Facing a tough reality

When to leave

The fact that so many of our municipal colleagues will be elected soon in elections taking place in many jurisdictions across the country prompts me to think about a rather prickly and delicate topic: when is enough enough?

I stayed for four terms: I’m not sure that was wise, but in those days each term was three years (it’s now four), and I was young – beginning my political career at age 29. By the completion of four terms, my colleagues on council and I had accomplished a number of good things (I thought) in our quickly growing community of Spruce Grove, Alberta, and the prospect of carrying on for another three years with much less to motivate me was less than appetizing. I might add that my wife weighed in as well on this topic and the thought that my self-centredness might cost me my marriage (which I had already greatly jeopardized) was of considerable consideration.

When I think back on those times, I believe that, while the public may have (perhaps) chosen to endure me for another term, the timing for me was right. Why? Well, as I stated above, the motivation to stay was waning and the rationale to do so would have been a lot more about me and a lot less about serving the public. This is not what we should reflect as elected officials.

Over the course of more than three decades, I have had the blessing of observing and serving countless elected officials from one side of Canada to the other, and from sea to sea to sea. Some have made a tremendous impact on their communities in one term; others in more; and still others over a lifetime of service. Others, it seems to me, may have started well, but quickly lost steam and focus, and their purpose became more about personal gratification or about collecting the honorarium … and far less about helping the community to make good choices.

So, why leave?

I am careful to note that this is a very personal and yet also a very public decision. No one can (or should) make it for you. When the subsequent election noise has subsided, you must feel at ease knowing that you made the right choice.

I would urge you to consider leaving public office if any of the following scenarios apply.

You are placing your relationship to your spouse in jeopardy – I cannot think of any reason that would justify staying in public office or even running for office that would supersede the commitment between two people who have chosen to love and support (i.e., consider) each other. That relationship should be there – with and for you – long after the acclaim of the public has subsided. You will not retire to the comfort of the media or to the confines of council chambers. Neither will be there for you when illness takes over. But, your significant other will … if he or she is still with you. Have I lived my life in such a way as to justify such support? No, in many ways, I have not. But, I have profited from the redemptive value of forgiveness.

You are relegating your family to second (or lesser) place – A similar refrain is perhaps the notion of “Who or what is in first place?” Too often, elected officials with misplaced priorities leave their children’s birthday party early (or do not even show up) because someone scheduled a budget or committee meeting. I cannot think of any reason that would justify such behaviour. Being elected can exact a tremendous toll; most family members have not signed on for that, nor should they have to wear it.

You are no longer “adding value” – Each council member ought to be adding value. Warming the seat might feel comfortable, but it does little for the progress of the community. Council members ought to be enthusiastic, “ideas-rich” people who strive to make the community better (i.e., not the same as it was when they started). Objecting to change or never having and expressing a new idea should be clear symptoms of an invitation to depart. You should come to terms with that reality … before your colleagues or the public do.

You are ruining or delaying future job prospects, which ultimately harms your family – I worked in executive recruitment for a good portion of my early years as a consultant. Having the words “Town Councillor” on your resume along with the plethora of boards and committees served on will say to a prospective employer “this person understands community service.” It does not say you will make a tremendous director of finance or head of human resources. Showing that level of commitment in your career and taking the applicable courses does, however. Unless your family is on board with your choices and their implications, not accepting promotions or refusing to work full-time or missing significant management meetings (at which you are an expected key player) – because that would interfere with your council appointments – should be a non-starter.

Your commitment to serve your community is no longer at the top of your list of answers to the question “why run?” – Council members typically run for office because they feel they can make a positive difference in their community by being on council. While there are countless other reasons, this one often tops the list. When it has been replaced by other, more self-serving reasons, it may be time to look in the mirror and determine if that man or woman would gain your vote if they knew their most pressing rationale.

You are adamant that Charlie shouldn’t win and the only way you can ensure that is to run against him – Beating an expected opponent does not cut it. You are not the sole voice of public conscience. Just because you feel that your experience and wisdom are in short supply, the public will determine if your attributes and level of commitment could be replicated in “Charlie” given some seasoning. His or her voice might be just the catalyst needed for the community to “kick start” its economic development or tourism prospects. His or her persistent (and likely aggravating) questions may help change a useless practice or policy.

You are using local elected office to launch your hoped for bid for lesser elected offices (i.e., provincial or federal) – Many a locally-elected official has used their time in office to jump-start their run for office at the provincial or federal level. It may not be necessarily wrong (and you may be a great candidate), but purposely running for one office in order to gain traction for the other is unseemly. Do well at the dance you signed on for; if the date of the next federal or provincial election is known in advance (and most such dates are) then declare what you really want to be.

You stayed too long – This one is a very difficult topic: When is too long too long? It is when you have run out of steam; when your interest in change and improvement has been replaced by your contentment and resistance. When you no longer have an inquiring mind or a zeal for community service, step aside, not down. Find another service area that needs your sage counsel. Do not become idle. Having “something to do” in retirement might please your spouse, but may not be considered as compelling by your constituents.

Think, Consult, Decide

This is a difficult question and while many have and will weigh in on limited terms and shelf-life, the legislated answer is “it’s up to you.” Step back for a moment: talk to trusted friends, not acolytes; listen to your significant other; ponder. Are there good reasons to seek public support once more? Are you thinking about what is best for the community or what is best for you? Decide then press on: don’t dither or question; don’t bemoan or coast. Move on!  MW

^{A version of this article appears in the August 2014 edition of Municipal World, on Page 35 with the headline: Facing a tough reality: When to leave}

GEORGE B. CUFF, FCMC, our governance zone expert, has been involved in local government in one way or another since 1970. He has been a recreation and youth specialist, a department head, a mayor for 12 years, and a consultant/advisor to municipalities since 1976. He is the author of Executive Policy Governance; Off the Cuff: A Collection of Writings by George B. Cuff – Volumes 1, 2, and 3; and Making a Difference: Cuff’s Guide for Municipal Leaders, Volumes 1 and 2, published by Municipal World, as well as dozens of magazine articles and columns since 1984.

as published in Municipal World, August 2014