The job of a council chief executive is increasingly complex, with demands on their time split between a range of priorities,
These include ensuring current operating performance; adapting the organisation for the future; engaging with the workforce; spending time with communities; interacting with stakeholders and partners; working with elected members; ceremonial duties…the list goes on. The multifaceted nature of the job is part of the appeal. It is challenging, stimulating and rewarding. The priorities will shift, of course, but many chief executives say current operating performance consumes the biggest share of their diaries.
PwC’s Annual Global CEO Survey paints a similar picture and tells us that chief executives (multi sectors) want to spend more time evolving their organisations and strategies to meet future demands. It tells us they are spending 10% less time on reinventing for the future than they feel they should be, when balanced against driving current operational performance.
Given that the manifestations of global megatrends, such as climate change and social instability are upon us, it is vital leadership is adapting for the future. Chief executives need help from all levels within their organisations to reimagine services and find new answers to new problems. Technological disruption such as the advent of generative AI has the potential to change the way we work and live, as well as provide solutions to some of the thorniest issues facing the sector.
Sector collaboration is a huge advantage. Expect to see increased collaboration with the private sector to tackle megatrends. Workforce strategies must ensure staff are empowered to think differently, embrace fundamental change and seek out the new opportunities that will inevitably come our way.
Finding the right leadership team and energising them to drive this forward is a key priority for any chief executive.
Greg Hayes is a director at Tile Hill Executive Recruitment
This article is sponsored content for The MJ
