Reclaiming Public Leadership: Lessons from Leadocracy by Geoff Smart

In Leadocracy: Hiring More Great Leaders (Like You) into Government, Geoff Smart delivers a bold and urgent message: the greatest challenge facing modern government is not a lack of resources, funding, or even ideas, but a lack of great leadership. Smart argues that “broken government” is society’s number one problem, and the solution is deceptively simple: “hiring more great leaders into government” .

This message is particularly relevant to local government officers in the UK, who are often on the front lines of public service delivery. From managing housing and social care to overseeing education and environmental services, local authorities play a vital role in shaping the everyday lives of citizens. Yet, despite this importance, many councils struggle to attract and retain the kind of high-calibre leadership that drives innovation, efficiency, and trust. This blog explores the key themes of Leadocracy and their relevance to local government. It offers insights into why talented leaders often avoid public service, and what councils can do to attract, empower, and retain them, ultimately building a more effective and inspiring public sector.

Subscribe to the Truth about Local Government podcast

1. The Leadership Deficit in Government

Smart opens Leadocracy with a provocative claim: “We have a who problem.” In other words, the root cause of many public sector challenges, whether it’s underperforming services, budget inefficiencies, or low citizen satisfaction, is not what we’re doing, but who is doing it. This insight reframes the conversation around public sector reform. Too often, debates focus on structures, policies, or funding levels. While these are important, Smart argues that the most critical variable is leadership. Without the right people in key roles, even the best-designed systems will falter.

Unlike the private sector, where leadership talent is actively sought, developed, and rewarded, government often struggles to attract and retain high-performing individuals. Bureaucracy, risk aversion, and political interference can deter even the most civic-minded professionals. In many cases, the public sector is seen as a place where ambition is stifled rather than nurtured. For local government officers, this diagnosis rings true. Many councils face leadership churn, skills shortages, and a lack of succession planning. The COVID-19 pandemic further exposed the fragility of leadership pipelines, as experienced officers retired or left the sector under pressure. Addressing this requires a fundamental rethink of how we recruit, develop, and support leaders in public service.

It also requires a cultural shift. Leadership must be seen not as a position of control, but as a responsibility to serve, inspire, and empower others. Councils that invest in leadership development, through mentoring, coaching, and peer learning, are better positioned to navigate complexity and deliver lasting impact.

2. Why Great Leaders Avoid Government

One of the most compelling sections of Leadocracy explores the reasons why talented leaders often steer clear of government roles. Smart identifies several barriers that discourage high-potential individuals from entering public service:

• Perceived inefficiency: Many leaders believe they won’t be able to make a meaningful impact within the constraints of government bureaucracy. The layers of approval, outdated systems, and slow decision-making processes can be deeply frustrating for those used to agile environments.

• Lack of autonomy: Public sector roles are often seen as overly regulated, with limited room for innovation or independent decision-making. Leaders who thrive on creativity and initiative may feel constrained by rigid procedures and political oversight.

• Reputational risk: The fear of public scrutiny, political backlash, or media criticism can discourage capable individuals from stepping into leadership roles. In a world of 24/7 news cycles and social media outrage, the risks of public service can seem to outweigh the rewards.

These perceptions are not unfounded, but they are not insurmountable. Local authorities can counter them by creating environments where leadership is valued, supported, and protected. This includes offering clear mandates, reducing red tape, and celebrating success.

For example, councils can empower service leads to pilot new initiatives without excessive oversight, or create “innovation zones” where teams are encouraged to experiment and learn. They can also provide leadership development programmes that build confidence and resilience in navigating public scrutiny. Moreover, councils must actively challenge the narrative that government is a place where good ideas go to die. By highlighting stories of successful public sector leaders, those who have improved services, saved money, or transformed communities, local authorities can inspire others to follow suit.

3. The Case for Public Sector Leadership

Despite the many challenges outlined in Leadocracy, Geoff Smart makes a passionate and persuasive case for why great leaders should enter government. “The impact you can have in public service is unmatched. You can improve the lives of thousands, even millions, of people,” he writes, reminding us that leadership in the public sector is not only necessary, but profoundly meaningful. This is especially true at the local level. Council leaders and senior officers are responsible for shaping the services that residents rely on every day, housing, education, transport, waste management, social care, and more. The decisions they make have immediate, tangible effects on people’s lives, often in ways that are more direct and visible than in national government or the private sector.

For example, a local authority’s decision to invest in early years education can transform the life chances of children in disadvantaged communities. A well-led housing department can reduce homelessness and improve public health. A visionary transport strategy can reduce emissions, improve mobility, and boost local economies. These are not abstract policy goals, they are real, measurable outcomes that affect real people. Moreover, public service offers a unique kind of fulfilment. While private sector roles may offer higher salaries, bonuses, or prestige, few can match the sense of purpose that comes from serving a community. As Smart puts it, “Leadership in government is not just a job, it’s a calling.” This sense of mission can be a powerful motivator, especially for those who want to leave a legacy of positive change.

In the UK, many local government leaders embody this ethos. From chief executives who have transformed failing councils into models of innovation, to service managers who have pioneered new approaches to adult social care, the public sector is full of inspiring examples. What’s needed now is to amplify these stories, and to make public leadership a more attractive and accessible path for the next generation.

