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Remember the basics you <br />learned in Management 101. <br />Maintain cmnmunications with <br />the council through: <br />status t'eports <br />social situatiot~s <br />us{-' o1' information technologies, <br />like c-mail <br />eqnal comnmnications with all <br /> <br />~espect {bt both for the coun- <br />cilmcmbers' position ~d for <br />representative democra~ <br />proi~ssi,malism in aU your inter- <br />actions with the council <br />understanding that the council <br />should not have [o adapt to the <br />mana,ger" <br />understanding the pressure and <br />const~'ainLs the council is operat- <br /> <br />2. Realize that interpersonal <br /> relationshkps change, a fact <br /> that affects the chemistry <br /> among a council, mayor and ' <br /> Iil allagt:l': <br /> Wc inhabit a worM that is always <br /> subjective :..~ shaped by our <br /> <br />, Such interacti(ms are affected by <br /> the [.llowing: a new mayor, <br /> councilmember oF manager; or <br /> new issues, ruics or re.clarions, <br />~ Chang~:s may (~ccm' in the <br /> demographics of councihnem- <br /> bors ;md managers. <br /> <br />3, Understand that situations <br /> and ~ssues change: <br /> What w,)rks t:'m' one council may <br /> TiO[ work l~uF a tlew one. <br /> A. council may have hired you <br /> du ring a booming economy, but <br /> <br />~ A pro-~rowtl~ council may have <br /> hir,zd 7ou, btd now there is an <br /> a~t i-g'~ owth council. <br /> <br /> stretets may have been a high- <br /> priority five years ago, but today <br /> thc council wants more parkland <br /> and O[)(:11 hiD;Ice. <br />o Fczdev;d,gr'm~s' tnay have been <br /> [al),)o previously, 10ut a new <br /> <br />MICHIGAN MUNICIPAL REVIEW, Ap,il 200-~5- 23 <br /> <br /> <br />