If you are in a leadership position in local government, how do you look after your wellbeing? Perhaps like me you walk your dog(s) every morning, perhaps you have a hobby. Whatever it may be, it's important; recent research from the Chartered Institute of Personnel and Development shows that mental ill-health is the top cause of long-term absence.
Leaders are no different to anyone else but the impact of the continued challenges facing local government is making itself clear through the striking level of senior level turnover. Analysis in this very magazine from 2025 shows that 141 of 311 chief executives – 45% – have been appointed since 2022. Among upper-tier councils, 72% of chief executives have taken up their role since 2020, with only 5% serving for a decade or longer. This constant churn disrupts continuity of leadership and undermines long-term strategic planning at a time when strong, stable governance is critical.
This strain is shaped by a progressively unfavourable risk-reward balance, intense financial pressures and a shrinking talent pipeline. These dynamics are already influencing recruitment decisions as councils increasingly turn to interim leaders and agency appointments to plug gaps.
The shifting risk–reward balance
Disparity between responsibility and reward has helped shape this crisis. According to a PWC/County Councils' Network study in 2024, pay is the most significant determinant of recruitment difficulty, particularly when local government is benchmarked against privatesector roles without the equivalent statutory or reputational exposure.
For section 151 officers, the pressures are even sharper. Many are navigating severe budget deficits and the risk of insolvency. In this environment, the threat of personal liability is real, driving more s151 Officers towards interim roles where pay is higher and longterm risk reduced.
Public trust is down. Data from YouGov shows those expressing low confidence in their local council has gone up from 53% to 69% between 2020-25. Senior leaders now operate under intense scrutiny, with heightened reputational risk not matched by support or reward.
Funding constraints and reorganisation
Senior leadership challenges cannot be separated from the broader financial backdrop. Even with the new multi-year finance settlement the Institute for Fiscal Studies notes that as many as 43% of councils may still face real-term funding cuts. Rising demand for adult and children's social care continues to dominate upper-tier budgets. Local Government Reorganisation adds further uncertainty and creates ambiguity. All these strains have a knock-on impact that means leaders don't have time for constructive strategic reflection and planning.
An unsustainable talent pipeline
The long-term picture is equally challenging. According to the Local Government Association in 2025, workforce age demographics show only 5% of council employees are under 25, while two thirds are between 40 and 64. Our own research showed that 31% of young people have never considered working in local government. Some 81% say community impact is important to them, but just 16% associate councils with ‘making a difference'.
While there are initiatives trying to address this, the sector must move faster and more cohesively to both attract and develop its future workforce.
How do we change this?
Councils cannot magically uncover more money and they cannot slow the pace of change and challenges facing the sector. Therefore change must come to the support senior leaders get, which in turn will make roles more attractive to those aspiring to lead.
Roles could be re-structured, sharing responsibilities, offering flexibility and delegating authority where appropriate. There are alternative leadership models and in the private sector there are increasingly shared chief executive roles.
Beyond restructuring roles, supporting leaders in post by helping them prioritise wellbeing is crucial. Here at Commercial Services Group we recognised this and over the past five years have been working with Professor Steven Griggs of Staffordshire University to deliver a leadership programme which places particular emphasis on adaptive skills to help leaders cultivate both personal and organisational resilience.
We bring together leaders from across the sector to engage in action learning and to explore the realities of modern leadership. The ability for leaders to develop softer skills – influencing, connecting and collaborating – will be crucial to being able to adapt to the constant change councils face. And these skills need to sit alongside compassion for oneself, team and other organisations.
Looking ahead
Addressing the leadership crisis requires rebalancing incentives, strengthening development pathways and communicating a compelling career offer. Emphasising partnerships, innovation and creativity is a new foundation for where leadership needs to go. Without supporting leaders, councils risk becoming locked in a cycle of short-term fixes and rising instability.
Our local government executive leadership programme is part of our social values and subsidised for local government. We aim to facilitate shared learning, thinking differently and above all wellbeing for leaders. The next cohort begins in the summer.
Steve Wilson is managing director, partnerships at Commercial Services Group
