Becoming a Chief Executive

This module explores the step from director to chief executive: the seven shifts new chief executives describe and the four faces of the job, from head of paid service to convenor of the place. It draws on Keith Grint's tame, wicked and critical problems, Mark Moore's strategic triangle, trade press figures on new appointments and an illustrative composite case, so you can step up with your eyes open.

This module examines the statutory core of the top job: section 4 of the Local Government and Housing Act 1989 in England and section 54 of the Local Government and Elections (Wales) Act 2021. It covers protecting the monitoring officer and section 151 officer, who appoints whom, shaping structure and capacity, the golden triangle, and lessons from the Thurrock and Liverpool inspections.

This module explores the partnership at the apex: the leader holds the mandate and the chief executive holds the organisation. It draws on James Svara's dichotomy, duality and complementarity, Mouritzen and Svara's Leadership at the Apex, the Local Government Association's 2025 protocol guidance and Louise Casey's Rotherham findings, and closes with a practical relationship charter for leaders, chairs and chief executives.

This module examines how a chief executive designs, inherits and leads the top team. It draws on Jon Katzenbach's myth of the top management team, Patrick Lencioni's first team, Richard Hackman and Ruth Wageman on real teams, four common failure modes and Jon Huish's Top Team Development Approach, and closes with a fair sequence for inheriting a team and a practical operating rhythm.

This module explores how chief executives shape culture, find out what is really true and build assurance they can rely on. It covers who owns culture, Amy Edmondson's psychological safety, the Croydon and Brick by Brick case, findings from Rotherham, Liverpool, Birmingham and Thurrock, the difference between grip and control, and six sources of assurance every board can draw on.

This module explores how chief executives lead beyond the organisation: convening partners, working with government and spending time where it matters for residents. It covers Sir Michael Lyons's place-shaping, the public services board cycle under the Well-being of Future Generations (Wales) Act 2015, statutory place partnerships in England and Wales, Huish and Milliner's verbs of partnership leadership and Gwent as the first Marmot region in Wales.

This module examines how council chief executives are appointed, appraised, protected and held to account in Wales and England. It covers the standing orders regulations, the JNC for Local Authority Chief Executives, an annual appraisal cycle drawing on Local Government Association guidance, dismissal safeguards for statutory officers, the public rooms of accountability and an illustrative composite case of appraisal after an election.

This module explores how chief executives sustain their judgement, integrity and health over years at the top, and how to leave well. It draws on Ronald Heifetz's adaptive leadership and productive zone of disequilibrium, Shawn Achor and Michelle Gielan on recovery rather than endurance, and the 2026 Solace survey Leading in a Political Environment, then sets out a support system and a personal sustainability plan.

This capstone brings the threads of the top job together into a plan you can use from day one. It draws on Michael Watkins' The First 90 Days, a timeline from before day one to day 100, and two illustrative composite cases, Cyngor Sir Glanmor and Cartrefi Bro Taf, viewed through the frameworks of the job, then closes with a self-assessment against the four faces and a one-page 100-day plan.