If we were to identify the qualities that mark effective elected officials, I would choose the following broad categories: character, competence, temperament, and service.
Character
When we begin to consider whom to support or vote for, the first question that usually comes to mind is, “Who is this person?” Apart from identifying where someone comes from or exploring their background, we want to know whether this person is trustworthy. Are they honest and transparent in their relationships with others? Can we expect them to take responsibility, even when they have failed in some manner? Do they respect others, regardless of personal differences?
Character also requires courage and independence of
judgement. An elected official must be willing to make difficult and sometimes
unpopular decisions when the evidence and the long-term interests of the
community point in that direction. Public opinion matters, but responsible
representation requires more than simply determining which position is most
popular. The question I learned to ask myself was: What is in the best interest
of the community as a whole?
Newly elected officials will obviously be
inexperienced and will make mistakes. Competence can compensate for
inexperience, but it cannot compensate for deficiencies in character.
Competence
What, then, are the basic competencies we should look
for? Does this individual have strong thinking skills? Can we expect them to
exercise common sense and sound judgment? Given the nature of the position and
the consequences of the decisions involved, we should expect intelligent people
who not only can learn, but want to learn. After all, the initial learning
curve is significant.
We also need individuals who can think strategically
and systemically. A competent elected official must be able to see how today’s
decisions contribute to the city’s long-term direction. Transportation, parks,
utilities, housing, and other municipal responsibilities are interconnected
rather than isolated issues. Is this candidate a big-picture thinker, capable
of balancing individual projects and immediate concerns against a broader
vision? The question that should always remain at the forefront is: What is
best for the city as a whole, rather than simply for one neighbourhood or
interest group?
An effective elected official must also understand that major infrastructure and community development unfold over decades, not election cycles. Just as importantly, they must understand where the city is headed and recognize that a sequence of decisions is required to get there. No major decision exists entirely in isolation.
We should also expect the people we elect to
understand the principles of good governance. Without that understanding, the
result can be a dysfunctional Council, impaired in its ability to respond to
unexpected challenges or alter course when circumstances require it. And there
is one further competency that should concern every taxpayer: Will this
candidate exercise fiscal responsibility in the interests of all residents and
future generations, rather than responding primarily to the immediate demands of
a vocal minority? The financial consequences of Council decisions can extend
far beyond a single term of office.
Temperament
The third category—temperament—may be underestimated
or overlooked. Municipal government is almost entirely a collaborative
enterprise. One of its unique strengths is the presence of nine independent
voices and opinions around the Council table, working together to govern the
city. A Councillor who possesses excellent ideas but cannot work constructively
with colleagues will usually accomplish less than someone with perhaps fewer
ideas but stronger interpersonal skills.
Is this candidate a collaborator—someone who has not
only the ability but also the willingness to work as part of a team? Are they
open-minded enough to seriously consider points of view that may be unfamiliar,
contrary to their own, or even unorthodox? Can they disagree without becoming
disagreeable? Can they accept that, on occasion, the majority will reach a
conclusion different from their own and then continue working constructively
with their colleagues?
Service
A fourth quality is a genuine commitment to public
service. Why is this person seeking office? And whom do they believe they are
there to serve? This category speaks to motivation and purpose. An individual
may pass the first three tests but fail to appreciate that elected office is
not about status or influence, nor simply about advancing a particular cause.
Does the individual demonstrate a genuine desire to serve the community as a
whole?
Public office is a position of trust. Those elected are given authority to make decisions affecting people they may never meet, with consequences that may extend well beyond their own term of office. Effective elected officials understand that the position is not about themselves. They are temporary stewards of a community entrusted to their care.
Of the four qualities, character comes first.
Knowledge can be acquired. Experience comes with time. Skills can be developed.
But integrity, humility, and courage provide the foundation. Service gives
those qualities their purpose—a genuine commitment to place the interests of
the community ahead of personal ambition, recognition, or gain.
