Lessons and pathways for aspiring CEOs

Odgers Interim welcomed Joanne Roney, Chief Executive, Birmingham City Council as guest speaker at our recent ‘Aspiring CEOs’ webinar.

Joanne's career started as a 16-year-old apprentice at Birmingham City Council. She gained extensive leadership experience through her CEO roles at Manchester and Wakefield Councils. We spoke with Joanne about her inspiring leadership style, career advancement, and corporate learning for directors.

Across your career, what have been the main motivations to work within local government?

I've worked in local government for many years in the private and voluntary sectors. I returned to local government because of the impact it allows me to have on the places I care about. I've never regretted this choice and feel a sense of duty to give back, including through roles such as President of Solace. The public sector is so rewarding because it allows a real difference to be made.

Looking back, I loved being a Director of Housing and a Deputy in Sheffield Council, working with so many great Leaders such as Lord Kerslake. Each role has its challenges and rewards, but being a Chief Executive has been the most fulfilling. The daily impact we can have on the public is unmatched, and that's my real motivation.

At what point did you feel that leadership came naturally to you?

I completed a masters degree which helped build my management experience. Without external influence from family or friends, I developed my confidence academically and through learning. I've had many mentors who inspired and supported me, helping me recognise and develop my skills.

Throughout my career, I've always taken time to learn and reflect, acknowledging my accomplishments to build confidence. It's really a combination of experience, confidence, learning, and self-development.

When would aspiring CEOs know they’re ready for the role?

You may not always know when you’re ready, so have someone there to help you realise it. If you think you're ready, check in with yourself. Be self-aware and make efforts to reflect on what went well, what didn’t, and my behaviour.

Higher positions require confidence which may naturally create hesitation due to ‘imposter syndrome’. Record experiences and reflections to feel prepared for challenges without fear or trying to be perfect — just be good at knowing yourself.

Can you talk us through your move from Wakefield to Manchester City Council as the first female Chief Executive?

I had been Chief Executive in Wakefield for seven years and believed it was time for a bigger challenge, leading to my application for Manchester. I underestimated the impact of following such a well-established CEO in Sir Howard Bernstein and the difficulty that can arise in being accepted in my new role - Sir Richard's mentorship reminded me to stay true to myself.

The atrocious Manchester Arena bombings happened five weeks into the job. It was obviously a major disaster and the reality was whether the organisation acknowledged me as their Chief Executive, and how I was going to deal with that emergency situation was probably one of the key turning points. I managed the crisis by doing what I thought was right.

How was the transition from Manchester to Birmingham City Council?

I was very conscious of quickly establishing myself. Never assume you can walk into an organisation and everyone will take you as the Chief Executive straight away. One of the things I'd say is to really think about and prepare for the job you're going into, understanding what's required and what experience you bring. You can't just lift and shift a model. Have a clear plan and set the tone from the top. Engage with the front line as well as building your team; you'll learn a lot about the organisation this way.

Every Chief Executive job and place is different, with unique challenges. Be clear about what's expected of you, set doable priorities, and measure their success. Stay in sync with your politicians and the organisation. Don't get distracted — focus on what's important, stick to your plan and be consistent.

How has the Chief Executive role developed?

The role of a chief executive changes with national and local priorities. The visibility and demands of the position have grown, especially due to social media. It's really important to have a solid team, build networks, and keep some headspace for planning.

The job is always shifting and you need to adapt to new crises and challenges. Regular reflection and planning are key to staying ahead and avoiding constant firefighting. Establishing long-term plans, like budgeting years in advance, helps tackle financial issues before they become critical.

How can aspiring CEOs approach choosing a mentor?

Mentors hold a mirror up to you. I've had many mentors and still do because I'm good at fooling myself sometimes. You need someone who challenges you. Choose colleagues and mates in the sector who you can share issues with, but pick a mentor who will rigorously challenge you. My phone book is precious; I call people I've respected for 20-30 years and I ask for their advice. Build your networks.

How do you manage the volume of your role as Chief Executive amidst the pace and demands of the job?

Focus on what's important, not just what's urgent. Make sure you're prioritising the right tasks and delegate effectively, trusting your team to handle things. Set up systems for follow-up and team development. Decide on priorities and have honest conversations about what really matters. Good time management and setting clear priorities will help ensure meaningful results, not just dealing with things that seem urgent.

What gives you optimism for the future?

There will always be a role for local government, and that gives me optimism. We are here to do the job, so let's get on with it. The best answers for what needs to happen in your places come from within your places. Local government should devise its own guidance rather than asking the government. We have the power to make an impact and a difference, even with challenges like reorganisation or financial difficulties. As Chief Executives, we have the responsibility and opportunity to improve things for our communities. It's an amazing job with significant resources and autonomy to positively impact people's lives every day. I can't think of anywhere else I'd rather work.

We would like to extend our sincere thanks to Joanne for her valuable contribution and insights during the webinar.