Otis White

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How to Read a Flawed Book About Cities

April 1, 2015 By Otis White

A little more than 10 years ago, I read one of the most wonderful—and deeply flawed—books about cities I’ve ever picked up. It was called, “City: Urbanism and Its End.” If you can get your hands on this book, I recommend it. My own copy is coffee-stained, dog-eared, highlighted across its 432-page expanse (not counting notes, bibliography, and index), and marked up with scribblings in the margins. Good luck doing that on your e-reader.

The backstory of the book is fascinating. The author, Douglas W. Rae, was a professor at Yale and chair of its political science department in 1990 when New Haven, Connecticut, Yale’s hometown, elected its first African-American mayor. The new mayor asked Rae to be his chief administrative officer, and Rae accepted. This, then, is a Cinderella story in reverse: where the ivory tower professor descends to city hall and finds . . . a god-awful mess. Exactly how awful isn’t explained. (He says the city was in the grips of “its worst fiscal crisis since the 1930s.”) It couldn’t have been much fun because, in less than two years’ time, Rae resigned and went back to Yale to ponder his experience.

The result isn’t a memoir but a dissertation on New Haven’s troubles. And not just troubles in the 1990s but over the past century, beginning in 1910 when, as Rae explains, urbanism was at its peak in New Haven. What followed, in his telling, was a long and more or less steady decline in population, economic vitality, housing stock, civic involvement, political health, and neighborliness. Along the way, some tried to halt the decline (one mayor became a national leader in urban renewal). But in the end the city was overwhelmed.

If this sounds depressing, surprisingly it is not. The book reads like a mystery that opens with a murder. After examining the crime scene, Rae leads us through the victim’s promising early years, through a series of bad decisions mixed with circumstances beyond the poor fellow’s control, and then on to his demise—in search of a good mystery’s two most important questions: Who did this, and why?

Three things help carry the book along. First, as serious academics go, Rae is a good writer. When he drops you into different periods of New Haven’s history, you understand them.

Second, Rae tells his story with a clever structure. It consists of doing what I just said: Dropping you into several periods, starting with New Haven of a century ago, where he introduces you to the mayor, a well-meaning small-business man and civic booster named Frank Rice. Then he skips to the 1950s and 1960s, when New Haven was in steep economic and social decline and, hoping for a revival, elected the visionary Richard C. Lee as mayor. (More on him later.) The remaining chapters are about the succession of . . . OK, let’s be blunt . . . hacks who followed Lee.

Finally, the book is helped along by Rae’s interest in decision making and his sympathy for those making decisions. So while he doesn’t think much of Rice, whose tenure was untroubled in a way no mayor could imagine today, he explains in an evenhanded way why this mayor’s highest priorities were . . . building sidewalks.

Of Dick Lee, who directed a flood of federal money into reshaping New Haven—to disastrous ends—Rae is similarly sympathetic. Given the problems New Haven faced in the early 1960s, who wouldn’t have done the same? In fact, as I read the book, it occurred to me that Lee’s greatest problem might have been his own ambition, intelligence, and political talents. A lesser mayor (say, Frank Rice) might not have found all that federal money and figured out how use it in leveling entire neighborhoods.

As for those who followed, Rae offers a shrug. Urbanism is over. What could any mayor do?

Well.

As I read the “City: Urbanism and Its End” in 2004, its first flaw was as apparent as its subtitle. Urbanism’s end? Somebody forgot to tell the cities.

As Rae was writing, cities were in fact in the middle of a great revival—a reversal of fortunes no one could have foreseen in the brief period Rae was in city hall and apparently he missed on return to the ivory tower. (Well, not entirely. On page 421, he has a small section titled “Another Urbanism?” that hints something may be going on, though he never says what it is.)

But the deeper flaw is sometime I’ve noticed in the years since I first read it. It is Professor Rae’s analysis of how city governments steer their cities. And let me be as sympathetic to him as he was toward New Haven’s mayors. This may be an area where being a political scientist is a liability, not an asset. That’s because political scientists have trouble making sense of local government since they are naturally more attuned to state and federal government. As I’ve written elsewhere, if you try to understand city hall the way you do state capitols and the federal government, you’ll miss the mark. They are fundamentally different creatures.

That may explain Rae’s belief that city governments were always “weak players” in the realm of power who became steadily weaker as urbanism waned. “Focused on the city of 1990,” he wrote, ” . . . the end of urbanism meant the end of thinking about city government as a pivotal and more or less autonomous power system.” And it’s not just city governments that were weak and slow-moving, in Professor Rae’s eyes. So were cities themselves. “Most American cities,” he writes, “are sitting ducks, unable to move out of the way when change comes roaring at them.”

Makes you wonder, doesn’t it? Given their weakness and slow ways, how could city after city have staged amazing economic, social, and physical revivals in the past 20 or 30 years? How could New York have come from its “Bronx is burning” chaos in the late 1970s to the safe, vibrant, seriously overpriced city we know today? Or San Francisco? Or Minneapolis? Or Seattle? Or Houston? Or even my own city of Atlanta, where neighborhoods that were all but abandoned in the 1980s are filled today with loft apartments, brew pubs, boutique charcuteries, and tattooed hipsters on bikes and motor scooters? In fact, I’ll bet that not far from Professor Rae’s office, there might be signs of urbanism’s comeback even in New Haven.

