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City of Palos Verdes Estates
City Council Workshop
January 25, 2025
Key Strategies
For High Functioning
City Councils
Working Effectively With Your Elected Colleagues, the
Manager and Staff
2 3
4 Herman
1966 2024
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Why Did You Run for City Council
And
How is it Going?
Introduction
Why Have a Workshop Like This?
• You Are Members of Multiple Inter-Related Teams
• These Teams are Critical to Your Community’s
Success
• Effective Teams Don’t Take Their Working
Relationships for Granted
• Effective Teams Appreciate the Need for Seeking
Areas for Improvement
• All Relationships Need Care and Attention
• Effective Teams Make the Investment Necessary to
Maximize Their Effectiveness
7 Why This Topic?
Without Strong/Effective Working Relationships:
• The Organization Will Not be Effective
• The Community Will Not Be Well Served
• Residents Will Not Want to Serve
• You Will Not Be Able to Attract/Retain High
Quality Staff and Community Members
• It Will Not be an Enjoyable Experience
8 It’s All About Teams
• Elected Official/Elected Official Team
• Elected Official/Manager Team
• Elected Official/Manager/Staff Team
9 It’s All About Relationships
• The Ability of the Team to be Effective
• Your Ability to be Effective
• Your Ability to Achieve Your Goals
10 Goals For This Session
• Review & Discuss Concepts Regarding Effective
Council/Council and Council/Staff Working
Relationships
• Consider How These Concepts Apply to Palos
Verdes Estates
• Identify Possible Areas for Growth and
Improvement to Better Achieve the Ideal
11 How Are We Going to Accomplish This?
• Introduce/Define the Topic
• Sharing Ideas
• Review Suggested Strategies
• Consider Next Steps
12 Why Being a Council Member Isn’t Easy
• Challenging Issues
• Varied Opinions/Perspectives
• Group Decision Making
• Not a Group of Your Choosing
14 Why Being a Council Member Isn’t Easy
• Done in Public/Anyone Can Participate
• Brown Act
• Media and Public Scrutiny (Social Media)
14 15
Why We Don’t Always View Issues the Same Way
What Types of Characteristics Can Cause Us to View
Issues/Ourselves/Others Differently?
• Life Experiences
• Education
• Military Service
• Geography
• Marital/Family/Parental Status
• Communication Style
• Age/Generation
• Ethnicity/Race
• Religion
• Political Views 16
Why We Don’t Always View Issues the Same Way
What Types of Characteristics Can Cause Us to View
Issues/Ourselves/Others Differently?
• Gender/Gender Identity/Sexual Orientation
• Work Style/Experience
• How Emotion is Expressed
• How “Status” is Viewed
• How Information is Processed
• How You Were Raised
• How You Manage Time
• How You Balance Work/Personal Life
• Core Beliefs
• Extrovert/Introvert 17
• Is it Good or Is it Bad?
• Can Conflict Be Positive?
• Are Differing Ideas/Viewpoints “Conflict”?
• Can a Lack of Conflict Be Counterproductive?
• “Group Think”?
• No Challenge to Bad Ideas or Inappropriate Conduct?
• Ethical Issues?
• When Does Conflict Become Counterproductive?
Team Conflict
18 Divergent Views/Opinions
• Develop an Appreciation and Understanding Regarding Why It’s OK • Differences Are Not Usually a Result of:
• Dishonesty
• Lacking Values
• Intelligence
• Differences of Opinion are Normal and Should be Expected— Diversity of Opinion in Your Community
• The Key Issue Is: How Does a Team Deal With Differences of Opinion?
19 Divergent Views/Opinions
• So…Having Differences of Opinion Should Not be Considered Unusual or a Problem
• Having an Effective Relationship is Not About an Absence of Differences of Opinion (or Style, Personality or Philosophy…) as Much as it is About HOW You Respond to These Differences
• Key Question: Can You Avoid These Differences Becoming an Impediment to Having an Effective Relationship?
