By Luke Fischer

Coming into the election, the mayor of a small metro-area city learned he would run unopposed for another term. The city administrator was relieved, knowing the community would already welcome at least two new council members due to retirements. With the mayor running unopposed, the administrator expected things to remain largely business as usual. That assumption didn’t last long.

The mayor arrived in the administrator’s office first thing Monday morning after filing closed, ready with a list of new project ideas, questions about long-standing policies, and other feedback on what had seemed like settled city business. More than a little confused, the administrator asked where the sudden shift was coming from. The mayor seemed to have forgotten everything they had worked toward during his first term.

“Well, with this election, I decided I wasn’t going to let the new people be the only ones connecting with the voters. I door-knocked the whole city this weekend, and this is what people are talking about!” the mayor asserted.

Overwhelmed by the reality that change was coming, the administrator realized the organization needed to adjust — perhaps sooner than anyone anticipated.

Maybe the same is true for you and your city. Well-known leadership expert John C. Maxwell put it best: “Change is inevitable. Growth is optional.” As community leaders, I’d encourage you to consider the three types of change that generally accompany elections and how you can grow with them.

People change

Elections change who sits at the council dais. New people bring new questions, new styles, and new perspectives. The basic rhythm of a council meeting can be disrupted as folks settle into their routines. The way new council members ask questions can feel intrusive, and new ideas can feel out of place.

Rather than viewing this as an attack on what has worked in the past, it’s important to get to know your new colleagues on a personal level. It is always easier to work with people after sharing a meal or a cup of coffee.

Priority change

As new leaders join the organization, they bring new ideas about how it should operate. Long-resolved philosophies about infrastructure spending, housing policy, taxes, and city services may be challenged.

As organizational priorities evolve with new leadership, remember that two things can be true at the same time: New perspectives have merit, and you may need to spend more time educating new leaders about long-standing positions and practices. The sweet spot lies in balancing those two ideas.

Pace change

If there is one thing we know for sure, it’s that the pace of change today is as slow as it will ever be going forward. Elections bring fresh energy, new ideas, and hopes of making good on campaign promises. Embrace this energy and look for opportunities to help newcomers to public service accomplish some early wins.

It’s equally important to respect the processes, policies, and procedures that have already made your organization successful. Determining what works best for your city will require some give and take.

As you navigate this election season, start thinking about how changes that come with new people, priorities, and pace might affect your organization. As Mankato City Manager Susan Arntz always says, city staff “work for the winners,” and I’d add that returning council members “work with the winners.” Thinking about how change can help you and your city grow can be refreshing if you let it.

And know that you’re not navigating this alone. The League of Minnesota Cities is hosting its Elected Leaders Institute for newly elected officials just after the first of the year. Begin planting seeds with candidates about this important learning opportunity. We look forward to helping Minnesota’s newest city leaders understand their working environment and how to achieve success.

Luke Fischer is executive director of the League of Minnesota Cities. Contact: [email protected] or (651) 281-1279.