Finding the chief executives of the future is no easy task. Recruitment specialist GatenbySanderson and The MJ gathered chief executives together recently to consider the challenges ahead. Heather Jameson reports their views Each year, local authorities face tougher challenges handed down from central government. Coupled with the ever-rising expectations of the public, and a more rigorous inspection regime under the Comprehensive Spending Review, working in local government has never been harder. So, with increased pressures, how will councils continue to find people to take on the role of chief executive? One of the first things our assembled chief executives considers is, what challenges will the chief executives of the future face? Things have moved on dramatically in local government in the last five or 10 years – and the pace of change is still gathering. Already there has been a big change in the role of the chief executive and his, or her, political leadership. But with the current direction of travel, it is widely expected that chief executives will take on a wider community role in future. ‘The leaders of tomorrow will influence leadership in the community. It calls for different skills and understanding,' one of our chiefs claims. But with localism, the issue is even more confusing. ‘It is easy to slip into discussions on the role of the chief executive. But the role depends on the area, so it would be different for everyone.' And for some, it is the place that is the attraction, not the job. ‘Howard [Bernstein] wouldn't be chief executive anywhere else. He is passionate about Manchester.' A further confusion over the job has been the changes to the political role. ‘There are more full-time councillors. And that's where the chief executive comes under pressure.' ‘We are in a space previously occupied by politicians, but the lines have been blurred.' Changes to the political system have led to a lack of experience for rising chief executives. What distinguishes council leaders from their private sector counterparts is their political experience. ‘We learned our craft by sitting in committee meetings. It's where we learn political skills.' ‘I have a lot of young people who say, "I would be scared to do that because of the politicians".' Perhaps this is why people are unlikely to go straight into the role of chief executive from outside local government. And, of course, it pays to know your place. You may be in the top role, but always remember who's the boss. ‘You've got to control your ego.' ‘I do think it is important that the political leaders are the ones with the profile.' But the concerns around the table are less about the skills of rising stars of the future, and more focused on whether people are being attracted to the top job. ‘I want my senior team to be able to do my job if I move on – and be happy,' says one of our chief executives. ‘There are several people in my team who would like to be chief executives. It's my professional responsibility to bring them on.' But another adds: ‘I'm worried that my staff don't want my job' And who can blame them. ALACE is seeing a higher number of cases where the relationship between the council leader and the chief executive breaks down. There are a number of reasons, but one of the main ones seems to concern CPA. It is often – rightly or wrongly – the chief executive who takes the fall for poor performance in the league tables. Local government is reluctant to take risks in its recruitment processes. Although members are sometimes blamed for refusing to risk an usual appointment, one brave chief executive admits: ‘I have never recruited from a district', while another claims: ‘I've been a chief executive of a district council and I think the skills are transferable.' But there remains a problem. ‘I think the gap from district council to county council is too big,' says one chief. And even the ‘notion of a deputy is gone', so for some, the gap is hard to bridge. ‘Many chief executives have lost sight of what a deputy is for – and what it can be. You have to allow them to be a deputy.' Finally, we look at what characteristics our future chief executives need. Everyone puts forward their thoughts. They are: partnership skills, risk-taking, integrity, luck, courage… and most of all, stamina.