4. Attracting and Retaining Great Leaders

So how can local government attract and retain the kind of leaders Smart champions in Leadocracy? The book offers several actionable strategies, many of which are directly applicable to councils across the UK. These strategies are not just about recruitment, they are about creating a culture where leadership can thrive.

a. Reframe the Narrative

One of the first steps is to change the way we talk about public service. Too often, government is portrayed as slow, inefficient, or uninspiring. This narrative discourages talented individuals from considering a career in local government.

Instead, councils must highlight the opportunities for impact, innovation, and legacy. They should showcase success stories of public sector leaders who have driven real change, whether it’s transforming children’s services, leading climate action, or improving digital inclusion. These stories should be shared widely, through social media, local press, and professional networks, to inspire others and shift perceptions.

b. Streamline Recruitment

Lengthy, opaque hiring processes are a major barrier to attracting top talent. In many councils, recruitment can take months, involve multiple rounds of interviews, and lack clear communication. This not only frustrates candidates but also risks losing them to more agile employers.

To compete with the private sector, councils should adopt more streamlined and transparent recruitment methods. This might include using competency-based interviews, leadership assessments, and values-based hiring. It also means being clear about the role, expectations, and opportunities for growth. Some local authorities are already experimenting with more innovative approaches, such as “talent pools” for senior roles, or fast-track schemes for emerging leaders. These initiatives can help build a stronger pipeline of leadership talent.

c. Invest in Leadership Development

Leadership is not innate; it can be cultivated. Local authorities must invest in the development of their current and future leaders. This includes formal training programmes, mentoring schemes, coaching, and opportunities for cross-sector learning.

Programmes like the Local Government Association’s Leadership Academy provide a strong foundation, but more is needed at the local level. Councils should create internal leadership pathways, support continuous professional development, and encourage staff to take on stretch assignments that build their skills and confidence.

Peer networks and communities of practice can also play a vital role. By connecting leaders across departments and councils, these networks foster collaboration, innovation, and shared learning.

d. Create a Culture of Trust and Autonomy

Great leaders thrive in environments where they are trusted to lead. This means giving them the freedom to innovate, the support to take risks, and the backing to weather criticism. It also means protecting them from undue political interference and creating space for honest dialogue and reflection.

Trust is built through relationships, not rules. Senior officers and elected members must work together to create a culture where leadership is respected and supported. This includes setting clear goals, providing regular feedback, and recognising achievements.

Autonomy does not mean working in isolation, it means having the authority and confidence to make decisions, solve problems, and lead change. Councils that empower their leaders in this way are more likely to attract and retain the kind of talent that Leadocracy envisions.

5. The Role of Existing Leaders

Geoff Smart is unequivocal in his message: the movement to bring more great leaders into government must be led by those already inside.

“If you’re a great leader already in government, your job is to recruit others like you.”

This is not just a suggestion, it’s a call to action, a challenge to those who have already chosen the path of public service to become ambassadors for it.

This message is particularly relevant for local government officers. Whether you’re a chief executive, a head of service, or a rising star in your department, you have a vital role to play in shaping the leadership culture of your organisation. Leadership is not confined to job titles or pay grades, it’s about influence, example, and commitment to a shared purpose.

Mentoring junior staff is one of the most powerful ways to build leadership capacity. By investing time in coaching, sharing knowledge, and offering encouragement, experienced officers can help develop the next generation of public sector leaders. This not only strengthens the organisation but also fosters a culture of learning and support.

Advocating for better recruitment practices is equally important. Existing leaders are often best placed to identify the gaps in current systems and to push for more inclusive, transparent, and effective hiring processes. This might involve sitting on interview panels, helping to design leadership development programmes, or working with HR teams to improve candidate outreach.

Perhaps most importantly, existing leaders must model the values they wish to see in others, integrity, courage, empathy, and service. These values are not abstract ideals; they are demonstrated in everyday actions, from how decisions are made to how colleagues are treated. When leaders embody these principles, they create a workplace culture that attracts and retains like-minded individuals.

It also means being vocal about the rewards of public service. Too often, the narrative around government work focuses on its challenges. While it’s important to be honest about the difficulties, it’s equally important to share the positives. By telling your story, why you joined, what you’ve achieved, and what keeps you motivated, you can inspire others to follow in your footsteps. In essence, every leader in local government has the power to be a recruiter, a mentor, and a role model. By embracing this responsibility, they can help build a stronger, more resilient, and more inspiring public sector.

Conclusion: Building a Leadocracy in Local Government

Leadocracy is more than a book, it’s a rallying cry for a new kind of public leadership. One that is bold, competent, and committed to the common good. It challenges the myth that government is where ambition goes to die, and instead presents it as the ultimate arena for meaningful leadership.

For local government officers in the UK, the message is clear: if we want better outcomes for our communities, we need better leaders in our councils. That means attracting talent from diverse backgrounds, nurturing potential within our organisations, and creating the conditions where leadership can flourish. This is not a task for HR departments alone. It requires a whole-system approach, one that involves senior leaders, elected members, professional bodies, and frontline staff. It means rethinking how we define leadership, how we measure success, and how we support those who step up to serve.

The stakes are high. As Smart writes,

“The quality of our lives depends on the quality of our leaders.”

In local government, this is especially true. The decisions made in town halls and council chambers affect everything from the safety of our streets to the future of our children. Let’s ensure that local government is not just a place where great leaders are needed, but where they are welcomed, supported, and celebrated. Let’s build a leadocracy, one leader at a time.