• And When They Exist, Can You Determine a Way to Still Work Together to Form an Effective Team? 20
Effective Interpersonal/Communication Skills
• Speaking Skills
• Listening Skills
• Emotional & Social Intelligence
• Understanding & Empathy
26 You and Your Elected Colleagues
• The Relationship is Critical to the Success of
the Agency
• Important to Seek to Overcome Differences in
Philosophy and Personality
• You Can Only be Successful With the Support
of a Majority
• Playing the Outsider Might Make You Feel
Good, But Won’t Allow You to Achieve Success 21
Teams
Succeed or Fail as a Group
23 You and the City Staff
• They Are There to Provide the
Services/Facilities to the Community Consistent
With the Policy Direction of the Council
Majority
• Policy Direction is Provided by Council to the
City Manager
• Strive to be Sensitive to the Impact of Your
Interactions With Staff
22 Adjectives that Describe
An Effective City Council ?
24 What is the Council’s Role?
• Leadership—Including Policy Direction
• Representation
• Service
• Oversight
Question: How Do You Go About Being Effective in These Roles? 29 • Role of Elected Officials:
• Arbiter of Community Values
• Make the “Big Picture” Decisions
(Budgets/Laws/General Plans/Organizational
Leadership)
Community Values vs. Technical
Expertise and Knowledge
30 • Role of CM and Staff:
• Provide Technical Expertise/Advice/Analysis
• Implement Policy Decisions
• Provide Effective and Efficient Day-to-Day Services
Community Values vs. Technical
Expertise and Knowledge
31 Direct Power vs. Indirect Power
• Direct Power is Relatively Rare in Most Relationships • The Critical Ingredient: The Ability to Influence
• Influence is Achieved via Relationships
• Effective Relationships Require Trust and Respect
25 Frequently Encountered Challenges
• Different Personalities/Work Styles
• Lack of Effective Communication
• Inadequate Information Sharing/Surprises (Issues &
Projects)
• Setting (and Sticking to) Priorities
• Respecting Role Boundaries
Frequently Encountered Challenges
• Lack of Trust
• Conflict Over Determining What is Placed on Agendas
• Individual Council Member Goals vs. Council Goals
• Wanting the Manager to Take Sides
• Wanting to Influence Staff Reports/Recommendations
Professional City Managers
• Most Follow a Code of Ethics, including yours
• Operate Within the Framework of the Form of Government • Are Committed to Elected Official/Governing Body Success • Don’t Play Favorites/Don’t Take Sides
• Must Sometimes Tell You What You Don’t Want to
Hear/Can’t Always Do What You Want
51 Professional City Managers
• Need Thoughtful and Comprehensive Performance Feedback • Strive to Communicate in a Style That Works for You
• Are Obligated to Protect the Staff
52 The City Council as a Competitive
Advantage (or Disadvantage)
• Many Factors Impact Employee Attraction and Retention • Top Quality Staff is Critical to Organizational and
Community Success
• Style of Elected Leadership Can Make the Difference in the Decision Making of Prospective and Current
Employees
• Are You Serving as a Competitive Advantage or …
63 Interview Comments
• City is Facing Significant Financial Issues
• Need for Parcel Tax
• Customer Service Levels/Consistent & Appropriate
Follow-Up on Issues
• Aging Infrastructure/Deferred Maintenance
• Need to Fill Staff Positions & Maintain Staffing Stability • City Manager Turnover
Interview Comments
• Staying Open on Positions re Agenda Items Until
Hearing From the Public & Colleagues at the Meeting
• New Council Has the Opportunity to Work More
Effectively as a Team
• Importance of Collaboration & Problem Solving
• Keep Priorities to a Manageable Number to Increase
the Likelihood of Success
Interview Comments
• Improved Staff Morale—Build on It/Continue the
Trend
• Improving the Environment for Successful Staff
Recruitment & Retention (Continue Momentum)
• Focus on Getting the “Basics” Done Well
Key Questions
• What Do You and Your Fellow Council Members
Need From Each Other to be Successful?
• What Does the Council/Council Members Need
From the Manager and Staff to be Successful?
• What Does the Manager and Staff Need From the
Council/Council Members to Be Successful?
