Cynthia SeelhammerACMA Winter Conference2013

• Why is this important?

• Incivility has significant costs:• Delayed decisions• Incorrect decisions• Inefficient use of resources• Drive away good staff• Drive away good future leaders• Dishearten residents• Results in instability

• My experiences: • Brand new council in new community• Split Councils, or 4-1 Council• Televised meetings and non-televised• Long talker on Council• Varied educations and speaking skills on council• “Sprinter” who always wants to talk first and thus frames

the discussion• Newbies who need help

• Three points of focus:

• Staff• Council • Citizens

Surprisingly, I find myself telling all three the same thing:

We work in a fishbowl and someone is always watching. We can expect others to behave in the manner we model.

• Your organization cannot be successful in the long run if incivility takes hold.

• Council Members want to say that they are serving in order to make a positive difference, and that they want to work for what is best for the community in the long run. Incivility means they are failing.

• Stability and civility attract positive results. Incivility drives people and projects away.

• Speak out as often as you can about civility:• Staff meetings• Meetings with Council Members• Citizen Leadership meetings• Service Clubs• Chamber of Commerce• Committee meetings

• Themes I have used to educate and persuade city staff and city councils:

• You set the tone. Expect residents to follow what you model.

• Bad money drives out good. Same is true with people willing to take the risk of public involvement.

• Council Meetings are theater. What story and message do you want to send?

• When it goes well, it is the best possible show about grassroots democracy and it is the American ideal.

• When it goes badly, it is a show that no one but horror fans want to watch.

• When it goes well, it is a hit that others want to join.

• When it goes badly, it drives away talent.

1. Set:a. Clean, bright, formal yet welcoming.

Comfortable space to work or observe. Minimal distractions.

b. There is a reason for the podium, lectern etc. Formality helps limit misbehavior.

• 2. Performance:a. Treat each other with dignity and respect.b. Managers work closely with the Mayor or Chair. That person is your theatrical star/director/ and main talent.c. Stick to the formal format. That is especially important when tensions are high.d. Find “happy” reasons to bring people to City Hall.e. Celebrate – with cake?

• What is the message you want the audience to take away about your council meeting?• These people know what they are doing vs. these people

are nuts.• These people behave in a way that makes me think I

can trust them.• These people are smart and hardworking.• I would be willing to trust my future and my money to

these people.• These people will work together lead us out of trouble.

• Tips for managers:• Before the meeting starts, shake hands with council

members. Then do the same with the audience. Find out why they are there. Show an interest.• Use titles (Madam Mayor, Council Member Smith)• Try to find stories and illustrations to use in staff reports

to make issues understandable to anyone, even someone brand new to the subject.• Use appropriate humor.

Tips for managers:• Periodically, the Mayor should tell people about

expectations: “We are going to start the public comment portion, and I want to remind everyone that we expect civility. In this community, we will listen to each person politely and we expect all of you do to the same.”• Manager or mayor should remind people why we are

there. “Tonight we will discuss XX in hopes of finding a solution that is acceptable and affordable to deal with the problems of ZZ.”• Insert appropriate humor. Smile. Thank people as often

as possible.

• Happy reasons to come to City Hall (those of us who are task-oriented and very logical might cringe at this stuff – but it is important)• Student of the Month• Certificates• Proclamations• Volunteers• Awards and prizes• Any good thing or excuse to praise or celebrate

• Conflict among council members is visible to all and flavors the reputation of the community. What can staff do?• Find out who can most effectively communicate with each

council member?• Are they willing to commit to work together civilly for the

good of the community?• Can they rise above differences to focus on the long-term

best interest?

Annual goal setting and retreats might be a time to set standards and come to agreement about how we will treat each other and the public. Ideas for possible agreement among council members. Examples:• We will always speak directly with the person when there is an issue rather than talking to someone else about the person.• We will find a way to disagree agreeably. We will focus on the problem not the personality.• When we are tired or irritated, we will find a way to delay decisions until we know we can perform at our best.• We will make sure each council member has a chance to speak so that one person does not dominate all discussion.

Remember, as managers, we are in this for the long term.

Councils, and staff, come and go, but the organization will remain.

Working to encourage civility, even baby steps, will benefit the organization in the long term.

Cynthia SeelhammerMostly retired city managercseelhammer@gmail.com