From Mandate to Delivery: Why Building Strong Relationships with Council Officers is Essential for Elected Members

When you take the decision to run for elected office, you are stepping into a role of immense responsibility. You are no longer just a concerned citizen or a passionate advocate—you are now a representative of your community, entrusted with the power to shape its future. But while your mandate may come from the ballot box, your ability to deliver on that mandate depends heavily on the people who work behind the scenes: the council officers.

This blog is written for elected members who are new to politics, those who have recently transitioned from opposition to majority, or any councillor who wants to reflect on how to build a more effective, collaborative relationship with the officers they work alongside. Because the truth is simple: you cannot deliver alone.

The Role of the Elected Member vs. the Role of the Officer

Let’s start by clarifying the distinction between the roles of elected members and officers. As an elected member, you are the voice of the people. You bring the democratic mandate, the political vision, and the accountability to the electorate. Officers, on the other hand, are politically neutral professionals. They bring expertise, continuity, and the operational capacity to turn political vision into tangible outcomes.

As one senior officer once put it:

“Councillors set the destination. Officers chart the course and steer the ship.”

This division of roles is not just a matter of protocol—it is the foundation of effective local governance. When both sides understand and respect each other’s roles, the council functions smoothly. When they don’t, the entire organisation suffers.

Understanding the Human Side of Change

One of the most overlooked aspects of political transitions is the emotional and psychological impact on officers. When a new administration comes in—especially one with a very different agenda—it can be a time of great uncertainty for council staff. Officers may worry about job security, shifts in priorities, or whether their professional advice will still be valued.

It’s important to remember that while officers are politically neutral, they are also human beings. They have dedicated their careers to public service, and many have deep roots in the communities they serve. Change, even when positive, can be stressful.

As a newly elected or newly empowered member, you have a unique opportunity to set the tone. Show empathy. Acknowledge the challenges of transition. Make it clear that you are here to work with officers, not against them.

“Empathy is not weakness,” said a former council leader. “It’s the glue that holds a high-performing organisation together.”

The Cost of Conflict

Unfortunately, not all members approach their role with this mindset. Some come in with a ‘bulldozer’ mentality—determined to shake things up, dismissive of officer advice, and quick to criticise. While this approach may feel assertive or even righteous, it is almost always counterproductive.

When officers feel undermined, disrespected, or ignored, the result is not faster progress—it’s the opposite. Morale drops. Communication breaks down. Innovation stalls. And ultimately, the quality of service to residents suffers.

“You can’t browbeat people into excellence,” said one chief executive. “You have to inspire it.”

If your goal is to deliver for your community—and it should be—then you need officers on your side. Not as subordinates, but as partners.

Setting the Tone from Day One

The first few weeks after an election or leadership change are critical. This is when relationships are formed, expectations are set, and the culture of collaboration (or conflict) begins to take shape. Here are some practical steps you can take to build a strong working relationship with officers from the outset:

1. Introduce Yourself with Respect

Don’t wait for officers to come to you. Reach out. Schedule introductory meetings. Ask about their roles, their challenges, and their ideas. Show that you value their experience.

2. Listen More Than You Speak

You may have a clear vision, but take time to understand the current landscape. Officers often have insights that can help you avoid pitfalls and seize opportunities more effectively.

Subscribe to the Truth about Local Government podcast

3. Be Clear About Your Priorities

Officers are not mind readers. Be transparent about your goals and the outcomes you want to achieve. This helps them align their work with your vision.

4. Respect Professional Boundaries

Officers are not political operatives. Don’t ask them to do things that compromise their neutrality. Instead, work with them to find lawful, ethical ways to advance your agenda.

5. Celebrate Successes Together

When things go well, share the credit. Publicly acknowledging the contributions of officers builds trust and morale.

The Power of Partnership

When elected members and officers work well together, the results can be transformative. Policies are implemented more effectively. Services improve. Communities thrive.

Consider the example of a council that successfully tackled homelessness through a cross-party initiative. The elected members brought the political will and community engagement. The officers brought data analysis, service coordination, and operational delivery. Together, they reduced rough sleeping by 60% in two years.

“It wasn’t about who got the credit,” said one councillor involved. “It was about getting the job done.”

This kind of success is only possible when there is mutual respect, open communication, and a shared commitment to the public good.

What to Do When Things Go Wrong

Even in the best relationships, there will be disagreements. That’s normal. The key is how you handle them.

If you feel that an officer is not being responsive or is resisting change, don’t jump to conclusions. Ask questions. Seek to understand their perspective. There may be legal, financial, or logistical constraints you’re not aware of.

If tensions escalate, use formal channels—such as group leaders, chief executives, or monitoring officers—to resolve issues professionally. Avoid public confrontations or personal attacks. These only damage trust and make collaboration harder.

“Disagreement is healthy,” said a former cabinet member. “Disrespect is not.”

Building a Culture of Mutual Respect

Ultimately, the relationship between members and officers is not just about individual personalities—it’s about culture. And culture is shaped by everyday actions, not just grand gestures.

Here are some habits that contribute to a positive culture:

• Be punctual and prepared for meetings.

• Respond to emails and briefings in a timely manner.

• Avoid micromanaging—trust officers to do their jobs.

• Ask for advice before making big decisions.

• Say thank you—it goes a long way.

These may seem like small things, but they add up. They signal that you see officers not just as functionaries, but as valued colleagues.

Conclusion: You’re in This Together

Being an elected member is a privilege. It’s also a challenge. You carry the hopes of your constituents and the weight of public expectation. But you are not alone.

Council officers are not obstacles to your vision—they are the people who will help you bring it to life. Treat them with respect. Work with them, not against them. And remember: division threatens delivery.

Set your stall out from day one. Make it clear that you are here to collaborate, to listen, and to lead with empathy. If you do, you will not only be a more effective councillor—you will help build an organisation that truly delivers for residents and communities.

“Politics is about people,” said a long-serving councillor. “And that includes the people you work with.”