A visible and congruent leadership and management
At all levels, but notably at middle and front line, there
were requests for clearer, bolder and consistent leadership. This was seen as
particularly being the challenge for political leaders and senior officers in
managing the council’s myriad conflicting demands.
Clarity of vision and articulation of the council’s true direction
and the way it was to be achieved were needed to minimize confusion and focus
people’s minds and resources.
Clearer, bolder and consistent leadership needed to include:
a consistent and congruent set of priorities;
processes for managing conflicts of priority and pressure
which inevitably occur within complex organizations;
a demonstrable commitment and accountability for driving the
a set of values embodied throughout the leadership, and used
as a reference point for decision making;
minimization, at the very least, of cross-party destructive
Corporate leadership was most needed for tackling conflicts
between front-line services and the centre. It was also needed for harmonizing
corporate policy and the service/functional agenda, and for improving the way
change was managed across the organization.
Good management of change was lacking. This was seen as
particularly necessary with regards to the major modernizing agenda facing the
council. Management needed to start to communicate these changes so that staff
felt engaged in the co-creation of their
futures, and so that the feeling of initiative overload, where change is endured
rather than embraced, was reduced.
It was also noticeable that the roles of different management
teams and groups were not always clear. The senior management team and the
service heads needed to begin to take a more strategic role, at least part of