| Election time is an anxious period for senior administrative staff. There will soon be a crop of newly elected politicians, some humble and some arrogant, some collaborative and some combative, some committed to serving the entire community and some intent on promoting issues of personal interest. As a senior staff member, are you doing enough to prepare for the potential chaos? Pre-election time is best for getting ready, by establishing "rules of engagement" and by defining the relationships between you and your staff team and your elected officials.
You must have heard the following phrase: There are people who make things happen, others who watch things happen, and yet others who have no idea what happened. The following tips should help you shift from the latter position (reactive) to the former position (proactive):
- Prepare a comprehensive
orientation program, covering topics such as: Member's fiduciary duties,
code of conduct and ethics, the duty to place broad community interests
ahead of narrow interests, minority's obligation to accept collective
decisions, conflict of interest policies, transparency and accountability
versus confidentiality, roles of elected officials versus staff, appropriate
use of committees, relationship building (internally and externally),
dispute resolution policies, preparing for meetings, sensible use
of rules of order, what goes in meeting minutes (and does not go),
etc.
- Establish feedback
exchange channels with your Board or Council. Your elected officials
should be free to tell you what they appreciate and what they need
to be changed. Conversely, you should be free to tell them (respectfully
but unapologetically) what conditions you need to perform to your
best. Direct, honest, principled and regular feedback is the lifeblood
of a healthy organization. Without it minor tensions and small misunderstandings
can grow into debilitating dysfunctions. Establish the method and
frequency of exchanging feedback. You deserve it, your elected officials
deserve it, and - most importantly - your community (which is your
ultimate "boss") deserves it.
- As part of your
orientation program, schedule a private meeting with every member
of your Board or Council. Explain your role versus their roles, address
any questions or concerns, and establish the parameters of a good
working relationship for the individual's term of office.
- Be prepared to
articulate your role clearly and confidently. See affirmations in
the previous article.
Some readers of this
article may find themselves asking: Why do I need to do all these things,
when all my elected officials (who seem positioned to be re-elected) are
supportive and respectful? My answer is that the real test of the strength
of your governance structures is not when things are harmonious, but when
dysfunctions develop. Is your system dependent on smooth waters and collaborative
decision makers, or is it strong enough to withstand those vicious storms? |
