I led a session recently for our Penna Aspirant Chief Executive cohort where we were privileged to hear from Tom Stannard, chief executive of Manchester City Council and Phil Porter, chief executive of Sefton Council. Andrew Lightfoot, managing director at Greater Manchester Combined Authority, added some timely and interesting insights around the role and rise of combined authorities (CAs) and their ability to bring together councils, businesses, agencies, and communities under one regional umbrella.
He shared how this requires more nuanced leaders, who can think systemically, influence without control (use soft power) and balance politics, partnership, and purpose all at once.
There were other key themes explored so lets delve into them.
System leadership – leading without owning everything
The first big shift is around system leadership. In a CA, you're not just leading an organisation, you're leading across an entire network. You can't rely on hierarchy or authority to get things done; instead, success depends on your ability to influence, connect and align people who don't report to you.
We're looking for people who are comfortable with ambiguity, who can build trust quickly and who can create momentum across boundaries. It's about how they lead, not just what they've delivered. The best CA leaders are conveners and influencers.
Politics and partnership – the real leadership tightrope
CAs sit right at the nub of local and national politics. Leaders need to work with elected mayors, council leaders, MPs, Whitehall officials and local communities, all with their own priorities and pressures.
This isn't about political playmaking; it's about understanding and navigating it. The right leaders know when to push, when to compromise, and when to simply listen. They can read a room and build alliances around shared goals and the ability to hold competing interests in tension without losing sight of the bigger picture.
Thinking big – strategy at regional scale
CAs are designed to work at scale, joining up housing, transport, skills, and economic development across entire regions. Strategic vision is absolutely critical. These leaders need to be able to think long-term, across systems, and about ‘place' as a whole – not just a single service or borough.
We're looking for conceptual thinkers, people who can join the dots and tell a clear story about how change in one area impacts another. But it's not just about ideas; it's about the ability to turn that big picture into a practical, motivating vision that partners can rally around. In short, leaders who can turn strategy into shared ownership.
Financial and commercial nous
Financial acumen and commercial awareness are essential, but they need to sit alongside a strong sense of public accountability. We look for leaders who understand risk and investment but are equally grounded in fairness, transparency and stewardship. The strongest candidates often have experience across sectors such as regeneration, infrastructure, or economic development, where they've learned how to make money work harder for outcomes, not just balancing the books.
Innovation and change – making space for experimentation
In new and constantly evolving structures (no two CAs are the same), and often tasked with testing new approaches to regional growth, leaders in this environment need to be comfortable with experimentation and iteration. There's no fixed playbook.
How do they handle uncertainty? Have they led major change when the outcome wasn't clear from the start? The right people tend to talk about learning and adapting, not just ‘delivering'. They see complexity as something to be navigated, not avoided.
The external role – regional storytelling and advocacy
Invariably, these are highly visible roles. Leaders must be able to tell their region's story, inspire investors and partners, and engage credibly with everyone from local residents to government ministers.
So, communication and presence really matter but not in a performative way. Authenticity is key. The most effective leaders are those who can connect with different audiences naturally, switching between boardroom conversations and community meetings without losing their sense of purpose.
From a recruitment standpoint, it's about how leaders connect emotionally with others. Do they bring people with them? Do they inspire trust?
Inclusion and collaboration – growth for everyone
Finally, there's a strong moral core to CA leadership. CAs exist to make regions more prosperous and more equal, and those two things must go hand in hand. The best CA leaders take inclusion and diversity seriously. They don't just talk about levelling up; they make sure growth genuinely benefits the people who need it most.
It's about values-based leadership, engaging communities in shaping solutions. Empathy and humility aren't ‘soft skills' here, they're essential capabilities for building legitimacy and trust.
Many thanks to Andrew Lightfoot for his specific insight into the CA context and to both Tom Stannard and Phil Porter for supporting future leaders by sharing their wider leadership and personal journeys – and encouraging leaders to think systemically, operate politically and lead collaboratively with authenticity and integrity.
Pete John is senior consultant at Penna
For more information about the 2026 enrolment email aspiringchiefexecutives@penna.com
