Local Government Reorganisation (LGR) is a complex process that reshapes how local councils work and deliver services to their communities. If you’re one of the many UK organisations affected by upcoming LGR initiatives, you’ll know you’re facing a full restructure of your local authority - and while this means challenges are afoot, it also brings opportunities for efficiency and innovation. However, for senior leadership, the process is anything but straightforward. These are the individuals who are not only responsible for guiding teams through the LGR process but for doing so whilst experiencing lots of pressure and expectations from just about every angle.
While much of the focus during LGR will be on operational staff and middle management, the spotlight often misses those at the top. Yet senior leaders are faced with their own set of unique challenges that call for very tailored support. And without this support, the success of LGR initiatives can hang in the balance.
In this article we reveal why senior leaders are in a league of their own when it comes to LGR and why they need very specific help and consideration for LGR to work well.
The Unique Challenges of Senior Leadership During LGR
Senior leadership plays a critical, but demanding role during Local Government Reorganisation. These individuals need the skills to be able to balance strategic management with complex emotions and the high expectations from across their organisation. Navigating this period of transition can see them taking on immense pressure from all sides - often while dealing with their own questions and uncertainties. That’s why understanding the unique challenges they face is essential to supporting both their well-being and the success of your overall transformation.
Some of the most common challenges faced by senior leaders include:
1. Pressure from Every Direction
Senior leaders stand (quite literally!) at the centre of LGR. On one side, there are directives, expectations, and often strict deadlines from governing bodies or senior stakeholders. Yet on the other side, middle managers and operational teams are looking up to them for reassurance and guidance.
By the middle stages of LGR, it’s senior leaders who are often a good few steps ahead in understanding and adapting to the change. Yet just because they’ve got there sooner, it doesn’t mean the process has been plain sailing. Their position as a senior staff member requires them to manage cascading anxiety that comes from middle managers and frontline teams - many of whom are fearing for their roles. And at the same time, senior leaders are tasked with delivering on transformation goals, often with very limited autonomy and a sense of being pulled in conflicting directions.
2. Personal Impact and Disempowerment
The perception that senior leaders are shielded from the real impacts of organisational change is often inaccurate. In reality, they face a heightened level of personal and professional insecurity. Restructures normally mean fewer leadership roles, and they may find their own positions at risk. Think, for example, about a situation where multiple councils merge their waste collection services - it’s likely that only one head of service will remain while the function itself continues as it always did. The more hands-on roles will continue – it’s those at the top who will probably be affected by job cuts.
To make things worse, much of LGR involves “top-down” decisions made at higher levels, and this can leave senior leaders feeling more like implementers than architects of their own future. They often face a real sense of having lost control over functions they’re normally in complete control of. Combine that with a feeling of being unable to express vulnerability because of their status within an organisation and it can be especially hard for senior leaders to show or talk about their real fears about their own deep uncertainties about what lies ahead for them.
3. The Emotional Front Line
Senior execs are typically the first line of defence against chaos during any organisational changes. Whether it’s people changes or process or systems changes, they’re expected to remain calm and composed, and to demonstrate adaptability and empathy for their teams. It’s senior leaders that have to address staff concerns about potential redundancies, changes in responsibilities, or new ways of working. And they don’t always have the answers. Essentially, they’re responsible for carrying the collective worries and fears for them and the teams around them.
But who supports the supporters? Without a safe outlet to process their own fears, senior leaders can find themselves isolated and emotionally stretched. This vulnerability, if ignored, can trickle down and interfere with their ability to maintain calm across the wider organisation.
The Importance of Tailored Support for Senior Leaders
Senior leaders are the backbone of successful LGR, tasked with maintaining both operational continuity and emotional stability within their teams. Tailored strategies will not only help leaders to manage their own challenges but also enhance their ability to guide others through uncertainty and change. Here’s a few ways they can be supported:
Acknowledgment of Their Role in the Change Process
Senior leaders are essential in LGR. They drive the reorganisation, translate its vision into actionable plans, and guide their teams through uncertainty. Recognising the pressures they face is the first step toward equipping them for success. Tailored support not only ensures their well-being but also enhances their capacity to steer the organisation through this transition effectively.
Resilience Training
Resilience isn’t about eliminating challenges altogether; it’s more about equipping yourself to manage them effectively. Training in personal resilience can help senior leaders develop tools and techniques to stay grounded – even when there’s constant change. From emotional regulation strategies to stress management frameworks, resilience training strengthens their ability to cope with cascading demands, taking care of both their mental health and their performance.
Peer-to-Peer Support Networks
Leaders often find themselves isolated, particularly during times of upheaval. Establishing peer-to-peer support networks can alleviate that sense of loneliness. By creating a dedicated space where senior leaders can share experiences, challenge ideas, and offer mutual support, these networks foster collaboration rather than competition.
For instance, a regular roundtable or discussion group can enable leaders to air their concerns, brainstorm solutions, and draw strength from shared experiences. These sorts of safe environments can be transformational, and remind people that they’re not alone in facing these challenges.
Encouraging Emotional Intelligence and Change Leadership
One often-overlooked aspect of successful leadership during LGR is emotional intelligence. Senior leaders need to understand not only their teams’ emotions but also their own, because emotional intelligence helps them empathise, build trust, and facilitate smoother transitions.
Beyond emotional intelligence, structured training in leading change equips leaders with a toolkit for managing complex transitions. From communication strategies to managing resistance, these skills ensure that senior leaders are equipped for every phase of the process, both operationally and emotionally.
How Trueman Change Can Support Senior Leadership
At Trueman Change, we specialise in guiding local government and public sector organisations through change and transformation. With years of experience in Local Government Reorganisation, our focus extends to one of the most critical groups in this process: senior leadership.
Our tailored services include:
- Resilience Workshops to help leaders build personal strategies for managing stress and staying effective.
- Facilitated Peer-to-Peer Support Groups that create safe opportunities for leaders to share challenges and solutions.
- Emotional Intelligence Development Programs that develop empathy and improve team dynamics.
- Guidance on Leading Operational Redesign, both before and after “go-live,” ensuring leaders are equipped to manage tangible changes on the ground.
With our expertise, senior leaders can feel empowered, supported, and ready to manage both the operational and emotional demands of LGR.
Are you a senior leader facing LGR? If so, now is the time to prioritise your development and well-being. The challenges you face are as significant as the roles you lead, and tailored support will make all the difference. Let’s face it – there’s little we can do about LGR – it’s coming, like it or not. With it comes disruption, uncertainty, but also opportunity. While much of LGR is out of our hands, preparing for it isn’t. And by investing in the development and well-being of senior leadership, you can create a foundation for resilient, effective leadership that drives a resilient, effective workforce.
Trueman Change is here to help you build resilience, foster support networks, and lead your teams with confidence through LGR. Contact us today to find out more.
