Understanding your role as mayor is critical to helping successfully govern your municipality. This guide was developed to help mayors in council-manager cities govern more effectively.
The Mayor:
Understands that the city council is a governing body and that they are one member of that body and “the first among” equals with regard to their council colleagues.
Realizes their most important job is to “fill cups” and create model community members that want to “give back” – and so they must focus on the critical role of community building.
Understands only the governing body can set the long-term direction for the city and fulfill that role of community building – and therefore, time spent on administrative matters creates a void that no one else in the community can fill.
Recognizes that negotiation and compromise are skills of the political craft and works hard to find opportunities for as many members of council to stand inside consensus as is possible.
Has regular check-ins (one-on-one) with all members of the council – knows their interests and passions and looks for opportunities for each person to have a sense of ownership, contribution, and accomplishment as they serve.
Sets a tone of respect and collegiality for interactions with city staff, the public, the press, and their council colleagues.
Promotes the city’s brand – in the community, in the region, and across the country
At meetings:
Runs a fair and efficient meeting – recognizing that sticking to time frames ensures everyone has an equal opportunity to participate.
Uses their comment time to pull together critical thoughts that express the majority opinion of the council.
Learns the art of when to speak first, when to speak last and when to push the council to move forward and make a decision.
Recognizes that there is a time to call the question – and that when all the facts are known, reasonable people can still disagree – and that is what voting is for.
Speaks for the majority even if they voted in the minority.
Serves as a non-anxious presence when issues become contentious – requests and requires civility and respect from the dais and the podium.
What not to do:
Does not use possessive pronouns when referring to the city council (“my council”) or city manager (“my city manager”).
Does not provide direction that has not been formally given by the city council.
With regard to the city manager:
Has regular communication with the city manager.
Serves as a sounding board and shares “a sense” of the council without overstepping and providing direction.
Understands that the city manager is there to fulfill the direction of a majority of the council – even if the mayor disagrees.
Realizes the city manager cannot in good conscience take direction from one person even “if they know” what the council may want.
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