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If mutual banter is the sign of a good relationship, than that of Cllr Ken Thornber, leader of Hampshire CC, and his chief executive, Andrew Smith, is plainly on the right track.

As Andrew says: ‘Chief executives have to be prepared to play different roles. Some days, I'm a chief executive and he's the leader. Other days, Ken is chief executive and I'm leader. But I prefer to be chief executive – it pays better.'

The top team is less than 12 months old. Andrew took on his job last December, although he has actually worked for the county for more than 20 years and was previously director of property, business and regulatory services.

Ken has been leader of the Conservative-run county since 1999, and is a senior figure on the local government circuit. He is a former chair of the County Councils Network and founder chairman of the Innovation Forum.

And he is clearly enthusiastic about his chief executive. Referring archly to the lawyers who previously occupied the chief's chair, he says: ‘In my 30 years as a councillor, I've only known chief executives with legal backgrounds. They tend to be risk-averse and are constitutionally hierarchical. To me, Andrew's can-do attitude is a breath of fresh air.'

Both men were keen to be interviewed together to display their chemistry, so vital for top management of a major council, and especially one like Hampshire, with a ‘four-star, improving strongly' rating to uphold.

The two top teams, the cabinet and CMT, meet monthly for informal lunches where there is no specific agenda, to encourage wide-ranging discussion. Both groups also have their own away-days, with the leader attending that of the CMT.

The county pioneered the Hampshire Senate, launched in March, with representatives from bodies across the county, and is a CAA pilot in two-tier areas.

The county also faces major external challenges such as demographic pressures, road maintenance needs and tighter budgets. By 2012, 20% of its population will be aged over 65 compared with the national average of 17%. Some time ago, Ken made an offer to the Government, to give 1% of the local NHS budget of £900m and, in return, through the council's partnership with the NHS, save that money through joint projects. He cites the use of social workers based in GP surgeries which has caused a 25% drop in admissions to hospital. Needless to say, the Government has yet to respond to the offer.

So, with these major challenges, the relationship between leader and chief is vital.

But, what makes a successful relationship? Andrew says: ‘The leader obviously brings a political perspective. Sometimes, local government managers think they have all the answers.

‘Ken and his members can cut through the issues quickly. He's a supportive leader, and people react to that style. He's also a strong character, but we both have a good sense of humour.

‘One has to be serious about what we do, but we don't have to be serious about ourselves. We can always have a laugh.'

In turn, Ken says: ‘A can-do attitude is what I look for. Members warm to an approach that says, "If that's what you want, we can make it happen".

‘It's important to have public loyalty but private honesty. When we're in public meetings, support from the chief executive is absolutely paramount. Afterwards, honesty should be there. The fact that Andrew can say, "Ken, you're wrong" is so important.'

And he adds: ‘Often, members set policy and officers apply that, but it's not as simple as that. We're in an era of team management.  Rather than a hierarchy, there's a flexible structure which meets needs as they arise.

‘I can talk to Andrew about things which wouldn't normally concern him, but I value his advice.'

While between them, the men have notched up half-a-century at the county, Andrew's experience as chief executive is still new, although his previous role as chief officer at least meant regular exposure to the cabinet.

As he says: ‘It's a huge advantage having worked with Ken and the cabinet before. But I have to be wary of my previous judgment, because I have a different perspective now. I hope my former colleagues would always tell me the truth, and that they can feel confident about telling me what they think.

‘Obviously, one is a lot more isolated as chief. However, I felt there were few places where I could do more than at Hampshire, and I've always enjoyed making things happen.'