It is easy for transport sector leaders to be distracted or deterred by the huge environmental, political and economic challenges facing society, but suggest Ben Plowden and Harriet Cocker from PA Consulting, the truth is that, more than ever there is a real need to focus on the practical role better, safer, greener transport can play in improving lives.

These are challenging times. Geopolitical tension and armed conflict afflict different regions of the globe. The UK’s cost of living crisis continues, exacerbating persistent economic inequalities within and between communities and regions.

There is growing evidence of deterioration and lack of resilience in the institutions and infrastructure of the UK’s public sphere. Policy makers face serious constraints on public spending, while disruptive technological change – particularly in AI – continues apace. Social media fuels an increasingly shrill and divisive political debate. And looming over all this is the existential threat posed by the climate and ecological emergencies.

Meanwhile, 2024 will see some two billion people in over 60 countries – about a quarter of the world’s population – voting in national elections. The results of these ballots will fundamentally affect humanity’s future.

It is easy for transport sector leaders to be distracted or deterred by the huge environmental, political and economic challenges facing society, but the truth is that, more than ever there is a real need to focus on the practical role better, safer, greener transport can play in improving lives.

Sustainable, equitable and decarbonised transport systems can help to achieve broader societal goals, whether that is supporting “left behind” communities or achieving our net zero ambitions.

What do we need from leaders in transport, whether they are in government, business or the third sector, to make these new transport systems happen? What kind of leaders will make a reality of the saying that the Chinese word for “crisis” also means “opportunity” or “turning point”?

To address these questions, PA Consulting brought together senior leaders from across sectors and disciplines in a roundtable at the recent Interchange conference in Manchester. Three key themes emerged from the discussion.

Inspiring long-term systemic change

First and foremost, leaders need clarity of vision. We need leaders who, in the words of leadership expert Marcus Buckingham, can “rally people to a better future” by describing not only how the world can be better but also the path to get there.

This vision needs to be long-term, strategic and systemic – not short-term, narrow or tactical. And crucially, leaders need to be able to communicate that vision – to “rally”, inspire and motivate people to pool their efforts and resources in pursuit of that better future. Leadership is as much an emotional process as a logical one.

Our future transport leaders need to seek and provide inspiration in surprising places and apply new perspectives and a broader lens to both existing and evolving challenges. This is particularly important in envisioning how we can meet the decarbonisation challenge – focusing on access not mobility and prioritising low- and no-carbon forms of travel – and how this would support rather than hinder sustainable economic development.

Demonstrating courage, authenticity, and diversity

We need to recognise and value new versions of what it means to be a “strong” leader. Leaders need courage, decisiveness and the ability to get things done as quickly as their system will allow. But they need other attributes like humility, honesty and authenticity.

While effective leaders will inevitably surround themselves with their “tribe” of effective and loyal supporters, they also need to reflect and recognise the full diversity of the communities they serve and the resulting political complexity of delivering change. This means acknowledging that leading in the BANI (Brittle, Anxious, Non-Linear, Incomprehensible) world described by futurist Jamais Cascio requires an understanding of the illusions it creates (Strength, Control, Predictability and Knowledge).

As Mayor of Bristol Marvin Rees has said, effective leaders understand that “good things can have negative consequences for some people”. Effective leaders will be generous in recognising the contribution of others to their shared endeavour and willing to speak about their own humanity and imperfections. Increasing diversity in leadership in all sectors and at all levels of decision-making will be critical to driving performance, innovation and achieving better societal outcomes from transport.

Empowering communities through place-based partnerships

While we undoubtedly need great leadership globally and nationally, we are also seeing new models of leadership emerging at sub-national level. The devolution of resources and decision-making to the four nations of the UK and to the regions and city regions is throwing up powerful new examples of civic leadership.

US academic Benjamin Barber argued that “Mayors should rule the world” because they need to be pragmatists and problem-solvers who deliver results. They are typically from the places they govern and their proximity to their voters reduces the scope for ideologically-driven decision-making.

Effective regional leaders can use their significant convening power to create new place-based partnerships and coalitions – between public bodies; between the public, private and community sectors; and between different tiers of government. The partnership between the “two Andys” – Burnham and Street – embodies this priority of place over politics. Both are framing sustainable transport as a critical enabler of sustainable regional development, connecting people and communities to work, education and wider opportunities.

Bringing it all together

So these are undoubtedly challenging times. But we know what kind of leaders we need in transport and wider society to meet the interlocking challenges we face. We also know the skills they will need to envisage and co-create a better future.

These leaders will need to be much more reflective of the rich diversity of UK society than previous generations. And how they are as leaders will be as important as what they do.

We need leaders who will deliver integration between transport and other sectors and across geographies. Developing the next generation of transport leaders means defining future workforce requirements and new roles and skills that don’t currently exist, such as systems thinking, integrated planning and behavioural science insights. This will create a pipeline of talent to deliver a better future for everyone.

Find out more on the actions you can take to revitalise your leadership approach here.

Special thanks are extended to the senior leaders who contributed to the roundtable event from Fore Consulting, National Highways, Primary Engineer, Prosilience, RSSB, Transport for Greater Manchester, Transport For West Midlands, Transport North East, and Women in Transport.