There is little doubt local government is going through a period of tumult certain to be defined as historic.
While two-tier areas grapple with what ‘best' looks like in terms of new structures, regions dominated by unitaries continue to adjust to the impact of combined or strategic authorities.
Yet, for all the focus on structure and function, little is currently being considered about the personalities that will thrive at the top of councils in this brave new world.
Step forward recruitment specialists GatenbySanderson, who have crunched the data to pinpoint the personality traits that could derail or power success for the modern chief executive.
The good news is that the data reveals public sector chiefs appear less susceptible to ‘derailment' than their counterparts in global and private organisations.
Using 11 dispositions examined in personality questionnaires, the research indicated the most common derailer was ‘imaginative', highlighting a tendency toward curiosity and agility – qualities that, while valuable, may lead to impracticality if not well-managed.
While the upside of ‘imaginative' links to being inventive, ideas-oriented and strategic, the downsides include over-confidence in problem-solving and a belief that others can't understand complex issues.
Indeed, the trait most likely to exhibit in unsuccessful candidates for the top job is being ‘bold', something that scuppers the aspirant chief who comes across as over-confident and resistant to feedback.
A key context identified in the research is the need for council chiefs to engender trust, with Office of National Statistics' data revealing just 34% of the public feel this way about local government leaders.
Frazer Thouard, practice lead, local government, at GatenbySanderson adds: ‘If you put trust into the context of change and transformation as a leader you've got to be believable and have a workforce that believes what you're saying.'
And the rising need for councils to collaborate with other organisations means chief executives also need to navigate a complex mix of shared objectives and limited resources.
Furthermore, chiefs showed less tendency than their counterparts in global organisations towards anxiety and insecurity, both of which interfere with the ability to relate successfully to others. The same applies to ‘acquiescence', a characteristic that may be unhelpful at this level of seniority.
The assumption drawn by GatenbySanderson is that councils tend to reward those who put themselves forward, speak up, engage readily and are calm and consistent.
Thouard expands: ‘Social heart and commercial head is our term to describe that difficult balance between delivering customer-centric services at the most efficient price is a relative weakness across local government, though stronger in chief financial officers. This need to bring commercial realism without losing sight of customer needs and experience will be increasingly relevant as chief executives navigate future reorganisation.'
When it came to the traits that separate chief executives from their director-level colleagues, ‘mischievous' and ‘colourful' were the potential derailers most prevalent in officers at the top of the organisation.
Colourful relates to enjoying being in the spotlight, being energetic, gregarious and ideas-oriented but has a potential dark side around being too self-absorbed, unwilling to listen to feedback or becoming overly dramatic.
Mischievous relates to being charming but prone to seeking out excitement and risks. Individuals with derailers in this area can potentially be seen as lacking sincerity or showing a casual disregard for others.
With chiefs being seen to need to be engaging, inspirational, influential and impactful – which arguably are the flipside to colourful and mischievous – it suggests that the positives of these traits outweigh the risks in council careers.
It's worth noting that for local government leaders as a whole, not just chief executives, ‘imaginative' comes out as the standout most common derailer. This brings positives for new and fresh ideas for transformation, but also the potential for being too ‘out there' or failing to bring others with them along that transformation journey.
And Thouard sums up the nutshell point: ‘Every single leader has derailers. It's about awareness.
‘If you don't know what they are it kicks you off course when the pressure's on. And the pressure's always on in the sector at the moment.'
Frazer Thouard and Marie Blakesley, head of assessment and talent consulting at GatenbySanderson, will discuss their research, focusing specifically on local government leaders at The MJ's Future Forum Midlands this week
COMMENT
Beyond the chief: Building teams that thrive under pressure
In today's complex local government environment, success depends on cohesive, diverse leadership teams – not just strong chief executives, says Frazer Thouard.
In today's local government landscape, marked by reorganisation, devolution and financial strain, the success of a council doesn't rest solely on the shoulders of the chief executive. It is about the strength, diversity and cohesion of the entire leadership team.
While we have gained valuable insight into the traits that help chief executives thrive, it is equally important to understand how those traits interact with others around the table.
One of the most common pitfalls in leadership recruitment is the temptation to hire in our own image. It is natural to gravitate towards people who think like us, but in doing so, we risk creating echo chambers that limit innovation, challenge and resilience. The most effective teams are those built with deliberate intention, where different leadership styles, strengths and even derailers are recognised, valued and shared.
It is not about avoiding weaknesses, it is about knowing them. Every leader has stress points – those moments when pressure brings out unhelpful behaviours and traits. The key is awareness. When leaders understand their own derailers and share them openly with their peers, it creates a culture of mutual support. You cannot help someone through a tough moment if you don't know what their tough moments look like. And you cannot be helped if you are not willing to be open about your own.
This kind of openness builds trust and trust is the foundation of high-performing teams, especially in environments where scrutiny is constant and the stakes are high.
When leadership teams understand each other's pressure points, they are better equipped to support one another, challenge constructively and lead with empathy. They are in it together – all for one and one for all.
Our leadership and talent consultancy works with individuals and top teams across the sector to surface these insights. Through psychometric profiling and top team peak performance sessions, we help leadership teams understand how they complement each other and where they might clash.
This is not just about diagnostics, it is about building collective resilience and unlocking the full potential of leadership groups up and down the country.
The best leaders don't just know themselves, they know their teams. And they build those teams with purpose, bringing together a blend of personalities, perspectives and leadership styles that can weather the storm and drive transformation.
In the end, leadership is not about being perfect, it is about being prepared, supported and being part of something greater than yourself.
Frazer Thouard is practice lead, local government at GatenbySanderson
