Good local government is where the best of politics and management combine to be greater than the sum of the parts. The job of managing in any organisation is complex enough but adding in the big ‘P' of politics creates a wholly-different dimension. Political sensitivity and awareness has always been an important part of the effective managerial leadership of local government. Unfortunately, it has often been underplayed and left to individuals to acquire through experience. The political interface is at the heart of effective local democracy, and needs to be worked on continuously. We underplay the importance of the interplay between members and officers – the actions and reactions which cause behaviour and build or destroy the levels of trust and respect held between individuals. What we underestimate is the polluting effect this has on the way we work together. The real world undercurrents which unconsciously inform the assumptions we hold and the choices we make. We waste time, effort and nervous energy when we avoid that which is harming us and our organisation. To build the relationships we need, and get the best from our political and managerial leaders, we must find ways to have those corridor conversations in places we can do something about them. A few years ago the SOLACE Commission published Managing in a political environment, a major report and recommendations for improving the effectiveness of both officers and members in this critical leadership relationship. The report stressed the importance of being both politically aware in ‘reading' what is happening around you and having the integrity not to indulge in game playing. I would add a third dimension – having confidence in the resilience of our relationships to bring the corridor conversations into the open. Martin Horton is a director at SOLACE Enterprises
