is relentless. Yet amidst these challenges lies an opportunity—an opportunity to lead differently, to think more strategically, and to foster a culture of curiosity that empowers officers at every level to look beyond their immediate roles and embrace the interconnectedness of the council’s work.

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This blog explores why curiosity is not a luxury but a necessity in local government, especially for those stepping into management roles. It also introduces the T model as a framework for developing well-rounded, strategic leaders who can navigate complexity and deliver better outcomes for communities.

The Case for Curiosity in Local Government

Curiosity is often misunderstood as a soft skill—something nice to have when time allows. But in local government, curiosity is a strategic asset. It is the engine that drives innovation, collaboration, and continuous improvement.

As the late Sir Ken Robinson once said, “Curiosity is the engine of achievement.” In a sector where we are constantly being asked to do more with less, curiosity enables us to ask better questions, challenge assumptions, and seek out new ways of working.

"Curiosity is the engine of achievement." Sir Ken Robinson

For new managers, curiosity is especially vital. The transition into leadership can be overwhelming, and the temptation is to focus narrowly on one’s own service area. But effective leadership requires a broader view—an understanding of how different departments, partners, and systems interact. Without this, we risk becoming siloed, reactive, and disconnected from the bigger picture.

Introducing the T Model

The T model is a powerful metaphor for the kind of leadership we need in local government today. It describes individuals who have:

• Deep expertise in a specific area (the vertical bar of the T)

• Broad knowledge and curiosity across other disciplines (the horizontal bar of the T)

In practice, this means a planner who understands the financial implications of development decisions. A social care manager who appreciates the housing challenges their clients face. A finance officer who considers the long-term social impact of budget cuts.

This cross-disciplinary awareness is not about becoming a generalist. It’s about developing the ability to think laterally, to connect the dots, and to understand how your work fits into the wider system.

Breaking Down Silos: Why It Matters

Local government is a matrix. Every decision made in one part of the council has ripple effects elsewhere. Yet too often, we operate in silos—each department focused on its own targets, budgets, and pressures.

To break down these silos, we need to create the conditions for curiosity to thrive. This starts with psychological safety—the belief that it’s safe to ask questions, admit gaps in knowledge, and explore new ideas without fear of judgement.

“When people feel safe to speak up, organisations learn faster and perform better.” Amy Edmondson

In local government, this means creating space for reflection, encouraging cross-departmental collaboration, and valuing learning as much as delivery.

Creating a Culture of Curiosity

So how do we build this culture in practice? Here are some key strategies:

1. Model Curiosity from the Top

Senior leaders and elected members must lead by example. When they ask questions, seek out learning, and show interest in other departments’ work, it sets the tone for the rest of the organisation.

2. Make Time for Reflection

In a world of back-to-back meetings and constant firefighting, reflection can feel like a luxury. But it’s essential. Managers need protected time to step back, think strategically, and explore what others are doing—both within and beyond the council.

3. Encourage Cross-Pollination

Create opportunities for staff to get involved in projects outside their usual remit. Job shadowing, secondments, and cross-functional working groups can all help build the horizontal bar of the T.

4. Celebrate Learning and Exploration

Recognise and reward those who go beyond their comfort zone, who ask questions, and who bring back insights from other sectors or authorities. Curiosity should be seen as a strength, not a distraction.

5. Leverage Proximity and Osmosis

Learning doesn’t just happen in formal settings. It happens through conversations, observations, and shared experiences. Co-locating teams, encouraging informal networking, and creating shared spaces can all help ideas flow more freely.

Learning from Others: The Power of Looking Outwards

One of the most effective ways to spark curiosity is to look beyond your own organisation. What are other councils doing to tackle similar challenges? What can we learn from the private sector, the NHS, or the voluntary sector?

“We don’t have time not to learn from others. Reinventing the wheel is a luxury we can’t afford.” Local Government Chief Executive.

Encourage managers to attend conferences, join professional networks, and read widely. Create forums where staff can share what they’ve learned and explore how it might apply locally.

Overcoming the “Too Busy” Barrier

A common refrain in local government is: “I’d love to do that, but I’m too busy.” And it’s true—resources are stretched, and the demands are real. But the answer is not to double down on delivery at the expense of learning. It’s to recognise that curiosity and reflection are part of the job, not an optional extra.

Senior leaders and members have a critical role to play here. They must create the psychological and practical space for managers to think, explore, and connect. This might mean:

• Reducing unnecessary reporting

• Protecting time for learning and development

• Encouraging experimentation and learning from failure

The Strategic Payoff

When we invest in curiosity and the T model, we develop more strategic, adaptable, and effective managers. These are the leaders who can:

• See the bigger picture

• Anticipate unintended consequences

• Build stronger partnerships

• Innovate in the face of constraint

Ultimately, this leads to better outcomes for our communities. Because when officers understand how the whole system works, they can make better decisions, collaborate more effectively, and deliver services that truly meet people’s needs.

Conclusion: A Call to Action

We cannot afford to be insular. The challenges we face—climate change, inequality, financial pressure—are too complex for siloed thinking. We must look outwards, think strategically, and continually ask: What is the impact of this action? How can we improve?

By embracing curiosity, fostering psychological safety, and developing T-shaped leaders, we can build a local government workforce that is not only resilient but visionary. A workforce that learns, adapts, and delivers—together.

As Albert Einstein once said: “The important thing is not to stop questioning. Curiosity has its own reason for existing.”

Let’s make curiosity a cornerstone of our leadership culture. Our communities deserve nothing less.