Local Government Reorganisation (LGR) is one of the most demanding experiences an organisation can face. It’s intense. And a challenge for professionals at every level. For those going through it, LGR can often feel overwhelming, as they juggle change and uncertainty, with the pressures of maintaining a sense of ‘business as usual’ and continuing to provide essential services for their communities.
Far more than just an admin exercise, LGR is probably the largest transformation an authority will go through - full of difficult decisions, emotional strain, and competing priorities. But on the flip side, it also brings an abundance of opportunities.
At the heart of LGR are three distinct stages and the key to thriving throughout (and beyond) the changes, is understanding them. Each stage brings unique dynamics and pressures on leaders, teams, and operations. But once you’re aware of these you can better navigate the process, build resilience, and support your team(s).
Lucy Trueman, organisational psychologist and founder of Trueman Change explains “This is a marathon not a sprint: actually, it’s more of a triathlon because there are three distinct phases. And I think that the impact on people in each of those three stages is different and it’s really helpful to keep that in mind throughout the process.”
So, to help you navigate LGR, this article outlines the three stages. We highlight their key characteristics and the impact they have on both organisations and individuals, plus we share tips for leaders looking to support their teams through each phase.
Stage 1: The Political Battleground
The first stage of LGR is dominated by politics. This is the phase where key decisions are debated and finalised. Boundaries, responsibilities, and the overarching structural framework of the new arrangements are determined. It is a highly visible and contentious period, characterised by public and private discussions that influence the future of governance.
For CEOs and directors, this stage often brings considerable pressure. They find themselves navigating turbulent terrain, balancing competing priorities and expectations. While frontline staff remain on the periphery at this point, the sense of tension and uncertainty does not go unnoticed, creating a ripple effect across the organisation.
Key Characteristics of Stage 1:
- Public and private debates take centre stage, shaping the new structural vision.
- Senior leadership faces immense stress due to the high stakes and lengthy negotiations.
- Staff, though not directly impacted, begin to feel the pressures of the evolving situation.
Impact on People:
- Leaders experience heightened anxiety and often feel trapped in a state of limbo.
- Staff become aware of the uncertainty around them, even if they’re not directly involved.
Stage 2: The Task-Driven Sprint
After the key decisions of Stage 1 are made, the focus shifts to implementation. This stage is task-heavy, with teams working on achieving a smooth transition. The process requires lots of effort, meticulous planning, and high-pressure project management.
The workload intensifies for heads of service and operational leads, as they grapple with aligning systems, processes, and workflows across new structures. While the political debates may die down, operational challenges and power struggles can emerge, and this only adds complexity to an already demanding phase. A common mindset develops among teams at this stage, and they feel “if we can just make it to implementation day, everything will stabilise.” In reality, this isn’t always the case.
Key Characteristics of Stage 2:
- Rapid execution and high-intensity project management.
- Workload increases organisation-wide as the go-live date approaches.
- Teamwork can be strained as operational tensions arise.
Impact on People:
- Fatigue and stress reach new levels, as staff work to meet tight deadlines.
- Teams often develop tunnel vision, concentrating solely on completing immediate tasks.
Stage 3: The Aftermath and Real Work
The final stage begins after the reorganisation goes live. While reaching this point is a significant milestone, the challenges aren’t over just yet. Instead, we start to see hidden issues and where long-term adjustments are needed.
By now, individuals and teams may be running on empty, having poured their energy into the previous stages. This depletion can exacerbate the challenges of reconciling differences in organisational culture, values, and identity. There may also be a feeling of "them-and-us" among teams, particularly if one council feels its ways of working are being favoured.
Although challenging, this phase presents an opportunity for organisations to rebuild cohesion, promote collaboration, and realign around shared goals and aspirations.
Key Characteristics of Stage 3:
- Reduced energy and the risk of burnout become major concerns.
- Cultural reconciliation and realignment of teams take priority.
- Unanticipated gaps in previous planning require attention.
Impact on People:
- Emotional strain rises due to lingering uncertainty and change fatigue.
- Teams must rebuild trust, bridge cultural divides, and establish a sense of unity.
How Leaders Can Support Teams Through LGR
The key to supporting your teams throughout LGR is focusing on the human impact. While organisational targets are important, your people must be your priority and being able to anticipate and address the effect change can will have on them is crucial. When thinking about people, each stage needs a different approach:
- During Stage 1: Open and transparent communication is essential. Regular updates help reduce speculation and build trust, even in the face of uncertainty.
- During Stage 2: Leaders should support staff well-being and mental health. Recognising the heavy workload and encouraging collaboration can alleviate some of that pressure.
- During Stage 3: Cultural challenges must be addressed directly. Encouraging dialogue about values, rebuilding trust, and providing platforms for raising concerns are critical steps in uniting teams.
Local Government Reorganisation is undoubtedly complex. It tests the patience, resilience, and adaptability of all involved. Going back to Lucy’s statement, LGR is best viewed as a “triathlon” - each stage requiring distinct strategies and responses.
If you’re a senior leader, the key to navigating these changes lies in preparation, communication, and, above all, a continuous focus on people. By addressing the unique demands of each stage and supporting those involved, you’ll not only weather the process but come out stronger, better aligned, and more equipped to serve your communities well. Change is never easy, but with the right approach, it can be transformative.
If you found this interesting, you can learn more about navigating LGR in our Change Chat recording which you can watch here.
Do you want to talk to one of our expert team about your own LGR challenges? Get in touch with us today!