That’s because urbanism never really ended in America. For a host of reasons, it receded for a while but eventually was revived because we needed it . . . for artistic and economic creativity and even (hello, Yale!) to produce a certain kind of education, one that teaches people to live and work amongst diversity.

And perhaps because he’s wrong about urbanism’s death, Professor Rae is wrong as well about local government and how it works. It isn’t so much a forum for decision making as it is an important part of the assembly line of change in cities. Mayors may help plan great civic projects and city councils certainly have to contribute some of the parts. But they do so with the knowledge that, for anything of consequence to succeed, others in the community must add their parts—including the business community, nonprofits, volunteers, charitable foundations, and neighborhood groups. This collaborative approach isn’t a sign of weakness; it’s a unique strength of cities. In fact, that may be why it was such a disaster in the 1960s to give Dick Lee all that federal urban renewal money. It allowed him to stop working with neighborhoods and start working on them. And as it turned out, he didn’t know better than they what they needed.

Having said all that, let me repeat. I like Douglas Rae’s book. In a way unlike any other, it takes you inside city hall at different periods and into the life of a city that has always struggled with great economic, political, and social forces. It helps you understand how different mayors saw the city and why they acted as they did. Finally, Professor Rae makes a convincing case for what cities have lost in the past century, although I would add that there’s much we’ve gained in those years in health, prosperity, and social justice.

But read it with the knowledge that political scientists, even those who’ve spent a while in city hall, have trouble understanding cities. And keep in mind, too, that there’s a missing chapter, the one where New Haven and other cities rediscover urbanism and find incredible new opportunities buried in old streets.

Oh, and please ignore that subtitle.

Lesson Five: Vision and Demographics

August 5, 2014 By Otis White

My aim in these postings is to help you, as a reporter or blogger, understand local government and avoid some of the problems I had as a city hall reporter. As I said in the introduction, I never truly “got” local government when I covered city hall. I kept looking for what I’d learned in college political science classes—that government decision making was about interests clashing over public policy. I was disappointed to find city councils focused instead on things that seemed smaller and less interesting: arbitrating zoning disputes, moving small amounts of money among city departments, listening to neighborhood complaints, voting on construction projects. Where were the interest groups, I wondered, the lobbyists, the committee hearings, the position papers, the public policies?

It wasn’t until much later that I understood local governments weren’t smaller versions of federal and state governments; they were focused on something different—not public policy but people and places, how these elements interact, and how they could be made to interact better. Land use, I learned, was the central concern of city and county governments, and it is local governments’ ability to place infrastructure and regulate land uses (not only on public streets and spaces but private property) that gives them power and importance.

A city council’s debate, then, about locating a civic center isn’t a boring discussion about another construction project—it’s a bet on where and how the city will grow. Guess right, and the area around it could be transformed. Guess wrong, and it could be a drain on government revenues and a huge missed opportunity.

And you can go down the list: Where transit stops are placed, sidewalks built, parks located, schools situated; whether to build a performing arts center, start a bike-sharing program, or help the local college expand; how to regulate food trucks and ride-sharing services like Uber and Lyft; whether to give economic development incentives to businesses or help a small-business incubator get off the ground. These decisions don’t look like much close up, but collectively they add up to a vision of the city, with each a step toward that vision.

One of your most important jobs as city hall reporter, then, should be to figure out the vision. If your city has been through a full-scale planning process recently, this may be easy. Many will know the city’s intended destination and how it aims to get there. Your task is to put these things into words and explain what they mean, why they are important, and what alternative visions were considered.

If the city hasn’t been through a visioning process or comprehensive planning effort, the vision could be known only to a few. So your first task is to piece together the vision by interviewing those with a say in city decisions and comparing it with the decisions they’ve made and the plans that guide them. (Hint: Talk to the city planning director and the local chamber of commerce president before interviewing the mayor and council members.)

It’s possible, of course, that there is no broadly shared vision, that the city council is feeling its way through important decisions. But trust me on this: Having no direction doesn’t mean the city isn’t going somewhere. It just isn’t going there by design. In these cases, your job is to see where the drift is taking the city, tell your readers what that place is likely to be, and ask leaders if they’re comfortable with the destination.

All of this brings up some questions: What does a vision look like? How would you know if your city is achieving it? And if the city is just drifting along, how can you see where it’s headed?

Actually, it’s pretty simple. Look at the demographics.

Go back to the central issue for cities: People and places, how they interact, and how they can be made to interact better. The tools that a city has are the “places” part of that statement—how it develops public places, regulates private ones, and serves all with infrastructure. The results are the people and what they do with those places. Remember the famous Watergate adage, “follow the money”? If you want to know where your city is headed, follow the demographics.

