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We are celebrating ADEPT's 140th anniversary year by showcasing the voices of past and present ADEPT Presidents, reflecting on the evolution of place leadership and exploring the challenges, innovations and aspirations shaping the future of the sector. 

In his essay Nigel Riglar, Past President of ADEPT (2020 - 2021) and Executive Director - Place, South Gloucestershire Council examines the topic "Leading through change: leadership and resilience".

I have been a longstanding member of ADEPT, including serving as President during the Covid-19 pandemic. Throughout my career, I have been an advocate for cross-sector collaboration and systems thinking in public service delivery.

For me, 'place' is much more than geography – it's about identity, community and opportunity. It's a dynamic concept shaped by people, policy and purpose. Professionally, it's the lens through which I approach sustainable development, infrastructure and wellbeing. When we think about place, we're really thinking about how people live, work, connect and thrive. 

Over the years, I have had the privilege of leading South Gloucestershire through major infrastructure projects, for example Charfield Station – initiatives that will shape the area for generations to come. I'm particularly proud of championing climate resilience and inclusive growth through regional partnerships, where collaboration has been key to achieving outcomes that no single organisation could deliver alone.

I have watched ADEPT evolve from a technical body to a strategic influencer in national policy. It is increasingly recognised for its thought leadership and convening power and has become a trusted voice in shaping the future of place. 

Leadership during Covid-19

Covid-19 brought unparalleled disruption, requiring rapid adaptation and clear communication. As leaders, we faced the dual challenge of balancing immediate crisis response with long-term strategic goals. Services that had operated in familiar patterns for decades had to transform overnight. Teams that had never worked remotely were suddenly managing complex operations from kitchen tables.

Throughout this period, and indeed through other times of significant change, navigating political shifts while maintaining service continuity and staff morale was crucial. Leadership in these moments isn't just about making decisions – it's about holding steady, communicating clearly and ensuring people feel supported and valued.

As President of ADEPT during the pandemic, it became clear that setting priorities was essential: I focused on convening members, sharing best practice and influencing national policy. The ADEPT network became a lifeline, providing a space to share what was working, what wasn't, and what we were learning in real-time.

I emphasised transparency, empathy and agility in everything we did. There was no playbook for leading through a global pandemic, but there were principles we could hold onto. I worked to support colleagues through uncertainty while advocating for place-based recovery - ensuring that as we looked to emerge from crisis, we didn't lose sight of the distinctive needs and opportunities within different communities.

One of the most important lessons was the need to create space for reflection, even during high-pressure moments. It's counterintuitive when everything feels urgent, but taking time to think strategically is essential. I used ADEPT networks to explore emerging issues and co-develop solutions, using collective intelligence and experience of peers facing similar challenges. I also ensured that short-term decisions aligned with the long-term vision for place. 

During Covid, ADEPT's weekly calls became a lifeline – a space for shared learning and solidarity. I remember one member saying: "This is the most connected I've felt in my career." That comment stayed with me. It was a testament to the power of collective leadership and a reminder that even in the darkest times we need each other.

Those calls weren't just about sharing information or coordinating responses. They were about human connection, about knowing you weren't alone in facing impossible decisions, about drawing strength from colleagues who truly understood what you were going through.

Reflecting on what has mattered most during times of significant change, three qualities stand out:

• Adaptability – being open to change and learning. The leaders who thrived were those who could learn quickly, pivot when needed and embrace new ways of working.
• Collaboration – working across boundaries and sectors. The best outcomes came from bringing together different perspectives, expertise and resources across traditional silos.
• Resilience – maintaining focus and energy despite setbacks. There were difficult days, but resilience meant picking ourselves up, supporting our teams and continuing to move forward with purpose.

Leading though future change

Some things remain constant in good place leadership. Listening to communities is fundamental – we serve residents and their voices must shape what we do. Building strong partnerships creates the conditions for success that extend far beyond what any single organisation can achieve. And staying grounded in values and purpose ensures that even when the context shifts, we remain focused on what truly matters.

I often think about the concept of being a good ancestor. It challenges us to make decisions with future generations in mind, to prioritise sustainability, equity and legacy. Our responsibility is to leave behind systems that are adaptable and inclusive, that will serve communities not just today but decades from now.

To those stepping into place leadership roles, my advice is this: be curious and courageous. Invest in relationships - they're your greatest asset. Don't be afraid to challenge the status quo. Some of the most significant improvements in how we deliver services have come from questioning ‘the way we've always done things’ and having the courage to do things differently.

Place leadership in times of change requires us to be adaptive, collaborative and resilient. It demands that we hold steady while remaining flexible, support our teams while driving transformation and stay focused on long-term purpose while responding to immediate needs. 

Looking ahead, I believe 'place' will become more digital, decentralised, and climate conscious. The role of place leaders will expand to include data, innovation and citizen engagement in ways we're only beginning to imagine. 

In the future, the concept of place will continue to evolve, but the need for thoughtful leadership will remain. The fundamentals of listening, collaborating and leading with purpose will endure even as the tools and context change.

My message to ADEPT members is this: ‘thank you for your commitment to public service’. In an era of increasing complexity, your dedication to communities, your willingness to innovate and your collaborative spirit make an enormous difference.

We need to continue to lead with integrity, creativity and compassion. The next 140 years start with us – let's make them count!

Further information

• Read the full collection of essays.
• Find out more about our 140th anniversary here.

Author

• Nigel Riglar, President of ADEPT from 2020 - 2021 and Executive Director - Place, South Gloucestershire Council