Alex Fowler
Strong leadership in the public sector has never been so important. I am only young, but experienced colleagues support this statement. It is so incredibly rare to have the opportunity to take stock of this position, with good reason, of course.
The frenetic efforts to avert economic meltdown have necessitated an intensity of focus likened only to post war intervention activities. The pressure on the public purse demands continuous improvements in efficiency. The scrutiny of public sector operations is intensifying to microscopic proportions. Yet the public sector is absolutely critical in catalysing the transition to a sustainable UK economy.
And strong leadership will be the pivotal factor in determining success. So, the opportunity to reflect, share my experiences and attempt to plot the route towards becoming a better leader is both refreshing and reassuring. For I passionately believe that while the scale and urgency of the challenges are awesome, the public sector possesses the tools to respond. The world may have changed, but many of the inherent underlying answers have not. The question is, can public sector leaders apply knowledge, values and best practice effectively?
Application is the key to successful leadership.
When entering the public sector a mere five years ago, I could only have imagined the wealth of existing knowledge, research and understanding of core issues already in place. How many of us have meticulously pieced together reports derived from hours of painstaking research only to discover it had already been completed?
Take the subject of fuel poverty. As you may already know, fuel poverty is the definition commonly used to describe the situation where a householder spends more than 10% of their annual income on heat and electricity. I vividly remember compiling a dossier demonstrating the dramatic increased occurrence of fuel poverty in rural properties. I was aggrieved by this unacceptable situation and proud of my painstakingly prepared evidence.
Of course, I know now that this fact was common knowledge, although it was warmly received so as not to diminish my enthusiasm! Increased awareness of other work in this field and greater communication with colleagues could have saved time and enabled me to focus on the application of solutions to the proven issue. I wish I'd known that then.
There are many long established mechanisms to avoid such well intentioned, yet ultimately wasteful exuberance. Website portals exist for almost all of the plethora of issues you may care to mention, allowing the user to explore existing evidence and thinking.
Many public sector organisations boast carefully organised research databases minimising the risk of duplication. And both internal and external networks will be a familiar feature in the life of almost any public sector professional.
Taking positive action
These examples of best practice in sharing information are clearly sensible and fundamentally well meaning. They can also be extremely powerful in preparing public sector leaders to take positive action. Yet how many of us have became frustrated by such information portals? How many of us have left a website or a networking meeting feeling more informed, yet alarmingly disempowered to take the next step? That is to apply knowledge, values and best practice. I contend that the application of knowledge, values and best practice is the core issue.
Application of knowledge, values and best practice is not easy. Delivering positive change can often fell like a herculean task. I wish I'd known that when I started! What I did know then and still recognise now more fervently than ever, is my passion to make a positive change. Passion is an unconditional motivator. I have learnt that channelling this passion effectively is crucial to make a positive difference.
Passion, to be successful, should be channelled into the application of knowledge values and best practice. This may seem obvious, but how many of us have listened while an individual makes a passionate, heartfelt plea to tackle an unfair issue without clearly proposing a route to make a positive change? I have for one. In fact, I have been that individual. Becoming a better leader entails developing an ability to present a case for change and a solution which others can understand, support and practically help to deliver.
It is rare to create an entirely new solution in the public sector. The innovation is more often in the application of the solution, rather than the concept itself. I wish I'd understood the importance of applying best practice at an earlier stage in my career.
Learning from best practice should not be confined simply to examples from the UK. I wish I'd been aware of the learning that can be gleaned from both European and International partners at an earlier stage. For example, public sector organisations in the City of Dubuque in Iowa, USA, have formed a partnership with technology experts IBM. The agreement with IBM is helping the public sector and utilities to become 'smarter' by providing new technologies and tools to help them better manage their resources, while reducing cost, increasing reliability and lowering energy and water consumption.
Whether it be in relation to health, education or any other aspect of the public sector, the principle remains unchanged. Application of best practice in a way that is relevant to local needs is a core component of effective leadership which can deliver positive change. Understanding this and being flexible enough to design appropriate solutions would represent a new and improved way of working for many public sector organisations and it is the responsibility of leaders to embed this positive change.
It is the application of knowledge, values and best practice where the public sector can struggle. Yet the critical role of the public sector in the current climate cannot be overstated. Applying knowledge, values and best practice is the key to successful public sector leadership. A better leader will demonstrate key skills linked to the application of solutions and an ability to understand mechanisms to implement innovative organisational models.
A better leader will form collaborative ventures to maximise the impact of innovative solutions.
A better leader will inspire colleagues to apply shared knowledge, values and best practice to create large scale positive change. I wish I'd known that then. I do know that now. And I am determined to become a better leader during a historic moment in time that has never been so deserving.
Alex Fowler is industry and services senior specialist at One North East
From Bubb's Blog
From Whitehall Watch
