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- 13 - <br /> <br />reasonable steps have been taken to avoid a forced transition and recognizing a <br />parting based on "irreconcilable differences" is always better than an "ugly, <br />contested divorce" (in an "ugly divorce," both parties end up looking bad), keep <br />the following in mind: <br /> <br />— Keep it professional. <br /> <br />— Don't unnecessarily damage the manager's reputation—it is not needed to <br />make a change. <br /> <br />— Provide a reasonable period of time for the manager to find another position <br />or provide reasonable severance—it takes time to find a manager's job. <br /> <br />— Remember, how you handle the transition of the current manager will have <br />an impact on the quality of the candidate pool for the next manager. <br /> <br />Summary/Concluding Thoughts: <br /> <br />An unstable council/manager relationship has negative consequences for the city <br />council, the manager, the organization and the community. A positive and mutually <br />supportive relationship will increase the odds of having a high-performing and <br />successful city. Councilmembers and the manager need to make creating, supporting <br />and sustaining the relationship a high priorit y. If made a high priority, the odds of <br />success are great. <br /> <br />Remember that your service on the city council is a unique honor that has been <br />bestowed on you by your fellow citizens. While it is often a challenge, with inherent <br />difficulties, someone needs to do it and your community has selected you for that <br />responsibility. You have been selected to serve in a professional and honorable manner, <br />during good times and bad. Your service on the city council will be over soon enough. <br />Conduct yourself in a manner that will allow you to look back with pride—not only for <br />what you accomplished, but also the way in which you conducted yourself (which will <br />likely be remembered the longest). <br /> <br /> <br /> <br /> January 2017 <br />4.A. - Page 21 of 21 <br />23