Strategic Development: Equipping You and Your Team to Overcome Future Challenges in Local Government

There is no doubting that as we stand on the precipice of one of the most significant changes the local government sector has experienced in fifty years, there is need to review the skills and capacity of our senior officers to tackle the challenges that lay ahead. Yes we do have LGR, but we also have the shift towards systems thinking, new operating models, combined authority and the continued energy devolution brings and a myriad of complex problems and challenges to overcome. As we always state at TALG, if we look after and develop the people within the sector, this gives us the best opportunity to tackle these challenges. Therefore, it is imperative that we take the time as individuals and as members of the senior network within local government to look at the development of our officers to meet these challenges head on.

"Good leaders build products. Great leaders build cultures. Good leaders deliver results. Great leaders develop people. Good leaders have vision. Great leaders have values." — Adam Grant

I sat down with renowned leadership coach Sue Naughton Marsh to discuss the steps that she feels need to be taken to within the sector in order to develop the skillset and mindset within our local government leadership teams to tackle the problem ahead. It was indeed fascinating, as much of my focus at the present time is looking at the financial challenges councils are facing, which incorporates SEND, Children’s Social Care, our ability off the back of that to deliver our place shaping aspirations, not even mentioning LGR. Whereas Sue raised the problems on the horizon, namely, our declining populations and the consequence of this on workforce availability and the impact of automation. Sometimes in local government it feels like we are putting out the fires that threaten us right now, unaware of the potential tsunami on the horizon, that is about to change everything. We need to do things differently and this starts with our senior officers.

"In times of rapid change, standing still is the most dangerous course of action." — Brian Tracy

What do you need, for your own development?

Understand your own motivation. Aspiring leaders should first understand why they want to step into senior roles, the impact they want to have, and the style of leader they want to be. There needs to be a consistency to your leadership style, in order to built a dynamic team and plan around you.

Find a mentor / coach and create a development plan. You need to embrace curiosity as one of the key pillars, to your identity. I would recommend getting some 360 feedback and work with a coach / mentor (there roles are different, but either will provide benefit) to help create a learning and development program. Be ensure to spend as much time focuses on your development of your emotional intelligence as you do on your strategy / systems thinking. This plan should definitely be broken down into bite size chunks to incorporate into your daily and weekly plans.

You need to be adaptable and resilient. As an individual, getting comfortable with being uncomfortable is essential for effective leadership, especially in times of uncertainty. Embracing discomfort allows you to navigate challenges with resilience and adaptability. When you can demonstrate this ability as a leader, you instill a sense of calm and confidence within your local authority.

Resilience is not about avoiding challenges, but about facing them with strength and determination. A resilient leader inspires their team to persevere, adapt, and thrive, even in the face of adversity." - John C. Maxwell

Your team will look to you for guidance and reassurance, knowing that you can handle unpredictable situations with composure. This not only fosters a stable and supportive environment but also encourages your team to adopt a similar mindset, enhancing their ability to manage change and uncertainty effectively. Ultimately, leading with this approach strengthens the overall resilience and cohesion of your organisation. In a recent podcast episode I interviewed Andy Begley, Chief Executive at Shropshire Council to discuss how we create and sustain adaptability. Worth a listen if this topic is of interest.

Become a strategic systems thinker. Becoming a strategic systems thinker is crucial for success as a leader within local government. This approach enables leaders to understand and navigate the complex, interconnected challenges that local authorities face. By viewing issues holistically, leaders can identify underlying patterns, anticipate the impact of decisions across various sectors, and develop comprehensive solutions that address root causes rather than just symptoms. This strategic perspective fosters innovation, enhances collaboration, and ensures that resources are used efficiently to achieve sustainable, long-term outcomes for the community. In an environment where change is constant and multifaceted, the ability to think systemically is indispensable for driving effective and resilient governance.

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Make a decision & ensure it is informed by accurate and relevant data. Leaders in local government must make decisive choices rather than succumbing to fear paralysis. Effective leadership requires the courage to act, even in the face of uncertainty. Decisions should be informed by reliable data, ensuring that actions are based on evidence rather than conjecture. By leveraging data-driven insights, leaders can make well-founded decisions that enhance the efficiency and effectiveness of local government operations. This approach not only builds confidence within the team but also fosters trust within the community, demonstrating a commitment to transparency and accountability.

You must be self aware. Developing self-awareness is essential for effective leadership in local government. It enables leaders to understand their strengths and weaknesses, fostering personal growth and better decision-making. Self-aware leaders are more empathetic and adaptable, creating a positive work environment and building stronger relationships with their teams and the community. By continuously reflecting on their actions and seeking feedback, leaders can enhance their performance and contribute more effectively to the success of their organisation. Check out our blog on developing self awareness here.

What do you you need to be doing for your team.

Identify your skill gaps. Sit down with your leadership team and identify your top three skills gaps that currently exist within your team and then communicate that to your L&D lead. Identify a sponsor within the team who will create accountability for driving the commitment of the team to embrace the learning program HR create to tackle said skill gaps.

