So You Want to Be a Local Government Chief Executive? Here’s What You Need to Know

Stepping into the role of Chief Executive in local government is one of the most significant leadership transitions you can make not just professionally, but personally. It’s a move from operational delivery to strategic stewardship, from managing services to shaping place, and from supporting elected members to guiding political vision. This isn’t just a job. It’s a platform for influence, transformation, and public service at scale. You’ll be expected to lead with clarity in complexity, to inspire confidence in times of uncertainty, and to balance the needs of your workforce, your residents, and your political leadership often all at once. But readiness for this role isn’t just about technical competence or years of experience. It’s about mindset, relationships, and values. It’s about knowing what to prioritise, what to question, and what to let go of.

So what do you need to know to be ready?

• What should you be thinking about on day one when the title is yours, but the trust must still be earned?

• What should you be thinking about in the months ahead, as you begin to shape culture, strategy, and reputation?

• And what should you be avoiding the common traps, outdated habits, and leadership myths that no longer serve?

This blog draws on insights from experienced Chief Executives and aims to offer practical reflections for those preparing to take on the top job in local government. Whether you’re already on the path or just beginning to consider it, this is your guide to stepping up with purpose, confidence, and impact.

1. What You Need to Know to Be Ready

Preparing to become a Chief Executive in local government is not simply about stepping into a more senior role it’s about stepping into a different kind of leadership altogether. You’ll be expected to operate at the intersection of politics, public service, and place-shaping, often under intense scrutiny and with limited resources. Success depends not just on what you know, but on how you think, how you relate, and how you lead. Here are four essential areas to focus on:

System Leadership

You’re not just leading a council you’re leading within a system. That system includes NHS partners, police, housing associations, voluntary sector organisations, and increasingly, private sector collaborators. Understanding how these parts connect and where your council fits is critical.

One experienced Chief Executive reflected:

“I spent too long looking inward at first. The real value came when I started connecting across the wider public and private sector systems. That’s where the influence lies.”

System leadership means having the headspace to take a helicopter view to see beyond immediate pressures and identify long-term opportunities for collaboration, innovation, and shared outcomes.

Political Acumen

Your relationship with elected members will shape your tenure. You must build trust with the Leader, Cabinet, and Opposition, and maintain a reputation for neutrality, integrity, and strategic insight. Political change is inevitable your credibility must be constant. As one Chief Executive put it:

“You have to invest across political parties, not just the administration. You never know who’ll be in charge next and you need to be ready to work with anyone.”

You’ll also find that your voice carries more weight than before. Members will seek your opinion more often and expect you to help them navigate complexity. Use that influence wisely and always in service of the public good.

Self-Awareness and Confidence

Imposter syndrome is common even at the top. But you must learn to trust your judgement, lean into your strengths, and accept that others believe in you for a reason. Confidence doesn’t mean having all the answers; it means being grounded in your values and open to learning.

One Chief Executive shared:

“I wish I’d trusted my own abilities more. People believed in me I just needed to believe in myself.”

Self-awareness also means understanding how you’re perceived. Be open to feedback, and don’t be afraid to ask how your leadership is landing. The best Chief Executives are those who lead with humility and curiosity.

Collaborative Leadership

The era of heroic leadership is over. Today’s Chief Executives succeed by being transparent, inclusive, and human. Staff don’t want perfection they want honesty, clarity, and a sense of shared purpose. As one leader described:

“People value leaders who say, ‘I don’t know, but here’s the process and we’re all in this together.’ That honesty builds trust.”

This means showing vulnerability, listening deeply, and creating space for others to lead. It also means resisting the urge to solve everything yourself and instead building a culture where solutions emerge through collaboration.

2. What to Think About on Day One

Your first day as Chief Executive is more than symbolic it sets the tone for your leadership, your relationships, and your credibility. While the temptation may be to dive into operational issues or prove your competence quickly, the most effective leaders take a moment to pause, observe, and position themselves with intention. Here’s what to prioritise:

Positioning and Presence

From the moment you step into the role, people will treat you differently. This shift isn’t personal it’s positional. Colleagues who once spoke freely may now hesitate. External partners may suddenly become more deferential. You’ll notice people “performing” leadership around you, simply because the Chief Executive is in the room.

