Leadership in Practice: Notes from the Chamber
We all know that local government leadership rarely feels as clear as it looks on paper. Whilst continuing to strive to achieve the big goals and ambitions, real time problems need attention. The only constant is change and every year gets harder with finances falling and demands rising.
Good leadership is evident in the Council chamber, committee rooms, community meetings and the everyday conversations with officers and partners. This is what shapes decisions and improves services. This is what every Councillor strives to achieve.
These notes are simply reflections on some of the issues, challenges and debates that come up in local government life. From councillor induction and chairing meetings to planning, community engagement and the realities of Local Government Reorganisation, I’ll share occasional thoughts on what leadership looks like in practice.
Sometimes they will draw on experience from working with councils and councillors; sometimes they will respond to topics currently shaping the sector. They are not intended to provide all the answers, but to explore the practical realities of leadership in local government and the choices councillors face as they try to serve their communities well.
Why councillor inductions need to change
All too often councillor inductions after elections seem to be written to suit the council’s senior management team more than the new councillors. I don’t think this happens on purpose. Officers quite reasonably want their new councillors to understand complex services, difficult budgets and strict governance procedures as soon as possible. What they forget is that they have most likely had decades learning how local government works.
New councillors come from all walks of life, and the best representative mix reflects the range of experiences in the communities we serve. They do not yet understand how highways budgets are managed, how housing eligibility criteria work, how school place planning is undertaken or how asset management registers are maintained. And they do not need to know it all in the first two months.
What new councillors do need to understand quickly is their role, their responsibilities and how to find information when they need it. They also need to know how to cope as they deal with emotionally draining casework, time pressures, potential abuse from the public and the inevitable moments when confidence dips. They also need to hear that they can make a difference in the communities they represent and get some help on how to make a plan.
New councillors will all learn at different rates, just like everyone else. Some prefer in-person sessions, others like to read through the details. Some will be able to spend days poring over training modules and briefing papers; others will need to fit learning in between the children’s tea and bath time or at the end of a long day in their day job. Councils need to offer flexibility in both delivery and approach. One size does not fit all — just as it doesn’t when providing CPD for council officers.
Of course some things have to be prioritised. Planning and licensing committee members need to be ready before their first meetings. Councillors need to understand the IT system and casework processes. Cyber security and safeguarding responsibilities do not pause simply because councillors are new.
So, if you are responsible for councillor induction programmes, think carefully about when and how to introduce complex services, difficult budgets and strict governance procedures. Put yourself in the shoes of someone newly elected and still figuring out how local government really works — and why you ever agreed to it! What would you want to understand first?
Further reading
If councillor induction is something you’re currently reviewing, you may also find my Councillor Induction Programme page useful.
Why don't councillors attend training provided?
As I speak to more Democratic Services Managers one question they keep asking is "Why don't councillors actually attend the training sessions we provide?" It's not an easy one to answer.
It could be as simple as the timing not being suitable or whether sessions are in-person or online. But you've probably asked for preferred time and format to maximise attendance, so whilst it can never be 100% perfect for every councillor, it's rarely just that.
I've been thinking back to all the training I have and haven't taken over the years. What's been well attended and what hasn't. I think the simple answer is that councillors don’t always see the relevance of a workshop or course to them and their role.
Let me give you an example: Most councils offer chairing skills training (as do I - quick plug - details here). It's usually well attended by those with chairing responsibilities or vice-chairs, but those not yet chairs often don't come. They don't see the relevance. It needs spelling out that chairing skills aren’t just about formal meetings. They can help with meetings with residents, officers and partners. They can build confidence for future roles. They can offer practical ways to support colleagues who are in the chair.
Then there are those chairs who think they know everything already, so don't come. But if you suggest to them attending can help their colleagues by imparting their knowledge and experience, it appeals to their values. You can suggest that no one knows everything (probably coming from group leaders rather than Democratic Services) and that whilst they are good, we can all improve.
I was thinking about how well-chaired meetings lead to better governance, less chaotic discussions, reduced risk, and ultimately better decision-making for residents, as I completed a survey by Lawyers in Local Government. Councillors need to understand why each training or briefing session is relevant.
To do this takes more time than a simple calendar invite with a few notes attached. It means tailoring messages to different groups, and sometimes following up individually. It still won’t reach every councillor, but if you can clearly set out the benefits, how it connects to their role, and how it supports them in serving their residents, you’ll reach far more than if you don’t.
Sell the sizzle, not the sausage. It turns out that applies just as much in local government as anywhere else.