32 What the Council Needs From Staff (ET)
35 • Professional Advice & Recommendations
• Accurate/Complete Information
• Effectively Develop/Recommend and Implement
Annual Budget
• Maintaining the City in a Strong Financial Condition
What the Council Needs From Staff (ET)
35 • Clear Communication Regarding Staff
Workload/Project Status
• Conduct Themselves in Ways to Create Trust With the
Council
• Faithfully Implement Council Direction
• Appropriate and Timely Communication Regarding
Projects/Community Issues
What the Council Needs From Staff (ET)
35 • Provide Honest, Well-Informed Recommendations
• Do Not “Overly Advocate”
• Provide Sound Financial Advice
• Provide Information Through the City Manager
• Respond to Council as a Whole
What the Staff Needs From Council (ET)
• Trust That the Staff is Following Up on Council Decisions • Develop (And Follow) Goals & Priorities
• Appreciate Staff Workload & Demands on Time
• Appreciate the Impact of Making Individual Requests
39 What the Staff Needs From Council (ET)
• Appreciate the “Ramp Up” Time Needed to Integrate New Staff Into the Organization and Their Roles
• Don’t Publicly Criticize Staff
• Appreciate the Impact That Publicly Made Council
Comments Can Have on Staff Morale/Attraction/Retention
• Appreciate When It is Necessary to Communicate to Staff Through the City Manager
39 What the Staff Needs From Council (ET)
39 • Appreciate the Demands Experienced by Staff Who Support Multiple Committees in Addition to the City Council
• Carefully Consider the Impact of Adding Additional
Tasks/Creating Workload Beyond Previously Established
Priorities
• Work With Staff to Find Ways to Efficiently Implement Council Direction Without Impacting Community Input
What Do Council Members Need
From Each Other? (KD)
• Respect for Different Perspectives and Opinions
• Effective Listening Skills
• Emotional Maturity
• Recognize Once on the Council Your Views Can Viewed
as Representing the City
• Handling Conflict Respectfully
• Coming to Meetings Prepared/Do Homework
33 What Do Council Members Need
From Each Other? (KD)
• Treating the Public, the Staff and Other “Audiences”
With Respect
• Supporting Council/Board Decisions
• Dealing With Issues With Honesty
• Being Willing to “Move On” From Council/Board Votes
• Support Efficient Meetings 34
What Do Council Members Need
From the Manager and Staff? (KD)
• Establishing and Maintaining High Standards
for Work Performance
• Responsiveness to the Council and
Community Members
• Complete and Professional Staff Work
• Avoid Bringing Personal Value Judgments to
Recommendations
42 What Do Council Members Need
From the Manager and Staff? (KD)
• Equal Communication/Information
• Respect for the Office
• Recognition of the Pressures Faced by
Elected Officials
• Good Customer Service/Community Member
Responsiveness & Follow-Up
• Keep Personal Opinions/Preferences in Check 43
• Creativity and Innovation
• No Surprises
• Accountability
• Ethical Conduct/Integrity
• Straight and Complete Information
• Need for the Manager to be Politically
Astute, But Not Political
44 What Do Council Members Need From the Manager
and Staff? (KD)
What Do Council Members Need
From the Manager and Staff? (KD)
• Respect for the Policy Making Role of the Elected
Officials
• Long Term Planning Perspective
• Professional Competency
• Selection/Retention of High-Quality Staff
• Know When to Withdraw From the Discussion 45
What Do the Manager and Staff
Need From Council Members? (KD)
• Respect for Form of Government/Different Roles &
Responsibilities (Council/Manager Form of
Government)
• Recognize (And Utilize) Professional Knowledge And
Experience—And Professional Obligations
• Clear Policy Direction
• Support for Hiring Top Quality Staff
46 What Do the Manager and Staff
Need From Council Members? (KD)
• Clear Communication and Feedback (Usually
Through the Manager)
• Honesty/No Hidden Agendas
• Tolerance for Mistakes/Imperfection—Focus on
Fixing the Problem, Not Blame
• Speaking With a Unified Voice
48 What Do the Manager and Staff
Need From Council Members? (KD)
• No Surprises/Blindsiding
• Avoid Jumping to Conclusions Regarding Community
Member Complaints
• Respectful Treatment
• Willingness to Set Priorities
• Ethical Conduct/Integrity 50
What Do the Manager and Staff
Need From Council Members? (KD)
• Don’t Attack the Messenger if You Don’t Agree With
the Message
• Clear Operating Policies/Respect for Those Policies
• Willingness to Make Tough Decisions/ Say “No”
• Openness to Creativity and Innovation
49 What Do the Manager and Staff
Need From Council Members? (KD)
• Respect for Communication Protocols
• Provide Direction in Appropriate Ways
• Service Quality Feedback Focused on the “What”
vs. the “How”
• Appreciation of the Difference Between
Professional/Technical Perspective vs. Community
Perspective 49
The Bottom Line
In What Areas Do You Think There is Potential
For Further Progress in:
1) Working With Your Colleagues?
