There is a word I hear repeatedly when speaking with council chief executives: lonely. The chief executive role in local government can be one of the most rewarding jobs in public service. It can also be one of the loneliest.
Many of the chief executives who contribute to the Aspirant CEO development programme we run at Penna express exactly this sentiment. They talk about the privilege of leading organisations that shape places and communities. But they also speak candidly about the weight of responsibility that comes with the role.
Chief executives sit at the centre of complex systems. They must maintain the confidence of elected members, lead large organisations, respond to the expectations of residents and build relationships across multiple partners. When the most difficult decisions arise, there are very few people they can turn to who genuinely understand the pressures they face.
The demands of the role are intensifying
Financial pressures across local government remain acute and persistent. Many councils are navigating extraordinarily difficult decisions about services, spending and priorities. At the same time expectations from communities have not diminished. If anything, they have intensified. Residents rightly expect councils to respond to challenges that range from housing pressures and social care demand to economic uncertainty and the transition to net zero.
Overlay this with the scrutiny that now accompanies public leadership. Social media, continuous news cycles and heightened political debate mean that decisions made locally can quickly become matters of wider commentary. Increasingly, global events also play out in local communities, placing councils and their leaders at the centre of conversations that extend far beyond traditional local government responsibilities. It is leadership conducted permanently in full view.
In some respects, this sense of isolation is not unique to local government. Research consistently shows that chief executives in the private sector experience comparable pressures. A global CEO survey published in 2024 found that many leaders report feeling lonely in the role, with the higher the position, the smaller the circle of people they can speak to openly.
But leadership in local government carries an additional dimension. Chief executives operate in an environment that combines organisational leadership with democratic accountability. Decisions are taken in public, often under intense scrutiny. Political relationships must be carefully managed. Communities rightly expect transparency and responsiveness.
The system itself is evolving
Local government reorganisation is beginning to reshape structures across parts of England, with new unitary authorities emerging across wider geographies. Inevitably, this will lead to fewer chief executive roles overall.
Where several councils once existed across an area, the future structure may involve a single authority. In practical terms, that means fewer seats at the table.
The roles that do emerge, however, will often be significantly larger in scale and complexity. The chief executive of a unitary authority is expected not only to run an organisation but to operate across a wider system of partners that includes health bodies, policing, combined authorities and regional institutions.
Many chief executives already work in this way. But for others, particularly those moving from district councils or smaller authorities, the transition to a unitary environment can require a shift in emphasis. The ability to convene partners, influence beyond organisational boundaries and lead across complex systems becomes increasingly important alongside the traditional responsibilities of running a council.
This raises an important question for the sector. As structures change and the number of senior roles reduces, how do we ensure that the experience and wisdom of leaders who have served local government for many years is not lost?
Through our work at Penna, we have had the privilege of supporting the appointment of chief executives in councils across the country. Over the past decade, we have helped appoint more council chief executives than any other search firm operating in the sector. That perspective gives us a unique insight into the changing nature of the role and the calibre of people willing to step forward and lead.
We are currently in the middle of the judging process for the Chief Executive of the Year award at The MJ Awards, to be announced in June. Without reference to individual submissions, what stands out is the exceptional calibre of leadership across the sector. The commitment to public service, resilience and clarity of purpose demonstrated by many of the candidates is remarkable.
These are leaders navigating financial pressure, organisational transformation and rising community expectation with determination and integrity.
The sector is not short of capable leaders
The challenge lies in ensuring those leaders are supported and sustained as local government continues to evolve.
Because if the chief executive role has long been one of the loneliest jobs in local government, the next phase of change will demand even more of the people who choose to do it.
As we reshape the structures of local government, we should also ask ourselves a fundamental question.
Are we doing enough to support the leaders we ask to carry that responsibility?
Dawar Hashmi is Managing Partner at Penna
