There's a growing concern about the leadership gap in the public sector. While there are many reasons for this, one area organisations can directly influence is succession planning. By providing the right tools and support, they can help individuals transition from operational roles to executive leadership. This includes structured pathways, targeted development programs, mentoring, and other initiatives that equip emerging leaders with the skills and mindset needed to manage complex challenges.
This article explores what it takes to successfully move from operational to executive leadership. Supporting this transition not only builds the leadership pipeline but also fosters diversity in leadership roles, creating more resilient and innovative organisations.
Understanding the shift
The move from service-orientated roles to executive leadership requires a significant mindset shift. Operational roles often focus on day-to-day efficiency, addressing immediate needs, and ensuring smooth service delivery. In contrast, executive leaders focus on anticipating challenges and opportunities, working collaboratively to manage demand, and understanding customer and organisational needs.
Executive leadership is about being relatable, engaging, and inspiring others to achieve shared goals. It requires leaders to bridge functions, build external relationships, and position their teams for proactive responses to challenges.
Developing the right skills
Success in executive leadership requires blending new skills with established operational expertise. Effective leaders are curious, capable of articulating a compelling vision, and adept at rallying others around shared objectives.
Core competencies include strategic thinking – translating goals into actionable strategies while managing ambiguity – and financial and governance acumen to ensure sound oversight and long-term planning.
Data literacy is essential for making informed decisions and driving innovation, while authenticity and self-awareness enable leaders to leverage personal strengths and address areas for growth. Self-awareness is particularly critical, as aspiring leaders must recognise their strengths, identify development areas, and create a plan for continuous skill enhancement.
Collaboration
A shift to executive leadership involves adopting an ‘organisation-first' approach, moving beyond the boundaries of one's immediate service area. This often challenges individuals who are used to focusing solely on departmental goals.
Networking plays a vital role. Operational leaders tend to focus inward, but executive leaders must look outward, building relationships with stakeholders, partners, and the communities they serve. Effective leaders are connectors, fostering collaboration across functions to solve problems and drive innovation.
Building relationships requires more than attendance at meetings. It demands active engagement, empathy, and a commitment to finding common ground. Internally, leaders must cultivate open communication and mutual support within their teams, fostering trust and cooperation.
Embracing change
The public sector operates in a state of constant evolution. Leaders must stay adaptable and proactive in the face of regulatory pressures, financial challenges, and technological advancements. This involves continuous learning and a willingness to take calculated risks.
Strategic leaders remain relevant by seeking out training, staying informed about trends, and embracing innovation. A forward-thinking mindset ensures organisations can navigate a rapidly changing environment effectively.
The recruiter's role
Recruiters play a key role in identifying future leaders. Beyond assessing past achievements, they look for candidates with strategic thinking, relationship-building skills, and a vision for the future. High-potential leaders are often identified by their ability to lead teams through change, innovate, and continuously improve.
Recruiters also have a responsibility to encourage diversity in leadership by broadening candidate searches and considering individuals from under-represented backgrounds.
Building leadership teams that reflect the diversity of the communities they serve fosters equity, innovation, and cultural change within organisations.
Final thoughts
The transition to executive leadership is challenging but rewarding. It requires a shift in mindset, ongoing learning, and a commitment to creating a broader impact. For those aspiring to lead, now is the time to think strategically, build connections, and prepare for a role that shapes the future of services and communities.
By embracing this challenge, aspiring leaders can not only advance their careers but also make a lasting difference for the organisations and people they serve.
Dino Christodoulou is a director at Tile Hill
