Survey results
Q1. How do you define Leadership?
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Attitude, not a role or position – engaging others to maximise their potential.
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Ability to create, articulate and execute a vision through your team.
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Inspire towards achieving shared goals.
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Enabler – empower people to be the best version of themselves.
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Situational leadership – ability to lead in the moment, provide direction.
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Letting people know they are being heard, value team input.
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Mindset – your own behaviour, lead by example.
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Humility, a safe place to fail.
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Self-awareness – think from different angles and perspectives.
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Nurturing staff to thrive and succeed.
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Nuanced and dynamic in a local government setting.
Q2. What do you think are the current gaps in your Council?
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Middle managers lack direction and development opportunities.
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Transition from technical officers to leaders is big - ability to support our staff through this is not always there.
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Little knowledge of team’s strengths and weaknesses.
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Lack of accountability, but important values for people leaders.
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Clear communication.
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Lack of diversity and emotional intelligence.
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Many leaders are technical specialists in their area, as opposed to leadership specialists.
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Juggling high workloads so development can be seen as a nice to have.
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People avoid difficult conversations and challenging.
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Significant variation in number of people Coordinators manage 1-11.
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Strategic Thinking and communication - too much bottom-line thinking /decisions.
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Too much responsibility and lose time to build relationships with staff.
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Lack of ability to focus on the strategic instead of the urgent.
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Don’t understand role in OHS and psychological well-being.
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Top-down approach.
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Tough role of Coordinators doing project management and people leadership.
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Not always brave enough to set ambitions for the community.
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Impact poor leaders can have on team and their future leadership.
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