Blair McPherson
Jon Snow you know nothing
Blair McPherson explains how his bid to explain the daunting complexities of how local government works to a student over a sandwich failed to pay off.
Bear traps
To escape from a 'bear trap' question in an open question-and-answer session don’t try and come up with the perfect answer or solution, advises Blair Mcpherson.
The task of the leader is to convince people it’s possible
Blair Mcpherson pays tribute to the progress that can be made if a team has a project leader who focuses on light intervention, a listening ear and a positive attitude.
The best senior managers are tremendous hypocrites
If as a manager you have a clear coherent philosophy and a set of values you stick to then you will be much admired, but your success may be limited, says Blair Mcpherson.
What if the job is too big?
Sometimes the job is too big for the individual, and sometimes the job is too big for anyone and it’s time for a rethink on structure and responsibilities, says Blair Mcpherson.
The sound of overstretched elastic bands snapping?
The budget setting process provides an insight into how sensitivity to the political undercurrents plays into the role of the chief executive, says Blair Mcpherson.
Chief executives sleep with one eye open
Blair Mcpherson says leaders and cabinets get frustrated when the pace of change is seen as too slow, while if it is too fast chief executives warn the dangers may be seen too late.
The sheriff and the outlaw
Sometimes senior leaders in local government are the sheriffs and sometimes the outlaws, and the trick is to know when to be which, says Blair Mcpherson.
Living happily ever smarter
Kissing frogs, slaying dragons, and outwitting wicked witches, it’s all in a days work for a local authority chief executive, says Blair Mcpherson.
The importance of brain space
Even if the situation is dire it does not necessarily need a major or dramatic intervention - but knowing when it does calls for someone with years of experience, says Blair Mcpherson.
Taking the corporate out of corporate organisations
If an organisation becomes too corporate it risks losing specialist skills and knowledge and the insights these bring, says former director Blair Mcpherson.
It’s never just business
A politician’s dream is a robust business case that supports their ideological aspirations, says Blair Mcpherson.
Almost all managerial careers end in failure
Managers who are rapidly climbing the career ladder may well get to the top quicker than previous generations but find that their time at the top is shorter, says Blair Mcpherson.
Frontline manager buy-in is crucial
The most effective way of getting frontline manager buy-in to an organisation’s policies is to include them in the decision making process, says Blair Mcpherson.
Everyone wants an inspirational leader
Organisations seek chief executives who by example set the tone and promote a culture of empowerment, says Blair Mcpherson.
Jumping on a moving train
Blair McPherson compares the experiences facing local government managers who join an underachieving but ambitious organisation compared to one that is already successful.
Horizon scanners, shapeshifters and Richard Branson
Blair McPherson looks at how councils can learn from entrepreneur Richard Branson and create the best shapeshifting organisations and managers.
The power skills
The jump from management to executive level involves spending less time on budgets and performance and more time talking and thinking about people, says Blair Mcpherson.
The Ronaldo effect
No one individual is bigger than the organisation but in the time it takes to reach this conclusion a lot of damage can be done, says Blair Mcpherson.
Left or right is of less interest to a chief executive than ‘hands on or hands off’
The party in power in a council is less important to a chief executive than the extent to which members want to be involved in the day to day running of the organisation, says Blair Mcpherson.
