Staying Relevant in Local Government: A Guide for Interim Professionals
- truthaboutlocalgov
- 5 days ago
- 6 min read
In today’s rapidly evolving local government landscape, staying relevant isn’t just a professional advantage it’s a necessity. With financial pressures mounting, structural reforms underway, and expectations shifting, interim professionals must continuously adapt to remain impactful and in demand.
In a recent episode of Truth About Local Government, Matthew Masters Business Director and host was interviewed by Olivia Treanor, a specialist in interim recruitment across the Midlands, South West, and Wales. Their conversation offered a wealth of insight into what it means to stay relevant in local government today, and how interim professionals can position themselves for success in a sector that is both demanding and dynamic.
Why Relevance Matters More Than Ever
“If I’m not relevant, what am I? And if I am relevant, how relevant am I?”
Matthew posed this powerful question early in the conversation. For interims, relevance is directly tied to continuity of work and the ability to make a meaningful impact. It’s not just about being employable it’s about being indispensable. In a sector where change is constant, the ability to adapt and align with emerging priorities is what separates successful interims from those who struggle to secure consistent work. Whether it’s responding to financial constraints, navigating local government reorganisation (LGR), or supporting devolution efforts, interims must ensure their narrative reflects the challenges councils are facing today.
Matthew’s advice is simple but powerful: take time to reflect.
“Get a piece of paper. Have a beer, grab a coffee, the kids are in bed great. Write down what you’re proud of, and what problems you think you can solve for the sector.”
This exercise is more than just self-reflection it’s the foundation of a personal brand. It helps build a narrative that resonates with hiring managers, chief executives, and elected members alike.
The Impact of Structural Change
Local government is undergoing significant transformation. Devolution and LGR are reshaping the way councils operate, and this has direct implications for interim roles. These changes are not just administrative they are strategic, cultural, and operational.
“We’re seeing a blossoming market for individuals who can help organisations in set-up whether that’s in finance, legal, highways, transport, or economic development,” Matthew explained. But he cautioned against viewing these changes as entirely new phenomena. “LGR and devolution are just the latest in a long story of changes the sector has experienced.”
What’s different now is the pace and scale of change. Councils are being asked to do more with less, while simultaneously integrating services across health, social care, and the voluntary sector. This requires interims who are not only technically skilled but also system thinkers professionals who can see the bigger picture and understand how their work fits into a broader transformation agenda. The key is to understand how your skill set fits into this evolving picture. Interims who can offer strategic solutions to emerging problems rather than simply filling gaps will be best positioned to thrive. Those who can help councils navigate complexity, build capacity, and deliver sustainable change will be in high demand.
Financial Pressures and the Interim Response
The evolving funding formula is placing councils under immense strain. “My heart goes out to all local authorities negatively affected,” Matthew said. “We’ve got increasing demand from our communities, but not enough money in the pot.” This financial squeeze is driving a need for rationalisation, asset disposals, and investment in technology and AI. Councils are being forced to make difficult decisions about what services to prioritise, what assets to retain, and how to deliver more with fewer resources. Interims must be prepared to support councils in both immediate cost-saving measures and longer-term strategic planning. This includes helping to redesign services, implement new technologies, and develop innovative funding models.
“We have to ask more from our interim staff not just to do what we need now, but to help us get ready for tomorrow,” Matthew emphasised. That means building capacity, infrastructure, and resilience that lasts beyond the duration of the contract. It also means being proactive identifying opportunities for improvement, challenging assumptions, and helping councils to think differently about how they deliver services.
What Alignment Really Looks Like
When asked what it looks like for an interim to be truly aligned with a council’s needs, Matthew emphasised emotional intelligence and strategic awareness.
“You need to be able to fit seamlessly into the local authority, understand priorities from your sponsors, and navigate relationships with officers, members, and peers.” Alignment isn’t just about delivering results it’s about doing so with minimal disruption and maximum empathy. This requires a deep understanding of the organisation’s culture, politics, and priorities. It also requires the ability to listen, adapt, and build trust quickly. Interims who can do this are not only more effective they are more likely to be retained, recommended, and re-engaged.
Interims should also bring fresh ideas from other councils and sectors. “How can our interim help educate the organisation to achieve its aspirations in the most efficient and cost-effective way?” That’s the kind of value councils are looking for.
Avoiding Disconnection from the Real Problems
One of the biggest risks for interims is becoming disconnected from the actual problems councils are trying to solve. Matthew’s advice? Constructively challenge the brief.
“Understand what the Members and senior officers are trying to achieve. Then give honest feedback backed by data.”
Opinions are valuable, but they must be informed and evidence-based to carry weight. This approach ensures that interims remain grounded in the realities of the organisation, and can offer solutions that are both practical and strategic. It also helps to build credibility and trust two essential ingredients for success in any interim role.
The Role of Strategic Thinking and Systems Leadership
As interims rise through the ranks, their ability to think systemically becomes increasingly important. “Your job is to sort out a functional area. But the more senior you become, the more effective you are when you can rise and scan understand how your work impacts other parts of the council.”
Systems leadership means seeing the bigger picture. It’s about understanding how different functions interconnect, and how decisions in one area ripple across the organisation. This kind of thinking is essential for interims who want to stay relevant and add real value. It also means being able to communicate effectively with a wide range of stakeholders from frontline staff to chief executives, from elected members to external partners. The best interims are those who can bridge gaps, build consensus, and drive change across organisational boundaries.
Common Pitfalls and Blind Spots
Matthew identified several common pitfalls that can derail an interim’s success:
Lack of flexibility: “If you’re employed for 11 months of the year, your cash flow is stronger than if you work six months at a higher rate.” Flexibility in rate and duration is key.
Inconsistent brand narrative: Your CV, LinkedIn profile, and in-person pitch must align. “You need a consistent brand that clearly communicates your solution to the sector’s problems.”
Neglecting testimonials: Peer and stakeholder endorsements are powerful. Include them in your CV to build credibility.
Failure to keep a work journal: “People get to the end of an assignment and think, ‘What have I been doing for the last 15 months?’” Keeping track helps build a clear narrative of impact.
These pitfalls are avoidable but only if interims take the time to reflect, plan, and continuously improve.
The Future of Interim Roles
Looking ahead, Matthew sees a shift in how interims are utilised. “I hope we see more interims used for project work and problem-solving, rather than just business as usual.”
This evolution requires better planning and clearer briefs. It also demands a rethink of salary banding and grading structures to reduce reliance on interims for gap-filling.
“The real value of an interim is the solution they bring to the organisation.” Councils must become more strategic in how and when they engage interim professionals.
Advice for New Interims
For those stepping into interim roles for the first time, Matthew offered this advice:
Be clear on your offer: Know what you’re offering, what you’re not, and back it up with evidence.
Understand the sector: Know where you fit in, when you should be brought in, and what risks you carry.
Reflect regularly: “If you don’t reflect, you can’t affect.” Take time to understand the sector’s current challenges and how you can help solve them.
A Real-World Example
Matthew shared the story of Simon Lewis, an interim placed into Somerset Council. “We sat down and talked about what solution he could offer. He reflected, built a narrative, and landed a great role.”
Simon’s success underscores the importance of authenticity, strategic thinking, and a clear value proposition. “You have to be someone people can buy into and that starts with being authentic.”
Final Thoughts
The local government sector is facing unprecedented change. For interim professionals, this presents both challenges and opportunities. Staying relevant means more than having the right skills it means understanding the sector’s problems, offering strategic solutions, and continuously reflecting on your impact. As Matthew concluded:
“Are you relevant? Are you solving a problem, or are you just filling a space?”
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