Supporting local leaders after a tumultuous election

Having spent more than 30 years in local government, including 15 as a chief executive, I have seen many political inflection points. The recent local elections, however, delivered change on an unprecedented scale and many council officers must now be thinking hard about how to respond.To help those wrestling with these challenges – and to start a conversation – I outline a few areas where I would focus and welcome input from those dealing with these changes now, as well as from those with experience and a longer historical perspective.The purpose here is not to discuss the macro-political picture, but to reflect on what these changes mean at a local level. What we are seeing, as a result of the collapse in the Labour vote, is thousands of newly-elected councillors with extremely limited experience of local government and none of the traditional party support structures to help them through the transition.This is particularly acute where Reform UK and Green councillors now find themselves in control of councils where, just weeks ago, they had little or no representation.The election of Green and Reform councillors was not simply an anti-incumbent vote – it was driven in part by concern about issues such as Gaza and immigration that are national, rather than local, in nature. There was little debate about social care, education, roads, parks, libraries and the hundreds of other services councils provide and yet this is precisely where newly-elected councillors will need to focus their time and effort.Council officers across much of England are therefore facing a new political reality and in some cases doing so alongside an uncertain future brought about by local government reorganisation.So what should the approach of senior officers be? For me, a few priorities stand out:-Calm reassurance: First, to newly-elected councillors, ensure they see that officer leadership respects the result and that the best advice and support will be forthcoming. Second, to the wider officer corps – yes, there will be change, but there will be considerably more continuity in day-to-day work than many may fear.-Educate and advise: Local government is complex and, particularly on finances, can be daunting. Helping new councillors, and especially new leaders and cabinet members, quickly understand how services work, what levers are available and what scope for change exists is essential. This is fundamentally about building understanding and trust.-Remember partnership: New councillors were often elected on promises to change or improve services that sit outside their direct control. However, through their community leadership role they can influence schools, health services and the police. Being an effective bridge between councillors and other local public services can reduce tension and conflict, while helping new political leaders make a real difference for their constituents.-Focus on place: Elections are divisive and often personal. The divisions in attitude and policy are real, but ultimately local people need their politicians to work together, especially where there is NOC, for the good of residents and outcomes. Officer leadership has a key role in facilitating shared understanding and, where possible, shared objectives.-Embrace politics: Never confuse logic with politics was a mantra that carried me through many difficult periods. The weeks and months ahead will be testing, and some politicians will push for changes in officer leadership – often without good reason. The officer's role is to remain professional, objective and advisory and to do so by embracing the complexity of political motivation, not resisting it.You are not alone. There is a wealth of support available, whether through the Local Government Association, Society of Local Authority Chief Executives, professional networks or informal contacts.Leading successfully through change is rarely straightforward, and a second or third perspective – particularly from someone with a degree of distance – is often invaluable. Seek out advice and guidance, and encourage your new politicians to do the same. Let's build a discussion to help our local leaders navigate a new paradigm.Sean Harriss is senior adviser at PPL (People Places Lives) and a former council chief executive

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Supporting local leaders after a tumultuous election

By Sean Harriss | 27 May 2026

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