On 7 May, millions of people across the UK will walk into polling stations. A few days later, many will walk into town halls as elected members.
For some it will be a return. For many it will be entirely new territory.
Local democracy works best when it's open. Councillors come from every walk of life. Business owners, tradespeople, students, carers. You don't need a background in governance or public finance to put your name on the ballot paper. You need commitment, credibility and the trust of your community.
Election, however, is not the job, it's the interview.
In local government we understand this instinctively when we appoint staff. No chief executive would recruit a head of service and simply hand them a laptop and a lanyard. We invest in induction. We clarify expectations. We create space to learn. The same principle applies to elected office.
To be clear, councils across the country already invest heavily in member development. Democratic services teams work tirelessly to design induction programmes, briefings and ongoing learning opportunities. Many local authorities are working towards structured standards and frameworks such as the Charter for Elected Member Development that strengthens the consistency and quality of support available to councillors.
But here is the uncomfortable question; do we always treat member development with the same strategic seriousness as workforce onboarding?
In parts of the West Midlands last year, we saw significant political change. In several cases, large cohorts of first-time councillors entered the chamber at once. What became clear very quickly was not ideology, it was unfamiliarity.
Many capable, committed individuals were stepping into roles without a clear understanding of what a councillor can do and what they can't, how governance boundaries work, or how decisions are properly made. I'm not being critical – it's proof of just how steep the learning curve is.
The modern councillor role is complex. Scrutiny, planning, corporate parenting, budget-setting, community leadership, partnership working. The scrutiny is public. The consequences of missteps are amplified by social media and 24-hour commentary.
When large numbers of new members arrive at once, the system feels it, officers feel it, democratic services feel it, and if we're honest, so do communities.
We know from experience that the early weeks in any significant role shape what follows. Confidence grows or falters, habits form and relationships are tested and built. The same is true in elected office. How a new councillor approaches casework, prepares for committee or navigates political difference in those first few months often sets the tone for an entire term.
There is also a cultural dimension. Some newly elected members may feel that winning the vote proves capability. In one sense, it does – democracy has spoken, but effective governance is not usually instinctive, it is learned, practiced and refined.
The best councillors I have met approach the role with humility and curiosity. They ask questions, they attend development sessions even when attendance is optional, they seek feedback every day, not every four years and they recognise that public service is a craft.
As we prepare for May, the question is not simply ‘have we arranged induction?' but ‘how are we setting our new political leaders up for long-term success?'
That means clarity about the role from the outset. Honest conversations about time commitment and public scrutiny, structured development that extends beyond the first few weeks, ongoing opportunities to build capability in areas such as finance, scrutiny, ethical decision-making and leadership.
It also means recognising that member development is not remedial, it's strategic infrastructure for good governance.
Local government is navigating financial constraint, organisational reform and growing public expectation. In many areas, reorganisation and devolution add further complexity. Political change is part of democratic life, but governance capability cannot be left to chance.
Across the country, there is a growing focus on how councils can work collectively to complement and strengthen local member development, recognising that confident, well-supported councillors serve communities best. Democracy delivers the mandate but development delivers the impact.
But this is not only about first-time members. Every election cycle reshapes leadership roles with experienced councillors stepping into positions as leaders, portfolio holders, chairs of scrutiny or regulatory committees. The political mandate may be familiar, but the responsibility is new. Leading a council, holding a statutory portfolio or chairing a complex committee requires a different set of skills: strategic judgement, systems leadership, political navigation and public accountability at scale.
As a member-led organisation, West Midlands Employers recognise that strong political leadership underpins effective workforce strategy, organisational stability and public trust. Through our regional collaboration, post-election support and our commitment to the Charter for Elected Member Development, we are working alongside councils to strengthen capability for the long term.
Getting elected is a significant achievement and it deserves respect but it is day one, not the destination.
What happens next will shape not just individual political journeys, but the quality of governance in our places for years to come.
Matthew Hotten is Senior Consultant Organisational Development, Leadership and Learning at West Midlands Employers
Click here for more information on West Midlands Employers' elected member services
