I first recommend that newly minted officials vote on legislation from day one. At my first council meeting, some colleagues encouraged me to sit back, observe and get a feel for how the body operated before weighing in on debates. I followed that advice — and later regretted it. I already had informed opinions on most legislative items through my reading and research. What I learned afterward was that many colleagues had already lined up behind specific measures and were unsure where I stood. It was easier for them to suggest that I remain on the sidelines than to engage me on the merits of the issues. Your vote signals seriousness, independence and readiness to govern.
Second, treat governing as an extension of campaigning. Continue attending community meetings, returning constituent calls and listening to a wide range of perspectives. It should go without saying that you should work to fulfill as many campaign promises as possible, but when the realities of the job force you to reassess what can be accomplished, communicate that honestly. Constituents are far more understanding than we often assume, especially when they feel informed and respected.
Third, develop multiple ways to communicate with constituents. Some residents are active on social media; many are not. For those who are not regularly online, periodic newsletters mailed to their homes can be an effective way to stay connected. General information, such as notifications of rate increases or service interruptions, should typically come from departments like watershed management, sanitation, parks and recreation, or public safety. But what I found most effective as a city council member was sharing a monthly calendar detailing what I had done and what I planned to do next. It became a simple but powerful tool for accountability.
Fourth, elected officials should lead with open-mindedness. Because most local offices are nonpartisan, I found success in giving colleagues, regardless of how I classified their politics, the benefit of the doubt. You may be surprised who will support your policies if you take the time to explain why they serve the broader public interest. Early in my tenure, for example, I proposed a first-source jobs policy requiring businesses that received city grants or subsidies to consult a registry of unemployed local residents for entry-level positions. One might assume that business-oriented officials would oppose such a policy. Yet by meeting individually with colleagues across the ideological spectrum and explaining its benefits, I secured unanimous support.
Finally, commit yourself to honesty and the highest ethical standards. My campaign consultants — though preaching to the choir in my case — stressed a simple truth: Residents want to know, above all else, whether you can be bought. Being “bought” does not require accepting cash bribes. Public officials are vulnerable to special interests in many forms. If you cast votes out of fear, intimidation or the promise of future campaign support, you are no longer accountable to the people who elected you. If you compromise your constitutional duty to provide independent oversight of the executive branch in exchange for funding for pet projects, you fail the constituents who entrusted you with that responsibility and betray your oath of office. Democracy works best with three strong but independent branches of government. There is a relationship between honesty and courage. We need courageous leaders who can’t be bought or bullied.
The challenges facing our communities today are complex and demanding. We need ethical public officials who are up to the task — leaders more committed to the community’s well-being than to campaign coffers, headlines or name recognition. Public service was once widely regarded as a noble profession. Newly elected officials are in a unique position to help restore that tradition.
Governing's opinion columns reflect the views of their authors and not necessarily those of Governing's editors or management.
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