Public service leaders – both politicians and executives – really ought to avoid trying to be fashionable for its own sake. It is far too easy to be seduced by the latest policy or practice idea because it’s getting rave reviews in the media, creating a buzz amongst chattering folk – or because it sounds exciting. And too many senior public service leaders allow themselves to be distracted from what they should be doing by pursuing the latest trend or headline-making initiative without first stopping and asking the key question: is this right for us and our objectives.
In fact, following the latest fashion (or what is sometimes described with the more derogatory title of “fad”) can prove to be disastrous, especially if it only delays really essential action, distorts the use of scarce resources – or if it is simply wrong for the set of local circumstances.
I have noticed that some trends in public services seem to emerge in cycles, whilst others have a very short front page life. Contemporary examples include employee owned “spin outs” for services that have no future and no sources of revenue; outsourcing simply to drive down expenditure with no regard to the supply market or what outsourcing can actually offer; an excessive and naive reliance on simplistic “payment by results” contracts; or massively expensive strategic commissioning departments, that are obsessed with process, and isolating providers from decision making.
Trends can of course catch the mood and be a force for good. It is commendable that, across the public sector, leaders are considering how they can empower service users and offer them choice – but only when users want this and it makes sense. It is equally good that leaders are considering in what circumstances the social sector is likely to provide services better than the public sector. And it’s right to focus on outcomes. But these are really examples of good practice rather than fashion.
In questioning the pursuit of fashion, I am not arguing for the status quo or for solely traditional approaches. Just keeping things as they are is not an option – for the public, service users or the public sector itself.
There is a desperate need for innovation and change – and, in some cases, just stopping an activity or service altogether. Public service expenditure cuts, demographic change, public expectations, needs and aspiration, and technological development demand and scream out for change – and more often than not, radical change at that.
Public service leaders have to engage all the key stakeholders, especially service users, the wider community, staff and potential providers in all these activities – as well as in determining what outcomes are sought. They have to practice real leadership, which, on occasion, means being unpopular with some of these stakeholders. And their decisions should be value driven with clear objectives.
Excellent public service leaders need open minds, continuously watching what others are doing, both locally and globally, and constantly introducing ideas from elsewhere. But they have to do this with the single intent of adding value to their services and for their service users.
Sometimes this means being fashionable but at other times it will mean looking very eccentric and idiosyncratic, even causing people and the media to scoff and point. What matters is getting the best from limited resources in order to add value.