Such a scenario caused great consternation in my life as a manager. My stress level increased as I anticipated how to effectively work with the new councilmembers. A huge unknown was why they really chose to participate in local government, although I had asked them this question before the election.

While there can be times when residents have ulterior motives in making a change at city hall, which is typically known before an election or appointment is made, more often than not the manager is not the target in residents seeking office. Frequently, new councilmembers are running because they have a hot-button issue that needs attention, or they simply want to serve the public.

Managers are typically aware when there is change desired in the political and administrative landscape; therefore, it is prudent when that fact is known for the manager to think about or explore beneficial career options.

Focus on Opportunities

While it is natural to think the worse—and that is not always so bad in the public administration field—there is often opportunity when a council’s makeup changes for the manager to put his or her best foot forward. Most councilmembers are new at the business of policy making in government and have a limited idea of what is required in the position.

There is also the misconception that the local government has been operating inefficiently and new officials are coming in to cut out budgetary excess. A commonly voiced message is that the newly elected want to run government more effectively, a.k.a., “like the private sector,” when, in fact, local governments are operated more productively than the private sector.

It is a real eye-opener for a newly elected official to find out that this is not the case. In fact, he or she is often amazed to discover the community is operating on a scant amount of resources.

Show Them the Ropes

Such scenarios as this provide opportunities for a manager to build trust and provide unity within the organization. I was the professional in the local government equation and provided an avenue of quick learning for new officials. For me, this opportunity provided the opening needed to instill a positive opinion of my ability to successfully supervise the functions of local government.

I had learned to take advantage of this skill and become a willing teacher to newly elected officials, who will appreciate being taught the ropes with sincerity. And these officials will often subsequently become staunch allies of the manager, which happened in my situation.

Here are five lessons I learned to make council transitions easier:

1. Have an open mind about new members serving on your community’s governing board.
2. Think of ways to make this service a positive experience.
3.  Help elected officials who sought office to solve local issues get their problems resolved.
4. Educate them by correcting any misconceptions they have about the organization and help them become familiar with its activities.
5. Develop trust with the elected officials and with staff by showing competence and doing what you say you will accomplish.

Positive Results

In my case, having a new council led to positive results. In most cases, including mine, the new councilmembers and the manager can operate at a higher level than the council that initially did the hiring, as they do not have to operate under the same constraints or economic forces that were in place perhaps only a few years earlier.

Those individuals who came into office to reduce budgets are often those who actually end up increasing the budget, therefore providing more freedom for the manager to implement much needed services and programs. This, in turn, can prove the manager more productive and increase her or his worth.

In fact, I received a better compensation package after a turnover in council when it realized that substandard pay was being provided to the city’s top administrative official.

Although there are no perfect scenarios in the changes that occur when the majority of the council that hired the manager is no longer around, this situation may also represent a great opportunity to engage in new policies and procedures.