Increasingly chief executives (CEs) fall into one of three categories. There are the turnaround kings who rescue failing councils. There are CEs who wake sleeping giants, changing a large, coasting local authority (LA) into a dynamic organisation. Then there are the over-achievers who manage to get an LA to outperform its modest resources and underwhelming history. These CEs have one thing in common. They don't stay long.

Turnaround kings are good at getting an instant uplift. Everyone recognises the need for change, there is a lot of goodwill from members across the political spectrum and a collective sense of urgency. But once significant  improvements have been achieved and the momentum slows they move on. There is always another LA in trouble seeking their services.