The scale and nature of change is one of the most pressing challenges place directors are navigating, writes the incoming president of the Association of Directors of Environment, Economy, Planning and Transport (Adept).
Katie Stewart, president of Adept 2026-27
Stepping into the presidency is both an honour as well as a challenge, particularly as I follow Angela Jones, who has provided such strong leadership for the association over the past year.
My intention is to build on the clarity of purpose that she brought to the role, to evolve it and to respond to the reality that the world we are operating in has changed profoundly and continues to do so at pace.
At a time when Adept is celebrating 140 years of supporting place directors, I want to use this coming year to look to the next generation of place leadership.
The role of place director today is almost unrecognisable from what it was even just a decade ago. We are operating in an environment defined by unprecedented political change, significant financial constraints and ever rising expectations within an increasingly complex system.
Change is no longer an occasional disruption; it is the new constant backdrop to everything we do.
What we can influence
What skills, capabilities and support structures are required to lead effectively in this environment? Crucially, how do we as a profession and a sector come together to define that, to support one another and develop the next generation of leaders?
One of the most pressing challenges is the scale and nature of change that place directors are navigating. Whether it is local government reorganisation, shifts in political leadership, or the integration of new technologies such as AI, the landscape is moving quickly and often unpredictably.
There is a growing recognition that we cannot control every aspect of the environment in which we operate
Our ability to adapt and lead through uncertainty, to make sound decisions with imperfect information is no longer just a desirable trait, it is an essential skill.
Increasingly, the role of place director demands emotional intelligence, resilience and the judgement to know not only what to act on, but what to let go.
There is a growing recognition that we cannot control every aspect of the environment in which we operate. Instead, we must focus on what we can influence, while maintaining the confidence and clarity to navigate what we cannot.
This is where honest, open conversations become critical and Adept has always provided a space for connection, but I believe there is an opportunity to go further.
An environment where place directors feel able to speak candidly about the challenges they face and to share experiences without judgement, to learn from one another in a meaningful way is essential as we move forwards.
The complexity of the issues we face means that no single organisation, or individual, has all the answers. Whether it is through strengthening professional networks, deepening partnerships or sharing practical insight, we need to work collectively to find solutions.
Custodians of place
Innovation itself is another key area of focus.
The opportunities presented by digital technology, data and new approaches to investment are significant. However, realising these opportunities requires more than enthusiasm; it requires ambitious but pragmatic leadership and a willingness to challenge established ways of thinking.
Many of the projects and programmes we are responsible for span years, even decades
It also requires us to be honest about the gaps where we need to develop our own skills and capabilities.
Alongside this, there is a clear need to invest in the future of the profession. Succession planning, leadership development and diversity are fundamental to the sustainability of place leadership. We must be deliberate in how we identify and develop emerging talent, ensuring the pipeline of future leaders is strong and representative of the communities that we serve.
We must never forget we are custodians of place. Many of the projects and programmes we are responsible for span years, even decades. This requires a shift in mindset, from delivering individual outcomes to contributing to a long-term vision. It asks us to consider not only what we achieve during our tenure, but how those who follow us are set up for success.
Ultimately, my ambition for the year is to move beyond high level statements and towards practical, tangible support for place directors. What does good look like in this context? How do we define it and embed it?
I look forward to answering these questions together, through conversations, shared learning and collaborative actions, and in the process, I am confident we will strengthen our profession, our sector and the communities we serve.
Katie Stewart, incoming president, Adept; executive director for environment, City of London Corporation
