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Home My WebLink AboutCC 02-28-26 Item #1 Key Strategies for High Functioning City Councils and Staffs_PresentationCC 2-28-2026 #1 Key Strategies for High Functioning City Councils and Staffs Presentation 9999 Key Strategies For High Functioning City Councils & Staffs City of Cupertino City Council/Staff Workshop February 28, 2026 Goals For This Session •Refresh Key Concepts Regarding: •Effective Governance •Effective Council Working Relationships •Effective Council/CM/Staff Working Relationships •Consider How These Concepts Can Be Strengthened in Cupertino Why Being a Council Member Isn’t Easy •Challenging Issues •Varied Opinions/Perspectives •Group Decision Making •Not a Group of Your Choosing •Done in Public/Anyone Can Participate Why Being a Council Member Isn’t Easy •Media and Public Scrutiny (Social Media) •Never Enough Resources •Not Fully Appreciated for Your Time Commitment •Lack of Knowledge Regarding Your Role •Less Patient/Understanding Public Understanding You and Your “Teams” •As Soon as You Get Elected You Become Members of Several Critical Teams: Council Council/CM Council/CM/Staff Council/CM/Staff/Commissions Council/CM/Staff/Commissions/Public •How Effectively These Teams Work Together Will Determine the Success of the Organization & Community Why Is Effective Teamwork So Important? Without A Strong/Effective Working Relationships: • The Organization Will Not be Effective • The Community Will Not Be Well Served • Citizens 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 Teams Succeed or Fail as a Group •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? •Not Represent All Community Perspectives •When Does Conflict Become Counterproductive? TEAM CONFLICT The Sources of Team Challenges •Different Experiences & Backgrounds •Different Policy Perspectives/Positions •Varied Communication Styles/Failures in Communication •Lack of Clear & Consistent Expectations •Varied Ways of Processing Information •Personality Differences •Differences in Handling Conflict •Election Hangovers/Never Transitioning •Role Conflict •Lack of Trust DIVERGENT VIEWS/OPINIONS: ACCEPTING DIFFERENCES •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—Does it Reflect the Diversity of Opinion in Your Community? •The Key Issue Is: How Does a Team Deal With Differences of Opinion? •Does It Devolve Into Personal Conflict? Does It Become About “Settling Scores” Recognize That Differences of Opinion is OK—And Often Desirable It’s OK to Disagree Not Appreciating the Difference Between Campaigning & Governing A Primary Area of Conflict Accepting That There Can be Legitimate Different Conclusions Reached From the Same Set of Facts Understanding & Accepting Differences Recognize Your Super-Power is Your Power of Persuasion—Don’t Squander It Your Ability to Persuade Requires: •Trust •Respect Your Super-Power TRUST: Start From a Position of Trust: •If Start to Lose It, Confront the Issues Causing the Loss •Be Open to the Other Party Having Good Intent •Listen Thoughtfully Nothing Works Without Trust •Accept That You Will “Take the Heat” •Your Job is to Make Tough Decisions That Everyone Won’t Agree With—Embrace It! •Exercise “Emotional Maturity” In Regard to How You Respond •When Under Pressure You Are at Risk of Doing or Saying Things You Will Later Regret Be Resilient Key Indicator of City Organizational Dysfunction: How Much Time, Money & Focus are Devoted to “Inside City Hall” Issues Warning Sign 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? What Does The Council Need From the Staff? (Executive Team) •Complete & Accurate Information Regarding All Issues and Projects Brought Before Them •Clear & Timely Information (No Surprises) •Recommendations Based on Best Professional Judgement With Options •Complete Policy Analysis (Including Implications of Decisions) •Projects/Policies in Alignment With Council Strategic Goals & Priorities What Does The Council Need From the Staff? (Executive Team) •Accurate & Timely Information Regarding City Operations •Accurate & Timely Legal Support and Communication •City Protocols & Procedures to Guide Decision-Making and Communication •Transparency (Records; Agendas; Communication) •Reliable Records •Clear & Timely Agendas and Minutes What Does The Council Need From the Staff? (Executive Team) •Conduct City Business in a Neutral, Nonpartisan Manner •Provide Honest & Independent Professional Advice •Willingness to be Frank with the Council Regarding the Feasibility/Legality/Appropriateness of a Proposal What the Staff Needs From Council (Executive Team) •Clear Direction (Policy Direction/Priorities) •Realistic Prioritization/Recognition of Resource Limitations •Respect Staff’s Best Professional Judgement (Whether or Not You Chose to Follow It) •Unified Goals/Strategic Alignment •Constructive Feedback & Evaluation •Trust What the Staff Needs From Council (Executive Team) •Professional Working Relationship/Environment •Respecting the Difference Between Policy Making & Implementation •Adequate Resources to Meet Council & Community Expectations •Foster Trust & Collaboration With Staff •Assure Adequate Legal Resources •Support Established Procedures & Policies What the Staff Needs From Council (Executive Team) •Channel Communication Through the City Manager •Refer Constituents to Staff Re Operational Issues •Stick to Prioritized City Work Program •Provide Questions re Agenda Items as Early as Possible •Try to Keep the Whole Community In Mind When Making Decisions/Directing Staff •Be Responsive When Staff Needs Feedback (Scheduling Meetings, Etc.) What the Staff Needs From Council (Executive Team) •Respect for Legal & Procedural Requirements •Support Realistic Workloads & Resources •Support Policy & Procedure Manuals/Documents and Promote Adherence •Separate the Messenger From the Message What Do Council Members Need From Each Other? (KD) •Respect for Different Perspectives and Opinions •Effective Listening Skills •Emotional Maturity •Handling Conflict Respectfully •Coming to Meetings Prepared/Do Homework 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 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 •Creativity and Innovation •No Surprises •Accountability •Ethical Conduct/Integrity •Straight and Complete Information •Need for the Manager to be Politically What Do Council Members Need From the Manager and Staff? (KD) 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 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 What Do the Manager and Staff Need From Council Members? (KD) •Clear Communication and Feedback (Usually Through the Manager) •Tolerance for Mistakes/Imperfection—Focus on Fixing the Problem, Not Blame •Appreciation of the Difference Between Professional/Technical Perspective vs. Community Perspective 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 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 What Do the Manager and Staff Need From Council Members? (KD) •Provide Direction in Appropriate Ways •Respect for Communication Protocols •Service Quality Feedback Focused on the “What” vs. the “How” •Honesty/No Hidden Agendas What Do the Manager and Staff Need From Council Members? (KD) •Respect for Form of Government/Different Roles & Responsibilities •Recognize (And Utilize) Professional Knowledge And Experience •Clear Policy Direction •Support for Hiring Top Quality Staff •Speaking With a Unified Voice 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 Six Attributes of Exceptional City Councils 4.Routinely Conduct Effective Meetings 5. Hold Themselves and the City Accountable 6. Practice Continuous Learning and Development Your Legacy •Your Time in Office is Short in Comparison To The Time Frame of the City •What You Accomplish is Important •But You Will be Remembered As Much for, If Not More, By How You Conduct Yourself: •How You Treat Each Other •How You Treat the Staff •How You Treat the Public Kevin C. Duggan kcduggan@katesbridge.com 650-888-5850