2) Working With the Manager & Staff?
66 Key Points
• Interpersonal Skills
• Listening Skills
• Patience
• Respecting Roles/Responsibilities
• Emotional Maturity
• Honesty/Trustworthiness
• Tolerance for Differences and Imperfection
• Set Priorities
• Sense of Humor
• Ability to Keep Everything in Perspective
• IT’S ALL ABOUT RELATIONSHIPS 65
What Do You Want Your Public
Service Legacy to Be?
• What Do You Want to Accomplish?
• How Do You Want to Accomplish Those Things?
• How Would You Like to Feel When You Look Back
at Your Service?
• How Would You Like Others to Remember You?
• It’s as Much (If Not More) About HOW You
Accomplish Goals vs. What You Accomplish 64
RESOURCES
Six Attributes of Exceptional City Councils
1. Develop a “Sense of Team”: Mayor/Council/City
Manager
2. Recognizes/Respects Clear Roles and Responsibilities
3. Honor the Relationship With Staff and Each Other
54 Six Attributes of Exceptional City Councils
4. Routinely Conduct Effective Meetings
5. Hold Themselves and the City Accountable
6. Practice Continuous Learning and Development
55 TEAMWORK
Our governing board has a spirit of teamwork and a partnership with the city manager in playing our respective roles.
SAMPLE CHARACTERISTICS
• Support for successful transition from candidate to an effective governing board member.
• Decisions based on needs and interests of the whole
community, the greater good.
• Effective processes to develop, communicate and execute goals and council policy decisions.
• Works collaboratively (as a team), with a citywide
perspective most of the time. 56
ROLES
Our governing board is clear about board/staff roles and responsibilities; works to play our role well; respects boundaries.
SAMPLE CHARACTERISTICS
• Understands the role of local government and responsibilities of governing board members.
• Embraces the role of setting vision and policy; avoids micromanagement; provides support for manager
• Informed about the issues facing the city and prepared to ask questions of staff and each other (no sandbagging surprises at meetings) 57
RELATIONSHIPS
Our governing board honors the relationship with staff and each other.
SAMPLE CHARACTERISTICS
• The ability to respectfully disagree. Able to leave it at the dais; debates are about policy, not personality.
• Councilmembers reflect positive decorum and model leadership by providing respectful tone with colleagues.
• Have agreed upon desired behaviors, potentially documented in a code of conduct/policy, to promote civility and respect. 58 MEETINGS
Our governing board routinely conducts effective, open meetings based on agreed upon procedures and practices.
SAMPLE CHARACTERISTICS
• Members are respectful of each other, the public and everyone’s time.
• Respect is demonstrated for varied opinions, even with body language.
• Issues are not personal; thoughtful dialogue is the objective. • Agenda packets are read, councilmembers come prepared and have an open mind. 59
ACCOUNTABILITY
Our governing board embraces accountability – for our own actions, and for the performance of the organization.
SAMPLE CHARACTERISTICS
• Members operate ethically and with integrity, striving to adhere to protocols and codes of conduct.
• Opportunities for community involvement and engagement are actively provided and encouraged.
• We conduct team building/goal setting exercises and track progress toward mutually agreed upon goals.
• There is ownership for results, both good and bad.
• The council and staff celebrate success. 60
DEVELOPMENT
Our governing board practices continuous personal learning and development.
SAMPLE CHARACTERISTICS
• We are, overall, humble enough to know that our jobs are hard and there is always more to learn.
• Board members work to stay informed on local issues.
• Resources are available to help us stay informed on all aspects of governing, including attending relevant conferences (same for staff).
• We engage with fellow agencies, learn from others and keep abreast of statewide issues. 61
67 www.icma.org/en/press 68