“People prepare to look busy when the Chief Executive is around. But the upside is that doors open people will speak to you who previously wouldn’t have.”

Accept this change and use it wisely. Your presence carries weight but it’s your authenticity, not your authority, that will build trust.

Internal vs External Focus

It’s natural to focus internally at first meeting teams, understanding structures, reviewing performance. But don’t lose sight of the external landscape. Your council doesn’t operate in isolation. Early engagement with regional leaders, anchor institutions, and system partners will help you build influence and shape shared priorities.

“I focused too much on the internal in my first few months. The real impact came when I started building relationships across the system.”

Balance is key. You’re the bridge between your organisation and the wider ecosystem make sure you’re visible on both sides.

Culture and Values

Culture isn’t something you inherit it’s something you shape. From day one, your tone, language, and decisions will signal what matters. Are you values-driven? Do you listen? Are you transparent about challenges?

“How you project the organisation to the market conveying unique opportunities and why people should get up and move that’s vital.”

People will look to you to define what “good” looks like. Be intentional about the culture you want to build, and consistent in how you model it.

Member Relationships

Your relationship with elected members will be one of the most important and delicate aspects of your role. You must earn trust, maintain neutrality, and offer strategic counsel without overstepping. The Leader, Cabinet, and Opposition all need to feel respected and heard.

“Members listen to you more once you’re Chief Executive. Your opinion carries more weight use it responsibly.”

Invest time in understanding political priorities, personalities, and pressures. A strong, respectful relationship with members will enable better decision-making and more resilient governance.

3. What to Avoid

Even the most seasoned leaders can fall into traps especially in the early stages of a Chief Executive role, when expectations are high and the pressure to perform is intense. Avoiding these common pitfalls will help you lead with clarity, resilience, and authenticity.

Trying to Be the Hero

It’s tempting to believe you need all the answers that you must personally solve every problem, carry every burden, and be the visible fixer. But this approach is not only unsustainable, it’s outdated. Today’s leadership is about enabling others, not overshadowing them.

“There’s still a view that Chief Executives should be paternalistic and shoulder all the problems. But staff are mature enough to value leaders who say, ‘I don’t know here’s the process, and we’re in this together.’”

Collaborative leadership builds trust, distributes responsibility, and creates space for innovation. Don’t try to be the hero be the enabler.

Ignoring Perception

How you’re perceived matters not because you need to be liked, but because perception shapes trust, influence, and effectiveness. Be open to feedback. Ask how your leadership is landing. Listen to how others experience your decisions and presence.

“Have the confidence to be really open to other people’s opinions especially about how you’re being perceived.”

Self-awareness isn’t a soft skill it’s a strategic one. The best leaders are those who understand their impact and adjust accordingly.

Sticking to Tradition

Local government is evolving and so must its leadership. Traditional recruitment models, rigid hierarchies, and outdated assumptions about what makes a good leader can all hold you back. Be willing to challenge convention.

“I don’t like the traditional approach it often misses new candidates and fresh thinking.”

Innovation isn’t just about technology or service design. It’s about how you lead, who you hire, and how you shape the future of your organisation.

Neglecting the Journey Narrative

People want to know where the organisation is heading and why it matters. They want to feel part of something purposeful. If you don’t articulate the journey, others will fill the gap with uncertainty or disengagement.

“We want people to understand where we are on the journey and to buy into it.”

From day one, start telling the story. Where are you going? What are the challenges? What’s the vision? Help others see the destination and their role in getting there.

Final Thought

Becoming a Chief Executive in local government isn’t about having all the answers it’s about asking the right questions, building trust, and leading with authenticity. It’s about knowing when to speak and when to listen, when to act and when to enable, and how to stay grounded in your values while navigating complexity. One experienced leader summed it up perfectly:

“Who you are is who you are be yourself in your own shape and vision.”

This role demands courage, humility, and purpose. If you’re ready to lead with those qualities to shape places, empower people, and steward public value then the Chief Executive role could be the most rewarding chapter of your career.