Whole System Leadership (of place)

A New Approach for Challenging Times

Kim Ryley

Chief Executive

Places as “whole systems”...

“Look at what connects and separates

people” – I Ching

Leaders as “alchemists” ...Not as

Gandalf!

Public Sector Leaders -

Shaping the places in which

we all live and work, to create…

Greater resilience in an uncertain world

An increased stock of local “capital”/

capacity

An improved sense of wellbeing

The leadership challenges

we face

There is not yet a single, clear vision of emerging

model(s) of public services in 2020.

Our staff, the public, (and local politicians) are not

psychologically prepared for what is to come.

We need a compelling narrative to gain buy-in, to

motivate, and to provide hope.

The expectation of “fairness” will be difficult to

meet, as we ration scarce resources in a society

where inequality, social polarisation, and lack of

social mobility are growing concerns.

Leadership

A New Decision Making Framework

Far from

Close toCertainty

Far from

Ag

ree

me

nt Engagement

RISK

Rational

choice

Disrupt the system

Devolution, Accountability and the

Leadership of Place - the need for

new models

Local governance

Democratic accountability

The role of elected officials

“Social engineering” – the new

public service professionalism.

To do this well, we will need...

To let go!

Relationships which create trust and reciprocity.

“Literacy” in social media and modern forms of

communication/engagement.

Greater social awareness and customer

insight, through deeper engagement and a better

understanding of needs, aspirations and

preferences.

Better measures of progress, based on evidence of

what works best (in terms of quality of life outcomes)

Techniques and incentives that motivate people to

change their behaviour and be more self-sufficient

and “neighbourly” (altruistic).

A collaborative approach which integrates available

resources and effort around prevention, early

intervention, and co-production with citizens.

The ability to build networks, alliances and

relationships which impel people to take collective

action.

“Social engineering” – the new

public service professionalism.

To do this well, we will need...

Future leaders will need to be able

to change the behaviour of …

themselves

their staff

their providers and partners

the public

… based on a new “contract”/ relationship between

the citizen and the (local) state

and will need to:

create excitement about new opportunities

inject passion for change

give the courage to make change happen.

Future leadership attributes

intellectual reach (strategic thinking)

managerial competence

“political” acumen

emotional intelligence

“personal” authority