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- 10 - <br /> <br /> <br />• Disagree with the recommendation/don't attack the "messenger": <br /> <br />When dealing with a difficult issue at a council meeting, it can be tempting to not <br />only disagree with the recommendation being presented, but also to challenge/ <br />discredit the manager or staff member presenting the recommendation. The best <br />practice is to focus your comments on the recommendation, not the individual. <br />Having a policy discussion devolve into a personal attack is uncomfortable and <br />embarrassing to everyone involved. Even if you are frustrated by the <br />recommendation, it is poor form to attack the presenter. If you do have concerns <br />regarding how a recommendation was developed or presented, that should be <br />provided privately to the manager. <br /> <br />P.S.: Don't play "stump the staff" by trying to ask questions at the meeting that you <br />think staff will have difficulty answering on the spot. It doesn't really make you <br />look smarter, nor is it helpful to the deliberations to ask a question that cannot be <br />answered. While staff members should work diligently to anticipate questions, it <br />is not possible to anticipate all possible questions. If you really want the answer, <br />get the question answered before the meeting or provide a heads up regarding <br />what you will be asking. <br /> <br />• Conduct yourself at council meetings in a professional/businesslike manner: <br /> <br />Even on very controversial topics with greatly varying opinions, the council <br />deliberation can be and should be "businesslike" and professional. While it may be <br />more entertaining (possibly from a reality TV perspective) to see councilmembers <br />and citizens yelling and having temper tantrums, it gets in the way of thoughtful <br />deliberations and only tends to lower the respect for the council and city in the eyes <br />of your constituents. <br /> <br />• Consider the use of council team-building and goal-setting workshops: <br /> <br />Recognizing the importance of both effective councilmember/councilmember and <br />council/city manager working relationships, often an investment of time in team- <br />building workshops is very worthwhile. These workshops allow for a thoughtful <br />conversation of working relationships outside the context of discussing specific <br />issues. These discussions can help create a better understanding of work styles <br />and perspectives. <br /> <br />Additionally, recognizing that clear direction and priorities are critical for effective <br />council/manager relations, goal-setting workshops can be very effective forums <br />for establishing city council and organizational priorities. <br />4.A. - Page 18 of 21 <br />20