Local Government Reorganisation (LGR) is not just a structural shake-up. It is a fundamental shift in how social care education and health will operate. Add to that government reforms, and the message is clear, the leadership model we have relied on for years is no longer enough. This is a systemic transformation demanding bold thinking about talent, succession, and the skills leaders need to thrive.
In recent months I have spoken with directors who have lived through major reorganisations and others preparing for what is ahead. Their insights tell us something important: the complexity LGR brings is real. Leaders will manage bigger geographies, integrate diverse cultures and deliver consistent outcomes across newly combined services. Resilience and adaptability are essential, but not enough. As one director of children's services put it: ‘You cannot underestimate the cultural piece. Bringing teams together is not just about structure it is about trust and identity.'
Collaboration is another non-negotiable. Leaders say success depends on building strong relationships not just inside the council, but across health, education, voluntary sectors and community groups. A director of adult social care summed it up: ‘Partnership working is a must. We deal with multiple systems, and if you cannot influence and align, you will struggle.'
Emotional intelligence matters too because when teams merge, identities shift and uncertainty creeps in, leaders must hold the space and keep people moving forward.
Are we preparing our workforce for this reality?
Growing our own talent is positive, but too often development is siloed, focused on one part of social care, education or health rather than building a broad leadership skill set that spans the whole system. A recent poll of aspiring leaders by Penna tells us the same thing – we need something bigger. A shared approach to leadership development across the sector, not isolated programs that leave gaps when the landscape changes. As one chief executive reflected: ‘We have invested in leadership development, but most of it has been service specific. The change LGR brings shows us future leaders need to think across boundaries.'
The demand for senior leadership roles will rise as councils move to unitary structures and reforms take hold. Each new authority will need statutory directors and supporting leadership teams. While we cannot predict exact numbers, the trend is clear; the sector will need more leaders who can operate at scale and lead through complexity. If we do not act now, we risk being reactive instead of ready.
What should sector leaders start doing today?
• Build a shared leadership framework across services
Stop thinking in silos. Social care, education and health leaders will increasingly need to work as part of integrated systems. Could we create a common leadership competency framework prioritising strategic thinking, collaboration, and change management?
• Invest in succession planning and talent mapping
Succession planning cannot wait for vacancies. Spot future leaders early and give them meaningful opportunities to grow through mentoring, shadowing, and development that stretches across services. And make sure these opportunities reach a truly diverse pool of talent, reflective of the communities we serve.
• Rethink assessment, recruitment and development for system leadership
Future directors will need political acumen, stakeholder engagement skills, and the ability to lead cultural change. Meeting these demands means rethinking how we assess and recruit for these capabilities, and how we develop them in current and future leaders. Are we embedding these experiences now? If not, how do we change that and ensure our processes identify and nurture these critical skills?
As one experienced director put it: ‘LGR is not just about merging councils, it is about creating leaders who can think system-wide, act decisively and bring people with them.'
If we get this right, we will not just manage the changes ahead. We will create a generation of leaders who can deliver integrated, inclusive, and innovative services that truly reflect the communities they serve.
How Penna is supporting this shift
At Penna we have developed leadership scenario assessments to go beyond traditional written tasks. These are interactive, dialogue-based exercises that mirror real-world challenges, giving a clearer picture of how candidates think on their feet and respond under pressure.
Feedback has been overwhelmingly positive. Scenarios feel realistic and engaging, and they provide valuable insight into qualities that matter most in times of change: adaptability, emotional intelligence and the ability to lead across systems.
This approach has helped many councils make confident, future-focused leadership decisions essential for navigating the cultural and structural shifts LGR brings.
These conversations matter now more than ever, and with the National Children and Adult Services Conference just around the corner, I expect some of these challenges will be explored there too. If you are a current leader or an aspiring one attending the event, come and find me. I would love to hear your thoughts and share ideas on how we build the future leadership our sector deserves.
Amin Aziz is a Senior Executive Search Consultant at Penna
