The public sector faces an unprecedented landscape.

This permacrisis demands a new breed of leader who embodies the radical qualities outlined by New Local: resilient, community-focused, and adaptable. How can we find and recruit these leaders? Finding and retaining them requires a strategic shift in recruitment and employee engagement.

Authorities must understand and find a degree of consensus around what they are seeking and commit to it.

We need to attract individuals passionate about public service, driven by a desire to engage communities, who thrive in constant change. Individuals should be assessed on their ability to inspire, connect and empower others. Authorities should become more open to non-traditional backgrounds – individuals who have thrived in complex situations outside the public sector and can offer alternative perspectives and skills.

Ditch the efficiency-first approach and emphasise the opportunity to make a real difference in a challenging world. Showcasing a culture of innovation, collaboration and employee wellbeing will resonate with those driven by purpose – not just process.

Building a resilient workforce goes beyond initial recruitment and initiatives that prioritise employee wellbeing, such as flexible work arrangements and access to mental health resources. A culture of open communication and continuous learning is required where internal mobility is real and idea-sharing across the organisation happens easily.

Professional development programmes that advance skills in mobilising communities, fostering resilience and compassionate leadership will equip both new and existing leaders and employees with the tools needed in the coming years.

By embracing these strategies, we will develop more sustainable models of leadership for navigating the permacrisis.

Greg Hayes is a director at Tile Hill Executive Recruitment