Earlier this month I took part in the inaugural session of the Integrated Leadership Development Programme for Children's Services.

This was the first occasion when, through the deliberate co-production of SOLACE, LGA and the Virtual Staff College (on behalf of ADCS), chief executives, lead members and directors of children's services have come together in peace, love and harmony to attempt an understanding of the heights or depths of systems leadership theory and embrace the potential of scenario-planning in imagining future services for children and young people.

What was remarkable about this event was that it has taken us all so long to respond to the blindingly obvious – namely, that the leadership for improving outcomes for this group of citizens comes from multiple sources and that there can only be added value from bringing together those with a common purpose into a common development programme.

As both a classroom teacher and a head teacher, I found it necessary to know about the work of other professionals beyond education, particularly social workers, school nurses and doctors – and various local government officers.

But, I never once went on a proper joint development programme with any of them – to the detriment of my learning and, I suspect, the reinforcement of some of my preconceptions and, dare I say it, prejudices about other disciplines.

It has not been much better as a senior council officer. Yes, I engaged in the Leeds Castle Programme, but that was only for chief executives and leaders.

And, latterly, there has been some good partnership-oriented health and wellbeing training, but these experiences have been more the exception than the rule.

When we launched the new children's initiative it was clear that others – LSCB chairs, health, police and probation colleagues – were keen to co-design future sessions and join in with us.

So, let's seize the opportunity whereby SOLACE, and all the other bodies with something to contribute, put thinking caps on and consider what it is that we should be doing together to ensure that we are providing the very best professional leadership for the communities we serve.

Mark Rogers is chief executive of Solihull MBC, chief executive designate of Birmingham City Council and president of SOLACE