Navigating through Local Government Reorganisation: Practical Tips from Andrew Pritchard
- truthaboutlocalgov
- 4 days ago
- 4 min read
Local government reorganisation (LGR) is never a straightforward journey. It’s a complex, often emotionally charged process that reshapes institutions, roles, and identities. For those involved, it can feel like navigating uncharted waters. Andrew Pritchard, Chief Executive at Runnymede Borough Council, has been through three such reorganisations. His reflections offer a grounded, human-centred approach to managing the upheaval and uncertainty that LGR inevitably brings.
In this blog, we explore Andrew’s practical tips and personal philosophies, which serve as a compass for anyone facing the challenges of local government transformation.
1. Everyone’s Experience is Unique
One of Andrew’s most important reminders is that no two people experience LGR in the same way. “You cannot and should not force people to respond or react in a particular way,” he says. This insight is crucial. While some may embrace change with enthusiasm, others may feel anxious, resistant, or even disoriented.
Leaders and colleagues alike must recognise and respect this diversity of response. Empathy, patience, and open communication are key. Creating space for people to process change in their own time and way fosters a healthier, more resilient organisational culture.
2. Start with Yourself
“You have to look after yourself and get your head sorted out before you can help others,” Andrew advises. This is not selfishness—it’s sustainability. In times of upheaval, leaders often feel compelled to be constantly available, to solve every problem, and to support everyone else. But burnout helps no one.
Taking time to reflect, rest, and recalibrate is essential. Whether it’s through mindfulness, exercise, journaling, or simply stepping away from the desk, self-care is a prerequisite for effective leadership and support.
3. Plan for Every Eventuality
Ambiguity is one of the most stressful aspects of LGR. Andrew’s advice?
“Look at every eventuality that could happen and make a plan if that happens. Take the ambiguity out of it.”
By proactively mapping out scenarios—best case, worst case, and everything in between—you reduce the fear of the unknown. This doesn’t mean you can predict everything, but it does mean you’re better prepared. It’s about controlling the controllables and building confidence through clarity.
4. Find Your Coping Mechanism
Change is emotionally taxing. Andrew encourages everyone to “find a coping mechanism that works for you.” This might be a hobby, a routine, or a support network. “Find a support group, family or friends and communicate with them.”
Talking things through, sharing frustrations, and celebrating small wins with trusted people can make a world of difference. It reminds us that we’re not alone and that our worth isn’t tied solely to our professional roles.
5. Regularise the Irregular
In a time of flux, consistency becomes a lifeline. Andrew suggests we “regularise the irregular.” This might mean establishing new routines, setting clear expectations, or creating temporary structures that bring stability.
Even small rituals—like a weekly team check-in or a daily planning session—can provide a sense of normalcy. These anchors help people stay grounded and focused amid the shifting sands of reorganisation.
6. Create a Legacy You’re Proud Of
“Think of your activities as a gift to the next council,” Andrew says. “Will they inherit a positive or negative gift?” This perspective reframes the work of transition. Rather than seeing it as a winding down, it becomes an opportunity to build something meaningful. Whether it’s a well-documented process, a cohesive team culture, or a successful project, the legacy you leave matters.
Ask yourself: What do I want to be remembered for? What foundations am I laying for those who come after me?
7. Make It a Glide Path, Not a Cliff Edge
One of the most practical pieces of advice Andrew offers is to avoid treating the end of one council and the start of another as a “cliff edge.” Instead, aim for a “glide path.”
This means managing transitions gradually and thoughtfully. For example, rather than making everyone in a redundancy pool redundant at once, keep some on for specific projects. Extend temporary contracts where possible to maintain continuity.
This approach not only preserves institutional knowledge but also reduces the emotional shock of sudden change.
8. Know When You’re Supporting and When You’re Being Supported
“You are either supporting or being supported,” Andrew notes. “Ensure you know the roles you are taking with a specific task. It is healthy and necessary to flip between the two.”
This dynamic balance is vital. Leaders aren’t immune to stress, and junior staff often have valuable insights and emotional intelligence to offer. Recognising when to lead and when to lean on others fosters mutual respect and shared responsibility.
9. Anchor Your Identity in Values, Not Roles
One of the most profound insights Andrew shares is the importance of having “an identity that is not cemented to a position, place or organisation.”
In times of organisational change, roles can disappear, departments can dissolve, and familiar structures can vanish. If your sense of self is tied too tightly to your job title or office, the impact can be devastating.
Instead, Andrew encourages us to root our identity in values and morals—qualities like integrity, compassion, and service. These are portable. They travel with you, no matter where you go or what role you take on next.
10. Focus Your Energy Where It Matters
Finally, Andrew offers a simple but powerful decision-making tool: “When thinking about a task, ask yourself if it is something that you can influence or not. If it is not, then don’t commit energy to it.”
This principle is liberating. It helps you conserve energy, reduce frustration, and stay focused on what you can actually change. It’s about working smarter, not harder—and recognising that acceptance is sometimes the most strategic choice.
Conclusion: Leading Through Change with Humanity and Wisdom
Andrew Pritchard’s reflections on local government reorganisation are more than just practical tips—they’re a philosophy of leadership rooted in empathy, foresight, and resilience. His experience reminds us that while structures may change, the human element remains constant.
By looking after ourselves, supporting one another, and focusing on what we can control, we can navigate even the most complex transitions with grace. And in doing so, we don’t just survive change—we shape it, and leave behind a legacy worth inheriting.
