What councils need from their leaders during reorganisation

Local government reorganisation (LGR) is one of the most complex and high-stakes challenges councils have faced in recent times. It isn’t just about merging structures or aligning services; it’s about leading people through uncertainty while continuing to deliver for the communities they serve. And that takes a particular kind of leadership. 

At Perago, we’ve worked alongside leaders navigating every stage of transformation, from early discovery to full-scale operating model redesign. What we’ve seen time and again is that the most successful change isn’t led from a distant meeting room or corporate office. It’s led by people who show up, stay visible, and listen as much as they talk. 

So what does great leadership look like in the context of LGR? 

1. Be clear about the why

When change is on the horizon, people need something solid to hold onto. That’s why clarity of purpose is the first, and arguably most important, responsibility of leaders. 

It’s not enough to say “this is what we’re doing.” Councils need to be relentlessly clear about why change is necessary, what it will improve, and who it benefits. That narrative must be straightforward, human and consistent. It should resonate across elected members, senior officers, service teams and residents alike. 

In our work, we help councils shape this vision early and embed it throughout all aspects of the transformation, not just in presentation decks, but in the way leaders discuss change every day. 

2. Communicate with honesty and empathy

LGR isn’t just a technical process; it’s a deeply personal one. Staff may worry about their jobs. Communities may fear a loss of identity or influence. In the face of this, strong leadership means being present and honest. 

People don’t expect all the answers. But they do expect honesty, empathy, and a willingness to listen. The best leaders create space for open conversations, acknowledging the discomfort of change while reinforcing a shared commitment to improvement. 

We often support councils in running internal engagement sessions that aren’t about formal consultation, they’re about connection. These sessions help leadership stay grounded in the lived experience of those delivering and receiving services. 

3. Lead by example

True, long-lasting and honest transformation can’t be entirely outsourced and delegated. Leaders must model the behaviours they want to see, such as curiosity, collaboration, and openness to feedback. This isn’t about performative leadership, it’s about being visible and engaged. 

In some of the most effective transformation programmes we’ve supported, senior leaders have participated directly in discovery sprints, service design workshops and stand-ups. Their involvement sends a powerful signal: this change matters, and we’re in it together. 

It also provides leaders with a firsthand view of challenges and opportunities, which helps them make better decisions more quickly. 

4. Encourage decision-making at all levels

Change slows when every decision needs to go “up the chain.” Councils undergoing LGR need governance models that enable, not obstruct. Leaders can empower transformation by creating clear accountability frameworks, supporting teams in making informed decisions, and eliminating unnecessary layers of approval. 

That’s not about abandoning control, it’s about shifting from gatekeeping to guidance. Agile governance structures, when implemented well, enable transformation to move at pace without compromising rigour. 

We work with councils to design lightweight but practical governance approaches that keep leadership connected to delivery without bottlenecking progress. 

5. Invest in people, not just structures

Too often, LGR conversations focus on org charts and operating models. However, behind every successful transformation lies a confident and capable workforce. Leaders who take the time to support their teams through learning, mentoring and shared problem-solving build change that lasts. 

This might mean bringing in external support, but it should always be paired with capability building. The best consultancy leaves councils stronger, not more dependent. 

Leadership in uncertainty is leadership that lasts 

There’s no “perfect” LGR plan. Every council’s context is different. However, what remains consistent is the need for leadership that’s transparent, value-driven, and relentlessly focused on the people it serves, both staff and residents. 

Change is hard. But with the right leadership, it becomes possible. More than that, it becomes an opportunity. An opportunity to model a new kind of local government: one that’s more agile, more inclusive, and more connected to the communities it serves. 

So if you’re a leader in the midst of LGR, ask yourself: 

• have I clearly articulated why we’re changing? 

• am I showing up and listening to those affected? 

• are we making it easier or harder for teams to move forward? 

Leadership doesn’t mean having all the answers. It means creating the conditions for people to thrive through change. And that’s what will define the success of LGR, not just in structural terms, but in the everyday experiences of those delivering and relying on public services. 

If you’re ready to explore what’s possible, we’d love to talk. Let’s shape the future of local government together.