In recent years, the political climate of the United Kingdom has become increasingly volatile. Surprise referendum results, a rapid turnover of Prime Ministers and swings in local and national elections have all underscored a fundamental truth: predictability is no longer a reliable assumption in British public life. This turbulence is mirrored at the local level, where councils must balance rising service demands with constrained resources, all while navigating increasingly polarised debates within chambers, communities, and even leadership teams themselves.
For council leaders, as well as senior officers, the challenge lies in steering institutions that must continue to deliver critical services while operating within a contested and often divided political landscape. At times, this can manifest in sharp disagreements between councillors and officers: elected members may emphasise the need for political direction and visible change, while officers may highlight statutory obligations, financial sustainability or long-term deliverability. These tensions, while difficult, are inevitable – but they can also be harnessed constructively.
Local government has always had to be ready to adapt to changing policy landscapes: new statutory requirements, unexpected budget changes, and central government initiatives that arrive with little warning. Local elections have produced unexpected results, sometimes leaving councils with no overall control and leadership teams scrambling to form workable arrangements across political divides.
These surprises are becoming more frequent and often more disruptive but aren't necessarily always negative. The rise of AI and new technology has accelerated rapidly in recent years and is becoming increasingly commonplace. It's a disruptive change, but one that is filled with potential.
We must all treat uncertainty as the norm, not the exception. Councils that embed scenario planning, maintain agile governance processes, and invest in organisational resilience are better placed to respond effectively when the unexpected happens.
Perhaps what really sets people apart isn't just skill, resources, or luck – but the willingness to be bold. Councils are facing challenges at every turn including continued budget constraints, public criticism, devolution, Whitehall mandates and political swing impacting every department. Technology can be an answer to part of these issues but implementing it responsibly and at scale is not easy.
Local government is not alone within the public sector in being slower than the private sector to embrace new tech unilaterally. It's not a lack of appetite, but an abundance of caution, governance concerns, budget considerations and – sometimes – difficulty seeing where the opportunity lies from day one.
The right leadership is vital to enable councils to modernise their approaches. Having people on the board with vision can be a superpower to help councils embrace change and drive a path forward in a responsible manner that protects the interests of the electorate.
Even if we remove politics from the equation, altering organisations as large and as complex as local authorities is no straightforward task. Leaders will always come up against reluctance and risk aversion that make effecting rapid change difficult. Throw political directives into the mix and it's a challenge very few can successfully take on.
That's why investing in the right people is so important. There is a lot the public sector can learn from its private business counterparts, not least adaptability. Finding the right people, however, is no mean feat. Councils need to build an attractive proposition to entice top talent to their ranks, noting that the willingness to be bold and think differently may well be the secret weapon needed to make impactful change.
Councils need leadership teams that can adapt quickly, absorb shocks, and remain focused on public value, while delivering the mandate of elected officials and navigating the issues posed by restricted budgets and political unease. This requires a conscious effort to cultivate flexibility.
The age of polarised debate is unlikely to abate soon. Social media amplifies division, national politics remains unstable, and communities themselves are experiencing greater pressures and uncertainties. For local government leaders, the question is not how to eliminate disagreement or restore a mythical age of consensus, but how to lead effectively in the reality of contestation, and how to bring new tech on board that will improve lives for constituents.
All councils seek to deliver for their residents, even in the most turbulent of political seas. Local government has always been the level of democracy closest to the people. In today's climate, it must also be the most resilient, adaptive, and forward-looking, taking advantage of the many tools coming out of private enterprise to help it on its journey.
Tim Farr is senior partner at Starfish Search
