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Tips for When the Baton is Passed By Jim Spchar ~~ eginre change" That was the headline at the top of the front page of one of our local papers the morning after Grand Juno- bon's April council election. Sounds ominous, doesn't it? Four brand-new members will soon join the three continu- ing councihnembers, including yours truly. And while the newcomers dis- played no particular agendas during their campaigning, they'll make their presence felt. Things may not change drastically but they will be different.Whether newcomers are a majority or a minority, there's the fine dance to be done that rightfully allows new views and ideas to come forward and still recognizes that the learning curve is pretty steep. One important lesson is that, unlike most jobs, elected office is one where you don't get to choose your co-work- ers or, in most cases, what you get to work on.The expectation of voters is that you will work efficiently with oth- ers they select, that you will "play well together," and focus on the best inter- ests of the commmity and not on per- sonal agendas. I expect this transition on our City Council will be relatively smooth but won't be surprised if there are a few bumps. Here are some lessons, mostly learned the hard way in 10 years of elected office, which I've offered to our councilmembers, new and old. Perhaps they'll be helpful to you, whether you're a veteran or a freshman on your council or board. 1. Try to keep in mind the decisions you make affect every single citizen of your community, not just those attending a public hearing, those who dress the best or those who speak loudest, longest, last or most often. Hard to do, but very important. ~ 2. Be prepared to eventually disap- point some friends when you think - - -- the best interests of the community are different from what those friends would have you do. (Or to explain to the community why the interests of only a few ought to take precedence.) 3. Only the amateurs carry a grudge. The very people you're on the opposite side of on one issue may be your strongest allies on another, and you need to keep those doors open. You may eventually want to cross the bridge you're tempted to burn. 4. Avoid grandstanding. It's always apparent and only serves to irritate those who elected you and those with whom you share responsibilities. There's a fine line between passion and obsession. Find it. 5. Pick your battles. Even after serving as a county commissioner and now on our Ciry Council, with stints as staff to elected officials and lobbying legislators in between, I still have to remind myself that "not every battle has to be a war"'Take an occasional deep breath and decide whether this one's worth falling on your sword over. 6. llon't be afraid to admit a mistake or change your mind. [f circumstances and knowledge didn't evolve, we'd still be peering over the edge of a supposedly flat earth. Or drinking warm beer and eating bad pub food. 7. While the logical application of facts is important, the best decisions come from the combination of head and heart. Don't be afraid to also trust your feelings and intuition. 8. Don't become "one of them."That piece of political advice given in my very first campaign warned against becoming an insider. Keep some distance and the perspective that you were elected by outsiders to represent them in the inner circle. 9. Explain your votes.You owe your constituents more than a "yes" or "no:'They deserve to know the thinking behind your decisions. It's your chance to educate and to create expectations. 10. Step back occasionally from the issues and challenges and recognize all the good things about the com- munity you serve. It's easy to get bogged down in all the problems you'll be asked to solve. Solutions come easier with a positive outlook. 11. Finally, even though I've joked on occasion that the first rule of politics is to assume the credit and assign the blame, accept responsihiliry for your own actions. In public service as in life, the following admonition from Ernest I~erningway applies: "Every damn thing is your own fault if you're any good. Jim Spehav is vice president of the Colorado Municipal League and atwo-term member of the Grand Junction, Col., City Council. In 10 years of elective o~fice, he has served as the Council-appointed mayor of Grand Junction and also as a Mesa County, Col., commissioner. Through his consultin~~ firm, RSTAssociates, he has worked on a vari- ety of issues with the pvivate sector, local govert~rments, and state a>7d federal agencies throughout Colorado. Reprinted with pen~ission from the June 2005 issue of Colorado Municipalities maga~irr.e. NOV rMl1 F.R-~~ 8CEM13 EA 2Ox)5 MI NNF.SOTA ~.ITIFti ~']