Tips for the top
Earlier this month, ACSeS hosted the Leadership Summit, a seminar for local government lawyers looking to progress to chief executive roles. Nicholas Dobson recalls the highlights.
The Association of Council Secretaries and Solicitors (ACSeS) certainly pushed the boat out on 12 July 2010. For topping a premier leadership event produced and led by ACSeS President, Dr. Mirza Ahmad, on board HMS President at Victoria Embankment, delegates enjoyed a high-adrenaline, white-wave speedboat whizz up and down the Thames.
And to ward off any puritanical tuttings at what some might say was mortal sin against the Age of Austerity, the conference was modestly priced (and generously sponsored). One of its key aims was to arm top local government managers with the battery of skills they’ll need to take their authorities effectively forward for the benefit of their communities throughout the forthcoming financial meltdown. But just as Chaucer’s Canterbury Tale pilgrims each had a different and resonant tale to tell, so did each of the eminent speakers.
The Academic’s Tale
The event started with a challenging keynote contribution from Professor John Benington of the University of Warwick Business School on the ‘Copernican shift’ needed in the public sector to deal effectively with the current and emerging political, economic and social context. He stressed the necessary interconnectedness of the public, private and third sectors and the consequent need for ‘whole systems thinking’. For a cake isn’t a cake unless all its individual ingredients are baked together to create something greater than the sum of its parts. Professor Benington stressed the need for ‘adaptive leadership’ i.e. that (per Harvard University’s Ronald Heifitz) of Leadership Without Easy Answers and consequently that leaders should probably see themselves more as solution facilitators than problem solvers. In other words, in terms of social problems, working with those involved to identify ways of dealing with the issues in question and passing them back to those on the ground at a rate they can stand.
The Politicians’ Tale
Sir Steve Bullock, Mayor of Lewisham opened the batting for key local politicians and highlighted the need for flexibility in adopting different leadership styles for different circumstances. Sometimes, for instance when faced say with lurid, alcohol-assisted e-mails from colleagues in the small hours, the best leadership can be to do nothing! Sir Steve also referred to the different leaderships necessary for place, organisation and the political space and the absolute need for clarity of understanding and benign synergy between the political council leader and the head of paid service. A perceptive session followed from Councillor Mike Jones, Leader of the new Cheshire West and Chester Council who identified the following as key leadership characteristics: vision/strategic understanding; the capacity to inspire to deliver strategy; confidence; good communication skills; values and standards as well as determination and courage. These with others (including resilience, authenticity and a sense of humour) were highlighted by many of the speakers throughout the day.
Jessica Crowe of the Centre for Public Scrutiny (and former Hackney LBC member) highlighted the importance of accountability and scrutiny in public sector leadership and referred to the Audit Commission’s take on good governance i.e. doing things properly. Or in other words: ‘ensuring that the organisation is doing the right things, in the right way, for the right people in a timely, inclusive, open, honest and accountable manner.’ Jessica has recently been appointed by the Government as a Commissioner for the beleaguered Doncaster M.B.C.
The Headhunters’ Tale
Then (sadly without a roll of drums) came the headhunters – the doughty gatekeepers of that top job you so much want! First up, that redoubtable harbinger of sometimes uncomfortable career wisdom, Hamish Davidson. He stressed that to make the top job you need to be brilliant at what you do - obviously. But that’s just for starters. Anyone seriously interested in the top job will need to develop and be convincing on a whole host of high-spec personal qualities. Not only those mentioned above but also: the capacity to set vision; the ability to look and sound like a leader; entrepreneurial and creative/innovational skills and not forgetting pace and passion. Exactly of course how you feel when the alarm goes off first thing! After amusingly referring to local government HR as the ‘Legions of the Damned’ and Procurement as the ‘Forces of Darkness’ and the absurdity of local government recruitment processes, he left us with a telling thought. You need constantly to be on the qui vive to improve. For ‘only the mediocre are always at their best’.
Martin Tucker, Managing Partner of Gatenby Sanderson, was the other big hitter headhunter. In a personable presentation, he emphasised ‘delivery’ as the watchword of the moment so members will often seek evidence of successful management of substantial service areas such as Resources, Environment, Children’s or Adult services. As he pointed out this is where lawyers may struggle if they’ve not managed to get outside their legal compound. So, for lawyers, broadening horizons is the order of the day, as is getting involved in transformational change so as to make themselves ‘compelling propositions as future Chief Executives’. But whilst there are some relevant skills (e.g. quick information assimilation and making intelligent connections) ‘deliberating over doctrine will not, by itself, deliver’. Lawyers reaching for the top should be raising their profile and being pro-active in making a tangible and immediate difference to the organisation. In other words they should be ‘central to the solution’.
The Lawyer Chief Executives’ Tale
Next up came two former local government lawyers who have managed to shin up the greasy pole to the top job without sliding ignominiously down on the way. Ged Curran (Merton LBC Chief Executive) starting with a tough question. Do you really want to be a chief executive? I mean really? Do you know what you like about your career i.e. what you like doing? If the answer is an enthusiastic (but properly informed) ‘yes’ then you’ll need to spread your wings and fly outside legal territory. For, sadly, many councillors and other key influencers see law as a bit of a local government backwater and not connected to where it’s really at. Ged got his opportunity in managing environmental health, so the members began to see he was more than just a legal eagle. He stressed the importance of luck in terms of opportunities and just the way the cards often fall. But as the old saying goes, you do make your own luck in life. So make sure it’s good!
