LGR – A test for personal and organisational resilience

There is plenty of research that links uncertainty, economic downturns and organisational mergers with increased turnover intentions within organisations. With LGR looming, we’re already hearing the beating drums of officers wondering what the future may hold. And this is only natural. Whilst as a leader, manager and colleague, you may try to remove your personal considerations from the equation, there will undoubtedly be individual implications. And it is important you give this due consideration to allow yourself to be at your best through the period ahead. Both for yourself, and importantly for those around you. Whether you agree with the premise of LGR or not, it’s on the horizon and will likely manifest itself in many of your day-to-day conversations. It will affect those around you as they grapple with their own personal considerations, and it will require empathetic leadership, clear communication, and resilience (personal and organisational) to keep everyone aligned with the direction of travel.
LGR’s impact varies based on locality, job, career goals, and propensity to change. For some, it may well be the catalyst and impetus to them moving a different chapter, pursuing work as an interim, consultant or fractional leader. It may see people leave the sector to pursue perceived job security in other sectors. But this comes with a cautionary tale given the current economic outlook for many private sector organisations, and widespread public sector change. Loss of capacity, knowledge, and leadership during a period of high demand is a significant risk.
Whilst LGR causes uncertainty, it also offers huge opportunities for career advancement. Many will be excited by the potential it holds. Personal resilience will be tested as the sector grapples with ambiguity, government decision making, and inevitable system noise. However, as someone that’s navigating through the period ahead, looking at it through a positive lens, avoiding the noise, and positioning yourself to be part of the solution is critical.
For organisations and leaders, LGR presents both risk and opportunities for workforce resilience. It illuminates the need for a well-articulated and effectively communicated vision that engages people with the programme of change. It will test leaders who need to balance political expectations, whilst also fostering a psychological safe environment that encourages innovation. Enabling staff and communities to feel like active contributors, rather than passive recipients, is key. Ultimately, keeping people connected to the overall goal, fostering opportunity despite uncertainty, and in turn reducing turnover.
Grant Thornton’s report on lessons from previous LGR rounds states that ‘LGR requires significant staff time and resources at the same time as councils are delivering business as usual services and also requires different skills. The level of resource required for successful implementation shouldn't be underestimated.’ As skill and capacity gaps inevitably emerge, it offers the opportunity to unlock the latent potential already in the organisation, offering opportunities for growth by taking on new or greater responsibilities, further limiting the risk of turnover. Where this isn’t possible, it offers the chance to deploy specialist skills through interims, hiring in the specific expertise of leaders to meet the skills gap. In turn, capturing the knowledge that otherwise may drain from the sector. All things that will help the sector to emerge stronger.