‘Leaders aren't born, they are made. And they are made just like anything else, through hard work.' These immortal words come from hall of fame American football coach Vince Lombardi.
In his quote, the belief that true leadership comes through experience, determination, and passion surfaces. Others will contend, however, that many leaders are born with leadership characteristics. These ‘natural-born leaders', as they're sometimes called, rise to the occasion because that's just who they are. Whereas others will say that leadership skills are mostly developed through experiences, self-development, and intentional effort. Leaders can learn to lead through training, learning and development.
Personally, I think it's probably a combination of both. Some people are born with natural leadership traits that can help them step into leadership roles earlier, and with more success. For example, some personality traits, like the ‘Big Five', can be inherited from parents.
But I'm equally clear leadership is a journey of development that involves continuous learning, personal growth, and overcoming challenges. So, perhaps anyone can grow into a great leader with the right support, motivation, and principles?
Having founded the Penna Aspirant Chief Executive programme in 2019 and having had the privilege to work with and appoint many senior leaders in local government, I'm certain that born or made is not necessarily the key issue. What truly matters is whether you are driven to be a leader and if you want to do the work, learning, and development to gain the key qualities, and the humility and resilience needed. With such valuable inputs from a wide range of current and past chief executives we are gaining a good insight into what those qualities are:
• Integrity. Good leaders are moral touchstones for their organisation, and they consistently demonstrate ethical leadership.
• Communication. Good leaders are open, honest, and transparent, and they communicate their messages to inspire and motivate.
• Empathy. Good leaders use their emotional intelligence to understand the concerns of others and defuse conflict.
• Vision. Good leaders think strategically about the future of their organisation.
• Decisiveness. Good leaders are focused and assertive, and they make informed decisions.
• Delegation. Good leaders delegate tasks to team members they trust to complete them.
• Confidence. Good leaders believe in their abilities and are optimistic, which helps boost morale.
• Humility. Good leaders put the needs of the team before their own, and they are strong advocates for their team members.
• Curiosity. Good leaders have an ‘outside-in' perspective, and they consider the broader context when making decisions.
• Openness. Good leaders are receptive to new ideas and are flexible and adaptable.
• Encouragement. Good leaders are uplifting and praise employees for a job well done.
• Respect. Good leaders treat others as they'd want to be treated.
• Example. Good leaders lead by example and show they're ready and willing to do anything they'd ask of their employees.
We're delighted 42% of our delegates have gone on to become chief executives and it's clear that their willingness to learn, accept feedback, understand themselves, change their approaches, adapt, and develop their leadership style have supported their success. But I'm equally proud of the 15% who say: ‘I know it's not for me' or ‘not yet', as this is as much of a successful outcome of the programme as being appointed. Good leaders know they need to be ready – personally and professionally. Good leaders know they have to be at their best – prepared, resilient, motivated and that any doubt should be listened to.
It is encouraging to see, despite the local government financial context, that investment in leadership learning and development remains a priority; and specifically, that diverse leaders are being championed and supported as we recognise the need to diversify leadership radically and quickly.
The pace of change in local government, the reduced time, and resources within which to deliver, and the constant pressure of the public eye, social media and regulation mean it is one of the most pressured leadership roles around. The opportunity therefore to take time out, find a safe space to listen, learn and test your leadership thinking is essential. Solace and the Local Government Association have launched fantastic new programmes this year which are a must do for future leaders, and it's good to know there are further programmes being developed for third tier and middle managers across the sector.
Our programme at Penna is purposely about ‘walking in the shoes of' chief executives – a chance to experience and discover the issues, context, and currency of being a chief executive now – and we are blessed to have significant support from the sector who give their time and share their experiences to give others visibility into the challenges and opportunities, warts and all.
Each year we add to the programme, with our cohort guiding the design, asking us ‘what do we want to know about' and ‘what are we unsighted on', including responding to changing structures such as devolution and the changing landscape with combined authorities.
But each year the foundations of being a chief executive and our programme still focus around the ‘10 P's' as we've come to call them, and it continues to shape our assessment and selection design when recruiting chief executives:
• Purpose. Your love for public service must be strong, it's your drive and energy.
• Passion. You need it to inspire others, you must show it.
• Profile. Everything you do sets the tone, make sure it's the right one.
• Politics. You need to value the democratic process and speak truth to power.
• Place. A strong narrative on place and communities is essential.
• Pound. The finances of local government are complex – ensure you are on the money.
• Partnerships. Local government does nothing alone, be an effective partner.
• People services. The largest part of your budget and can make or break careers.
• People management. Be conscious of the shadow you cast on the organisation.
• Personality. Authenticity, humility, equality, inclusion, belonging and values matter.
Julie Towers is director at Penna
To find out more about the 2025 programme email julie.towers@penna.com
