In the evolving world of local government leadership, the question isn’t so much about whether position descriptions (PDs) are outdated, but how they can be used as contemporary strategically aligned tools for business performance. At Leading Roles, we believe that PDs can be reframed as part of the organisation’s story, embodying vision, values, and purpose, showing how each role contributes to the broader organisational narrative exemplifying its values, culture and purpose.
What's Great
At Leading Roles, we’ve seen that the strongest councils are those that tell their story well. A PD is often the first document a prospective employee reads, offering a critical opportunity to create a powerful first impression.
More than an administrative tool, it is a statement of leadership at every level of the organisation. When thoughtfully crafted, PDs provide clarity of responsibilities, connect people to strategy, and reinforce cultural values, ensuring individuals understand not only what they do, but why it matters.
A well-written PD reduces ambiguity, sets expectations and embeds consistency across teams. By articulating the organisation’s vision in language that resonates, it becomes a tool of alignment and systemised performance - mobilising people around shared goals and reinforcing the organisation’s identity.
What's Not
The risk comes when positions are created reactively or shaped by candidate availability rather than strategy. This fragments the story, causing duplication, gaps in accountability, and drift away from long-term goals.
Councils that deliberately align PDs with vision and culture, however, create continuity, reinforce trust, and inspire high performance.
Reframing the Position Description
To elevate PDs to instruments of leadership and organisational storytelling, councils must think well beyond structure and compliance. A reframed PD should:
Connect purpose to role – Clearly link responsibilities to the organisation’s vision and strategic goals, showing how the individual’s contribution fits the bigger picture.
Express values and culture – Embed the organisation’s values in the language of the PD, reinforcing expected behaviours and leadership norms.
Focus on outcomes, not tasks – Shift emphasis from duties to impact. Define success in terms of results, influence, and contribution to the organisation’s success.
Clarify relationships and influence – Highlight the key relationships, collaborations, and leadership expectations that shape performance and culture.
Embed flexibility and adaptability – Acknowledge the evolving nature of leadership roles, enabling the PD to remain relevant as priorities change.
Set a tone of leadership – Ensure the PD reads as a statement of leadership, signalling not only technical accountabilities but the cultural and narrative expectations that define the role.
Are PDs Obsolete?
Far from obsolete, PDs remain vital artefacts of organisational storytelling. When aligned with cultural practice, they are key to attracting, recruiting, and developing leaders who can meet today’s challenges while staying true to purpose.
At Leading Roles, our mission is to transform councils through high-performing people.
Our team have supported Councils to reframe and realign this critical tool of organisational communication, developing strategically aligned PDs, embedding capability frameworks, and helping councils strengthen their story and connect people to outcomes.
If you’d like to explore how PDs and culture can reinforce your organisation’s story, we’d welcome the conversation. Contact us at hello@leadingroles.com.au or call 1800 088 000.