From Director to Chief Executive: Navigating the Transition in Local Government

For many senior officers in local government, the aspiration to become a Chief Executive (CE) is a natural progression. However, the leap from Director to CE is not merely a promotion—it’s a transformation. It requires a fundamental shift in mindset, a broader understanding of systems, and a deep commitment to public service. This blog post explores the key areas that Directors must consider and develop to successfully make this transition.

1. Shift in Mindset: From Operational to Strategic

The most significant change when moving from Director to Chief Executive is the shift in thinking. As a Director, your focus is often on delivering services, managing teams, and achieving departmental goals. As a CE, your role becomes far more strategic. You must begin to see the organisation as a whole—how systems interconnect, how decisions ripple across departments, and how strategic choices shape the future of the community. It’s about stepping back from the day-to-day and asking, “What kind of council do we want to be in ten years?”

“You’re no longer the expert in the room—you’re the conductor of the orchestra.”

2. Broad Experience: Beyond Your Specialism

To be a credible candidate for CE, you need to demonstrate breadth. That means gaining experience outside your core discipline. If you’re a Director of Children’s Services, get involved in housing, finance, or environmental planning. Understand how different services impact each other and the community.

This cross-functional experience not only builds your knowledge but also shows that you can lead across the whole council, not just your patch.

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3. Balance and Judgement: The Art of Decision-Making

Chief Executives are constantly required to make decisions with incomplete information. The skill lies in gathering insights, listening to expert advice, and applying sound judgement.

You must be able to weigh competing priorities, assess risks, and articulate a clear, informed view. This is where your ability to assimilate information and remain calm under pressure becomes invaluable.

4. Political Intelligence: Navigating the Landscape

Local government is inherently political. As a CE, you must understand the pressures, constraints, and motivations of elected members from all parties—while remaining apolitical yourself.

Political intelligence is about reading the room, understanding the timing of decisions, and knowing when to push and when to pause. It’s about building trust with members and helping them deliver their ambitions within the legal and financial framework of the council.

5. Communication: Clarity, Consistency, Connection

Communication is a cornerstone of leadership. As CE, you must keep staff, members, and partners informed—even when you can’t share everything.

Building strong relationships with stakeholders, being visible, and communicating with authenticity are essential. People need to know what you stand for and that you’re listening.

6. Strategic Relationships: Looking Outward and Forward

The CE role extends far beyond the council. You’ll need to build strategic relationships with the police, NHS, voluntary sector, and regional bodies. These partnerships are crucial for long-term planning and delivering outcomes for residents.

You must be able to influence at a high level and think 5–10 years ahead. What will your place look like in a decade? What role will your council play in shaping that future?

7. Governance and Constitution: Know the Rules, Live the Values

Understanding your council’s constitution isn’t just about compliance—it’s about integrity. As CE, you are the guardian of good governance. Get involved in working groups, policy development, and constitutional reviews. Show that you understand the rules of engagement and that you live by them.

8. Leadership and Public Role: The Face of the Council

The CE is a public figure. You’ll be on the platform, in the media, and in the chamber. You must be comfortable leading in public, speaking with confidence, and representing the council with integrity. This is not about ego—it’s about outcomes. Your focus must always be on what’s best for the community.

9. Diverse Involvement: Step Outside Your Comfort Zone

To grow as a leader, you must stretch yourself. Get involved in Equality, Diversity, and Inclusion (EDI) initiatives, local planning, and policy shaping. These experiences broaden your perspective and show that you’re committed to the whole organisation.

“You don’t need to do the circuit or speak at every conference. What matters is your integrity, your political nous, and your willingness to give your heart and soul.”

10. Board Experience: See the Bigger Picture

Joining Non-Executive Director (NED) boards—whether in housing, the NHS, or the charity sector—gives you invaluable insight into different governance models and organisational dynamics. It also shows that you can operate at a strategic level beyond your own council and that you understand the wider system in which local government operates.

11. Exposure and Visibility: Be Seen, Be Known

Visibility matters. Seek out secondments, shadow your current CE, and attend leadership meetings. These experiences demystify the role and help you understand how decisions are made.

Make sure people know who you are and what you stand for. Curate your professional journey so that when people Google you, they see a leader with integrity, experience, and a clear narrative.

12. Coaching and Mentoring: Lift Others as You Climb

Great leaders develop others. As you rise, invest time in coaching and mentoring. Help colleagues find their path, and influence the culture of your organisation. This not only builds your leadership credentials but also creates a legacy of talent and trust.

13. Crafting Your Narrative: Apply with Purpose

When you apply for a CE role, it’s not just about ticking boxes. Members want to know why you’ve applied to them. What’s your connection to their place? What’s your story?

If you’re applying to Norfolk and your mum grew up there—say so. Authenticity matters. Don’t just apply for anything. Apply for the right thing, with a narrative that resonates.

14. Due Diligence: Know the Place, Know the People

Before applying, do your homework. Visit the area. Talk to people. Understand the challenges and opportunities. If you haven’t been there, how can you persuade members that you’re the right person? This is about building a conversation, not just submitting a CV.

15. Be Damn Good at Your Job

Ultimately, the best preparation for becoming a CE is being excellent in your current role. Deliver results. Build trust. Show integrity.

“Elected members vote for you. They haven’t been to the conference. They want to know: are you a decent person? Do you have political nous? Are you willing to give your heart and soul?”

Final Thoughts: Curate Your Journey

Be intentional. Don’t spread yourself too thin. Understand the rules of the game. Your CV should reflect your track record, not your speaking engagements.

Prepare for scrutiny. People will look into your background. Be ready to answer the tough questions. And above all, stay true to your values. The journey from Director to Chief Executive is challenging—but it’s also one of the most rewarding paths in public service. If you’re ready to lead with purpose, integrity, and vision, the opportunity is yours to take.