Tom Kadla
Chief Administrative Officer
Lumby, BC, Canada
A hot topic had come to a council meeting that was highly political and the public was trying to engage councilmembers and staff in an argument that was outside the scope of the topic being considered. Councilmembers were quick to jump in and cut off residents when they were speaking. I, too, wanted to provide my personal input as I knew the information being presented did not include all the relevant facts.
But by jumping in, I might have created more tension so I held my tongue, let everyone be heard, and then provided my input based on the facts that we had received at the municipal office, as well as the research that we had done.
By remaining silent, I was able to reflect on the passion that individuals brought to the table, as well as gather my thoughts on providing a productive, thoughtful response that was not argumentative or seen as attacking any one individual—it was speaking to the issue at hand.
Cheryl Harrison-Lee
City Administrator
Gardner, Kansas
charrison-lee@gardnerkansas.gov
One time a commissioner provided direction to me on a policy issue requiring substantial funding. I explained that his request needed to be discussed at a commission meeting for consensus but that it was not a good policy direction. He agreed and expressed his appreciation.
At the next commission meeting, he stated staff did not follow his direction. He proceeded to make disparaging comments about staff for not including his recommendation in the final document. He never acknowledged that I provided several reasons not to implement his idea.
I sat quietly and listened to him demean staff until another commissioner said his request was inappropriate. I am glad I did not respond because it could have created an unpleasant exchange and the matter was better resolved by his peer.
Kathleen Millison
City Manager
Santa Rosa, California
Years ago, after a bitterly contested election, a new council vowed to “expose waste and fraud and make the city operate more like a private business.”
Staff worked diligently to meet the needs of the new council. One member was particularly difficult because he would not study the background material as he assumed it was incomplete, inaccurate, or biased.
During one discussion, he expressed his views at length. Rather than debate his omission of facts, I made a decision to listen without comment or argument.
He ended with, “I know you don’t agree with me.” After taking a pause, I replied, “Mr. Councilman, it’s not that I disagree with you; I don’t understand your thought process!”
This became a breakthrough moment, and we were able to start the conversation anew after that. I’m glad I held my tongue. I was able to explain the facts and why public process is often as important as the final decision for making the business of government more efficient.
Christopher Lear
Village Manager
River Hills, Wisconsin
Early in my career, and new to my administration position, with not enough time to have a complete understanding of the dynamics of the elected officials, I was asked by a department head to help with a difficult division head evaluation.
The division head, who I found out was fairly entrenched in the community, didn’t appreciate the department head’s less-than-stellar job performance rating. I met with the two and was surprised at how belligerent the division head acted, but I didn’t say anything and later was glad I didn’t overreact.
In a closed session with board members, I came to learn this division head had cultivated the support of several members. They defended the division head, even in the face of a professionally defensible evaluation.
The board and I ultimately came to an understanding about our respective roles regarding staff evaluations. I may not have had the chance had I been impulsive with the division head.
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