John Polychronakis (Chief Executive of Dudley MBC) echoed Ged in advising delegates to be sure they do wish to take on the chief executive role. If the answer is a properly wired-up yes it can be most rewarding. Although he does feel entirely owned by the Council (night, day and weekends!) he said that he loves the job which has renewed his faith in local government. Don’t though, he counselled, think that because you happen to be a very good lawyer, you will be perceived as a future chief executive. You’ve got to break the typecast. And if you’re not a member of Corporate Management Team, enter the corporate space by volunteering for corporate working groups, chairing them if you can. Treat people with respect and dignity (even when you disagree), learn from other chief execs and (essentially) maintain your sense of humour and perspective. For without those you are likely to go into tailspin.
The Experienced Observers’ Tale
Two valuable contributions followed from senior people who have been in local government but who are now operating successfully outside it. Dr. Clive Grace is currently (amongst many other senior roles) Chair of the Local Better Regulation Office. But he has also been Chief Executive of Torfaen Council in Wales, Deputy Auditor-General for Wales and Director of Law at Southwark LBC. He emphasised the relevant corporate governance skills that lawyers possess if they can position themselves wisely in career terms. For, as he pointed out, corporate governance is about getting the right things done as well as ensuring that things are done well. It also links to actual performance and to service improvement and connects purpose, powers and real world outcomes. And a suitably savvy lawyer at the centre of the authority’s operations can make a real and positive difference. For, as the Audit Commission has pointed out, each of the national inquiry reports has shown the relationship between corporate governance and service quality. Local authority lawyers seeking the top job therefore need to market themselves effectively, recognise the value of the skill set they have and go for it!
Olwen Dutton is Chief Executive of the West Midlands Regional Assembly and the West Midlands Leaders Board. However, she has also been a local government solicitor, working across a wide range of authorities and has been an Associate Director with the Audit Commission. Olwen has the difficult task of winding up her present operation while at the same time supporting her staff and keeping them fired up with optimism and drive. She stressed the increased importance of working (as she does) with business and the voluntary and community sectors and, whilst acknowledging the importance of subliminal legal skills, she advised lawyers to ‘move out of the box that’s got “lawyer” on it. Like other speakers earlier, she pointed out the critical necessity of emotional strength and capacity to deliver.
The Consultants’ Tale
Oliver Nyumbu, Chief Executive of Caret advised delegates to do no harm i.e. enhance rather than diminish those with whom you come into contact. What, he asked if what got you where you are is not the right thing to help you succeed as a chief exec? You might be the best lawyer in the world but is what got you promoted what you need to be doing in the new job? Plans, he warned (quoting a famous military strategist) ‘rarely survive contact with the enemy’. In local government terms the enemy being the ‘vagaries of reality’. So realise that and be flexible and resilient enough to deal with it. Are you a balcony or a dancefloor person, he asked. Being in the wrong area at the wrong time, or spending too much time in either may well indicate poor top management judgment. Positive ethical values are needed so that the organisation can trust the leader as a person of integrity. The Marxist (i.e. Groucho Marxist) approach is one to avoid: ‘Those are my principles and if you don’t like them I have got others’!
Jonathan Perks, Managing Director of Penna Consulting, has been Assistant to the Head of the British Army and commanded his Warrior Company on 3 operational tours around the world. He advised that success comes from living four leadership behaviours. The first is accountable leadership where executives hold themselves to account and scrutiny, manage by walking about and are great listeners. They also act with integrity and ‘lead to serve’. Supportive leaders inspire other leaders to achieve their goals and avoid internal competition. They are open to feedback from others and provide mentoring and coaching for their people. Collaborative leaders in the best authorities work in harmony with colleagues to put the public first, actively breaking down barriers and seeking ways to convert ‘organisational terrorists’. Inspirational leaders stand out in local authorities by building others’ self-esteem by praising and rewarding good performance and yet challenging poor performance.
The Editor’s Tale
Mike Burton, editor of MJ (Municipal Journal) expertly chaired the final panel session. He had recently gone into the lion’s den and interviewed Eric Pickles, the formidable Secretary of State for Local Government. Mr Pickles was apparently taken with the German concept of ‘Doppelspitze’ where the ‘dual leadership’ of mayor and chief executive was abolished. ‘We don’t,’ argued Mr Pickles ‘need an executive leader and a chief executive’. But, said Mike Burton, most council leaders at the Local Government Association Conference thought differently. For managing the organisational and political interface require very different knowledge and skill sets. And the dream team happens when the respective leaders recognise this and work in synergy.
Speedboat
The hairy, high-speed speedboat trip (to background Bond music!) where the boat headed crazily towards an object only at the last minute to veer away at a mad, heart-stopping angle reminded delegates of the resilience and flexibility they need as senior managers who will have to be creating value and order for their communities from what will often feel like unpredictable and primeval chaos. But with delegates and speakers finishing the day tearing up and down the Thames like a speeded-up movie, never let it be said that local government lawyers don’t make waves!
Congratulations are certainly due to ACSeS President, Mirza Ahmad, for producing this event which managed to impress all present – including all the eminent speakers.
Dr. Nicholas Dobson is a lawyer specialising in local and public law and is also Communications Officer for the Association of Council Secretaries and Solicitors.
Last year, Dr Dobson compiled a white paper - Local Government Lawyers – Major Corporate Players? - looking at the experiences of local authority lawyers that had made the leap to chief executive level. To download a copy in PDF format, please click here.
© Nicholas Dobson July 2010.