Weekly comments from Dale Martin

By Dale Martin
City Manager
Fernandina Beach
March 8, 2019 12:00 p.m.

Change, big or small, creates tension. Most people do not like tension, but in a dynamic government, change and the associated tension will inevitably occur. The challenge is to manage and work through the tension.

A key aspect of tension is that it highlights differences. Like the originating tension, people, especially politicians, do not like differences: most politicians want to please everyone (or, at least not upset people). It is a common refrain that you can’t please all the people all the time.
So how do we manage tension and change? How do we work through the tension and achieve the desired change without, as evidenced in many communities, including Fernandina Beach, be stifled, thwarted, and burdened by inaction?

Throughout my career, I have counseled many people with projects and proposals to be brought before the City Commission. My advice is simple- while the blessing of a unanimous approval is always desired, a simple majority is typically all that is needed to accomplish “change.” Don’t try to please everyone- get what you need (here that means three votes), then get out.

At Tuesday’s City Commission meeting, I provided a copy of an article shared with me through the International City/County Managers Association. The article was written by Mr. John Maxwell, a successful leadership teacher. His article offers an exceptional codification of how to manage tension and change.

He starts with a similar foundation: you can never make everyone happy, and trying to do so likely results in failure. He argues that the introduction of change leads to the formation of three groups: twenty-five percent of the people that will resist the change, twenty-five percent who will support the change, and fifty percent who are uncommitted or uncertain. The goal is to move more of the fifty percent into the “support” group than move into the “resist” group.

He offers his recommendations on how to succeed with that movement (his definition of “leadership”). His first point is to understand that the twenty-five percent who resist are not going to change- “the greatest leader in the world couldn’t get them to change their minds. Accept it.” Directing effort and resources toward trying to change this group only encourages continued resistance and offers additional opportunities to undermine the change effort.

I believe that you still acknowledge and respect the “resistors,” but, as Mr. Maxwell argues, move away from actively engaging them in an effort to change their mind. You will inevitably fail in the greater effort to achieve change.

Instead, give the “supporter” group as many opportunities as possible to interact with and influence the “uncommitteds” Create more opportunities for the “uncommiteds” to spend time with the “supporters.” Maxwell argues that “attitudes are contagious, so you might as well have that middle fifty percent exposed to one worth catching!”

Many “change” issues have confronted this community in the past and more will inevitably in the future. That is the unarguable nature of every community and government. How well we manage the tension of change without escalating that tension to conflict will define the success of our community.

Everyone won’t be happy with the changes as desired or directed by the City Commission. Unanimity, though, is not required. Unanimity is not achievable. Concurrence drives change, and change is inevitable, as is the tension associated with it.
City government, including elected officials and staff, struggle with that tension. Their goal is to succeed in achieving and implementing what is best for the community, not personal goals. Maxwell contends that personal goals turn tension into conflict. Conflict paralyzes organizations.

With approximately 12,000 residents, we have plenty of opportunity for tension. Let’s use that tension productively and manage change for the good of the community.