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Hard work, rule breaking and optimism are three of the nine characteristics shared by the cream of local government talent, a study has found. Thirty ‘trailblazers' – defined as ‘someone who is known to drive transformation in public services while delivering results' – were interviewed for the study by talent consultancy, Wickland Westcott, and researchers were surprised by the ‘clarity' and ‘commonality' of trends that were found. High-performers in the public and not-for-profit sector share distinct elements of their career histories and personal characteristics, including a challenging early life, diffuse career paths and an appetite for responsibility. The findings are likely to be of use for those involved in recruiting, developing and managing such talent. The report said: ‘Look for a burning sense of vocation. Look for people who have acted in line with their values, when it might have been easier – or more beneficial to themselves – to do otherwise. Other indicators are success in overcoming adversity, a desire to seek learning from all situations, and a willingness to back themselves. ‘Trailblazers have been the underdog, and that spirit has stayed with them.' The study also found public sectors trailblazers have different characteristics to private sector ones. Private sector stars were stronger in the areas of analysis and decision-making, commercial appreciation, communication and implementation, while the public sector trailblazers, in comparison, were stronger in the areas of leadership, managing change, strategic thinking and teamwork. Further research, particularly within sub-sets of the sample population – health, education, local government, the emergency services and so on – is expected to tease out other interesting themes. The career history of trailblazers: clear sense of vocation early life experiences diffuse career paths mentoring appetite for responsibility overcoming obstacles Characteristics of trailblazers: hard working low rule-following optimism trusting local place-shaping seek to understand people innovation controlling imposter syndrome

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WHITEHALL

Study shows employers how to spot 'trailblazers'

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