Jon Ainger
Organisations need wellbeing too
IMPOWER’s resilience framework – produced in conjunction with eight councils and the County Councils’ Network – looks at how workforces can adapt to disruption ranging from small events to the largest crisis in decades. Jon Ainger explains.
The quest for clarity is never simple
Clarity of purpose helps public service leaders ensure that their managers are spending the majority of their time on the ‘top-team collective endeavour’ of their core business, says Jon Ainger.
Moving from the sprint to the heptathlon
Jon Ainger offers five recommendations for depleted management teams looking to make better recovery decisions in the short term.
Why future system resilience must be built into recovery plans
In thinking forward to recovery, there is no better time than the present to learn from the experience of the pandemic and build future system resilience into recovery plans, argues Jon Ainger.
5 recommendations for managing a different type of crisis
Jon Ainger offers five recommendations for public sector leaders who are able to take a moment to look at what happens after this initial period of crisis.
Redefining what good looks like
Impower’s annual top 10 list is a celebration of strong council performance and, as Jon Ainger explains, many local authorities have stepped up to the challenge.
The value of making better quality decisions
With finances becoming even more challenging, councils' focus needs to be on measuring the quality of the decision-making process, says Jon Ainger
Council performance doesn’t matter when it comes to election results
Jon Ainger analyses whether individual councils' performance had any correlation with the election results earlier this month.
Future Forum 2017: Making uncertainty work for you
Jon Ainger and Jenny McArdle, directors at iMPOWER, examine the roles chief executives must play and how they can draw clarity from complex, unclear times.
How small change can lead to big behavioural change
Leaders and policy makers charged with tackling big issues and fostering large-scale change should recognise the unexpected power of the small, argue Steve Martin and Jon Ainger
Playing the co-operation game
Jon Ainger argues that ‘game theory’ evidence of recent local government leadership trends and transformation programmes suggest that collaborative approaches to public service delivery is the only game in town
Changing behavioural interaction for a brave new future
Planning for a creative shift in demand management will become crucial for councils post-2015 argue Martin Cresswell and Jon Ainger.
What council executives think about changing public behaviour
Almost all council executives believe they can reduce demand by changing behaviour according to a new survey. Jon Ainger looks at the contents.
