Working together in perfect harmony
Teams are a blend of personalities and attributes that work together in harmony, 'so don’t assume you won’t fit if you have slightly different skills and experience', says Adele Taylor.
Emerging stronger from crisis in Camden
A hundred days into his new post at Camden LBC, Hanad Mohamed says his role is to ensure that equalities remains front and centre.
Pulling together at the top
Calderdale Council won the senior leadership team of the year in The MJ Achievement Awards 2020. Chief executive Robin Tuddenham tells Heather Jameson his top team ‘are fundamentally incredibly skilled and knowledgeable but, secondly, connect to each other’
Simple tips for success
Liz Bruce offers tips on what it takes to ‘get there, survive and thrive’ as a director of adult social care.
Tapping into public sector talent
As a growing number of public sector leaders step down, Graeme McDonald urges local government to seize this opportunity to grasp more diverse talent for the future
Creating adaptive leadership in Greater Manchester
Greater Manchester needs courageous leaders to ‘design forward differently’, says David Jackson of the Innovation Unit.
Changing the boss?
In some of the most successful businesses and local authorities, longevity seems to work, says Dan Corry, but perhaps we need at least a bit of the ‘fear of the chop’ to incentivise the right behaviours?
A winning champion for change
Anna Earnshaw’s role in improving the social care department at troubled Northamptonshire CC won her the award of Corporate Director of the Year in The MJ Achievement Awards last year. Heather Jameson talked to her about her achievement.
Alchemy – leadership in the pandemic age?
During the pandemic leadership has been tested across every sector in so many different ways, says Dr Andrew Larner. Now iESE is looking at how it can learn from new models of leadership and share best practice
‘Normal’ no more
From tragedy to opportunity, local government has a chance to move forwards and make the most of the positive changes the sector has seen since the pandemic hit, as Neil Lupin explains.
Throwing out ‘business as usual’
Innovation Unit’s Seb Chapleau outlines how Greater Manchester plans to keep new and nimble ways of working post-COVID.
Blair Mcpherson explains why he believes business sector high flyers decide local government is not for them.
Surviving the COVID tide
How has personal resilience and leadership held up among council chief executives during the pandemic? Heather Jameson reports from a a virtual debate held by The MJ and recruitment firm Faerfield.
New management structure to lead Luton’s 2020-2040 vision
Luton BC has restructured its top management team to focus on its flagship Luton 2020-2040 vision for eradicating poverty in the town.
We need to focus on developing our collective resilience
Claire Kober says that while the tendency in a crisis is to fix the urgent and push everything else aside, 'taking time to focus on developing our collective resilience feels to be just as important'.
Brum plans for new senior structure
Birmingham City Council has agreed plans for a new structure that will split the senior management team into ‘council core’ directors and delivery managing directors.
Be a dictator but be a nice one
In difficult and uncertain times clarity and direction assume a greater importance and people management skills never go out of fashion, says Blair Mcpherson.
Council warned not to overly rely on reserves
Auditors have warned Sutton LBC to be careful about relying too much on its reserves to offset current and future demand and cost pressures.
The quest for clarity is never simple
Clarity of purpose helps public service leaders ensure that their managers are spending the majority of their time on the ‘top-team collective endeavour’ of their core business, says Jon Ainger.
Officers work for members – or do they?
Blair McPherson says his old boss was right to remind officers that they work for members - ‘but I’m sure most members would agree it’s not that simple’.