As voting papers begin to be delivered over the coming days, Marlburians will consider who will act in the region’s best interests as Mayor and Councillors for the next three years.
So what are some of the core qualities that make an effective Mayor or Councillor?
After two terms as Councillor and one as Mayor, I have gained solid insight into what qualities a Councillor needs, to be effective in their role as an elected representative of our community.
While everyone naturally brings their own individual strengths to the Council chamber, as well as carrying with them the viewpoints of the ward they represent, there are a number of overarching attributes that effective Councillors have. These include:
Governance skills
The role of a Mayor and Councillors is to make decisions at a governance level, so Council can manage all operational matters smoothly and in accordance with the plans put in place. This requires the ability to see issues from a strategic perspective, not an operational one.
Leadership and teamwork
While the Mayor’s role at the Council table is as leader, Councillors are leaders in their own right – including at committee level and particularly when representing Council and themselves in the community. Not to just be seen at election time.
At the same time, to make effective and good decisions, Councillors need to work as a team – contributing positively and listening to their peers with respect and consideration.
Integrity
Strong and consistent moral and ethical principles are central to fulfilling the role as an elected member of Council.
Professional, always.
Being a Councillor means making difficult decisions about complex and far-reaching issues. To reach these decisions requires dedication to get through what is often a large volume of work, and a high level of unfailing professionalism to the job.
Empathy
As an elected member of Council, always seeking and listening to the views of the community is one of the most important parts of this role. This does not always mean agreeing, but all points of view must be considered with respect.
A good memory
In the process of debating, discussing and planning for decisions, it’s important to remember and reflect on what has come before. When reviewing what our predecessors put in place, understanding and respecting our heritage can be just as important as looking to the future.
A vision
A long-term vision for the environmental, economic and social sustainability of Marlborough must underpin all decision-making.
Respect for the democratic process
Council processes are there for a reason, and these processes must be respected by those who use them to reach decisions. This includes robust public engagement, careful and professional consideration of all viewpoints, coming to a decision as a governance team, and owning every decision as a team – even if a decision differs from a Councillor’s own personal opinion.
Critical and strategic thinking
Councillors are tasked with making decisions that will guide the region’s direction well into the future. Critical and strategic thinking is key to ensure that direction is in the best interest of all residents, our environment and our economy.
Good time management
Being a Councillor is a significant undertaking. It is as time consuming as it is rewarding, but to make it work takes careful time management and a dedication to getting the job done to the highest standard.
Impartiality
All personal agendas or political ambitions must always be kept off the debating table. There is no room for grandstanding – just for rational, collaborative, positive and impartial governance.
Humility
Being an effective Councillor has nothing to do with personal agenda, ego or political ambition. Councillors’ roles are to serve the community as a whole with exemplary governance, to work collaboratively with other Councillors to reach a consensus, and to champion the region and the great work that Council staff undertake in advising on, implementing and monitoring Council policies.
Effectiveness as a Councillor isn’t about talking yourself up, but of taking a strategic and empathetic view of issues, getting on with the job, and working well with others to make Marlborough a vibrant, prosperous and healthy community for generations to come.
A Councillor may have a firm view on an issue, but needs to remain mindful and respectful that their view is only one at a table of many.
Accountability
Being a Councillor means taking responsibility and being answerable for the actions, decisions and behaviour that are made in the position that they’ve been elected to. As a team, Councillors are collectively accountable for the decisions they make and the processes used to get there.
It is entirely unacceptable for a Councillor to undermine collective decisions that are made in Council’s forum, in which they have been a part of a democratic process. They may not personally agree with an outcome of a decision they have been a party to, but they have contributed in a democratic process to reach that decision and must jointly own that decision once it has been made, placing the region’s interests above their own.
