Abstract
AbstractRegulation plays a vital role in reducing harms and promoting public order. However, regulatory reform has been likened to painting the Sydney Harbour Bridge, it never ends. Coupling this reality with the increasing array of areas requiring regulation, there is an acute need for regulators to become more effective in how they work. We discuss the leadership skills needed to ensure regulators consistently contribute to the creation of public value.Points for practitionersRegulators can be more effective when they appreciate their authorising environment and the factors which make that environment dynamic.Careful calibration of enforcement practices to the capabilities of those being regulated can reduce conflicts and improve outcomes.Regulators with good communication skills can do much to resolve apparently intractable disputes.
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