Local authority Chief Executives need new ‘contextual’ skills
The rapidly changing and complex world of local government has created the need for a new level of skills for Local authority Chief Executives, according to a new report.
The report identifies new ‘contextual’ skills that require Chief Executives to lead their communities, be entrepreneurial, innovative and motivational during difficult times. All of these skills themselves will need to be underpinned by a set of explicit values, attitudes and behaviours and good political understanding skills.
The ‘Asking The Right Questions’ report was produced on the back of research by Skills for Local Government, in partnership with the Society of Local Authority Chief Executives (Solace) and the Local Government Association (LGA).
The report is already being used by Solace to consider how they support Chief Executives in developing these skills.
The four new ‘contextual’ skills:
Leading place and space: Chief Executives should be the advocate, hub, facilitator and supporter of all aspects of the development of their community. This means more than just managing and contributing to partnership working – it requires creating local identity, community cohesion, balancing priorities and creating ‘whole system’ approaches.
Leading during complexity and ambiguity: Chief Executives need to have the ability to work without a blueprint, going beyond the management of change and towards new levels of innovation.
Leading entrepreneurial organisations: Chief Executives need to possess entrepreneurial skills to invent new delivery methods, seek investment opportunities, create and operate organisations that empower staff and have a ‘can do’ culture.
Leading through trust: Chief Executives should create a motivational environment where others will have enough trust to follow them, even when they way ahead is not clear.
Skills for Local Government Employer Relationship Manager Bob Ross said:
“The report identifies how skills are now based around the whole system environment in which local authorities operate, including linkages with local partners and the community itself. There should be a clear focus upon developing the new ‘contextual’ skills and political understanding skills. SOLACE and the LGA are uniquely placed to supply these.”
Director of Solace, Graeme McDonald, said:
“Solace welcomes the fascinating insights that this new report offers us and will be working hard to support the sector or our members in meeting the challenges that it describes.”
“The report shows that success in local public services increasingly stems from how services are adapted to be delivered within specific contexts. The ability to understand and influence the context within which change takes place is increasingly important to Solace members. Leadership of place is not the same as hierarchical management, and importantly places greater emphasis on empathy, the understanding and respecting of our communities, stakeholders and the environment in which we work.”
The report, which is available at www.sfjuk.com, was carried out by Skills for Local Government – formerly known as Skills for Justice – through co-investment from the UK Commission for Employment and Skills through the Employer Investment Fund.
To find out more about how Skills for Local Government helps employers and employees, visit www.sfjuk.com