Create space for the flowers to grow. Be a gardener not an architect. Local government leaders should prioritise creating growth by leading progressive teams within forward-thinking local authorities. This involves recognising the critical importance of human skills, such as creativity, empathy, and collaboration, which are essential for driving innovation and community development. By fostering an environment that values continuous learning and skill development, leaders can create numerous growth opportunities for both their teams and the communities they serve. This approach not only enhances the effectiveness of local governance but also ensures sustainable and inclusive growth, benefiting all residents.

Build a solid culture. To help develop their teams, leaders within local government should focus on building a solid organisational culture. This involves creating a shared sense of purpose and values that unite employees and motivate them to work towards common goals. Leaders should encourage open communication, trust, and mutual respect, which are essential for effective collaboration and innovation. By prioritising culture, leaders can ensure their teams are resilient, adaptable, and capable of navigating challenges. This approach not only enhances employee satisfaction and retention but also drives sustainable success and growth, positioning the organisation to thrive in an ever-changing environment. Leaders should actively foster an environment where employees feel valued and supported, enabling them to contribute their best work and grow professionally.

Give your HR department the support and resource you need. If we embrace the British strategy during the  2008 Beijing Olympics, led by Sir Dave Brailsford in British Cycling, namely we back our gold medal individuals, we must look after and protect our HR department. They have extensive L&D plans and we need to give them the resource and time to crate programs that meet the skills gaps and develop skills matrix, for all skill levels within the organisation. Be sure to include a significant focus on emotional intelligence training to ensure that the council is balancing its focus on automation with human skills. Utilising the 80/20 rule can be incredibly powerful. See our previous blog post on developing your prioritisation skills.

Ensure those being promoted are set up for success. Leaders in local government must ensure that those being promoted are set up for success. Addressing skill gaps is essential, and providing support to bridge these gaps creates a safety net for the individuals and the organisation. This approach fosters a positive attitude towards failure, viewing it as a learning opportunity rather than a setback. By doing so, leaders can prevent vulnerabilities in the functional delivery of services and responsibilities, ensuring that the local government remains robust and capable of meeting its commitments to the community.

Focus on your transition planning. Leaders in local government play a pivotal role in ensuring smooth transitions and maintaining the effectiveness of their teams. Transition planning is crucial as it focuses on identifying and developing the skills needed to fill gaps created by departing personnel. By proactively addressing these gaps, leaders can prevent the widening of skill deficiencies, ensuring that the organisation continues to function efficiently. This foresight not only helps in retaining institutional knowledge but also fosters a culture of continuous improvement and adaptability. Effective transition planning ensures that the local government remains resilient and capable of meeting the evolving needs of the community.

Words are powerful. Select yours carefully. The language used by local government leaders is vital in conveying messages effectively to their teams. Clear and precise language ensures that instructions and expectations are understood, reducing the risk of misunderstandings and errors. Additionally, using positive and encouraging language can boost team morale, foster a collaborative environment, and motivate team members to perform at their best.

Inclusive language that respects diversity and promotes equality can help build a sense of belonging and unity within the team. By being mindful of their language, leaders can create an atmosphere of trust and openness, where team members feel valued and empowered to contribute their ideas and skills. Ultimately, the right language can enhance communication, strengthen team cohesion, and drive collective success.

You must lead and motivate your entire workforce. Developing a strategy to connect with and motivate a multi-generational, diverse workforce in a hybrid working arrangement requires both confidence and understanding. Leaders must first build their confidence by gaining a deep understanding of the unique needs and preferences of different generations and cultural backgrounds within their team. This involves actively listening, seeking feedback, and being open to learning. By leveraging technology effectively, leaders can create inclusive communication channels that cater to both in-person and remote team members. Regular virtual check-ins, team-building activities, and recognition of individual contributions can help bridge the gap and foster a sense of belonging. Additionally, promoting flexibility and work-life balance demonstrates empathy and respect for diverse lifestyles. Ultimately, a confident and understanding leader can inspire and unite their team, driving engagement and productivity in a hybrid work environment.

Networking is a must have, as part of your and your teams development plan. Networking is crucial not only for leaders but also for their staff, as it fosters the exchange of ideas and promotes continuous learning. By building connections with other organisations and professionals, both leaders and team members can gain fresh perspectives, discover innovative solutions, and stay updated on industry trends. Encouraging your staff to network helps them develop valuable relationships that can lead to collaborative opportunities and professional growth. This collective approach to networking strengthens the team's ability to adapt and thrive in a dynamic environment, ultimately enhancing the overall effectiveness and success of the organisation.

Sprints & Wellbeing focus. As a leader, you need to ensure that local government officers break down their initiatives into short learning sprints right from the start. This structured approach will help in developing and rolling out an effective well-being skills matrix within your teams. By focusing on these concise, manageable segments, you can enhance your team's ability to understand and implement well-being strategies effectively. This will not only foster a culture of continuous improvement but also ensure that well-being skills are seamlessly integrated into daily operations, leading to greater overall success.

To conclude, there is an infinite number of skills and development objectives that you can explore and include as a leader in local government to prepare yourself and your team for the challenges that lays ahead. At its core, all of the points raised here can be distilled down into a sentence: make sure your people know who they are, why they are doing it and are doing it in the most effective way possible, considering the micro and macra factors and consequences of their decision.

Growth and development is a journey. What will your first step be?