A vision, then, is an effort to picture who will live in, work in, and visit your city in the future, what they will do for entertainment, how they will relate to one another and the city’s physical assets, how they will move around, and what impressions newcomers will form. And behind the vision should be a plan: In order to make this ideal future become a reality, here are the things we must do.

Describing the vision is important, but you need to know more. Is the vision obtainable? Can the city truly attract those it wants and needs in order to be successful? To answer this, you’ll have to take a deep dive into demographics, starting with where the city is today and how it is changing.

Here are some questions to begin with: Who lives in your city by age, income, educational attainment, and ethnicity? How are these numbers changing over, say, the last 10 years? How do these changes compare with cities of similar size and type? How do they compare with nearby jurisdictions, such as suburbs? (You can find these things from U.S. Census data but call your regional planning agency. It may have additional data and even projections.)

Now drill down a bit: Where in your city are the greatest changes taking place today? If the city is investing in some areas or services (such as transit), how is that affecting the demographics in those neighborhoods? (Again, look not just at population numbers in those tracts but age, income, and education.)

All of this will give you some idea of how realistic your city’s vision is. If the city is aging rapidly and wants to attract more young people and you can’t find a single neighborhood where young people are replacing older families, it’ll be a tough slog—and you can say so. If, though, there are several neighborhoods that millennials are moving to, then there’s your lede. Interview the newcomers, explain the neighborhood’s attraction, and give readers a glimpse of the future.

As you’re getting used to demographics, don’t forget that cities serve more than residents. They’re also centers for work, entertainment, and tourism. Employee demographics aren’t as easily obtained as residential demographics, but governments do track the types of jobs being created as well as the number. I suggest starting with a federal database called County Business Patterns. Be patient: You’ll have to immerse yourself in things like NAICS codes and learn some basic spreadsheet techniques, but pretty soon you’ll be able to figure out how employment is changing in your city. And the same guidelines apply: If your city wants to be a center of technology and can’t show any growth in that area, then you can be properly skeptical.

Tourism and entertainment statistics will be harder still to come by; they’re kept locally and some are sketchy. But it’s worth the effort to learn who comes to your city and for what purposes. You may, for instance, be able to track restaurant sales figures over time, which will tell you whether city efforts to build an entertainment economy are working. If your city has invested in a convention center, the statistics on its use should be revealing.

Armed with a little curiosity and a few spreadsheet skills, then, you’ll quickly master the changing demographics of your city and turn out some great stories. But remember: You’re a city hall reporter, so your aim isn’t just to report what’s happening but to compare the government’s intentions and actions to the results. If there’s a vision, is it obtainable? If the city is drifting, where is it headed? If the city is making investments, are they working? Demographics will give you the answers.

Three cautions about fairness. First, be aware of the lag effect. Depending on economic conditions, a city can wait years after opening a transit station before developers start building transit-oriented buildings, and even more time before it’s reflected in the population changes. Ask independent experts, like academics and consultants, how long the lag should be.

Be aware too that government census reports are backward looking. They can tell you what happened but not what’s happening right now or what is yet to come. That was a big reason so many were surprised by the great urban turnaround of the 1990s. It had been underway for years before the 2000 Census awoke us to it. So if the demographics don’t reflect what you’re seeing in the neighborhoods, it may be because no one has collected the statistics or run the numbers yet.

Second, luck and circumstance play bigger roles in cities than we sometimes acknowledge. Local governments can do all the right things and yet see little return. Or they can do only a little and see huge changes. Williston, North Dakota, for example, was a sleepy little prairie town for most of its history. Then oil was discovered, its population doubled, and rents soared to levels approaching those in Manhattan. How much credit does the city government deserve for Williston’s growth? Probably not much. In the opposite way, we ought to give some credit to cities like Cleveland that have worked mightily to make themselves more appealing. Despite progress (it was named the site of the 2016 Republican National Convention and some of its neighborhoods are reviving) Cleveland hasn’t stemmed its population losses yet. Is it fair, then, to compare Cleveland to fast-growing cities like Miami or Houston—or would it be fairer to compare it to other cities trying to reverse a growth spiral? I think the latter is fairer.

Third, be smart as well as fair with demographics on ethnicity and income. These are politically sensitive subjects—for good reason. All cities that are successful over the long haul are diverse ones. So don’t let your reporting be an excuse for excluding some, as the city seeks others.

This is one of a series of postings about better ways of understanding local government and writing about local politics. To read the introduction, please click here.

Photo by Corey Templeton licensed under Creative Commons.

Civic Work and the Importance of Relationships

June 21, 2012 By Otis White

In early 2008, New York Mayor Michael Bloomberg made an all-out effort to deal with his city’s traffic problems by proposing that the city charge drivers who entered the most congested areas. Mayors don’t have that kind of authority, so he asked the New York State Legislature to give it to him. Over a week’s time, Bloomberg turned on the charm, with dinners for legislators at the mayor’s residence, a team of lobbyists working in Albany, and elaborate presentations showing lawmakers how their districts would be affected by the changes.

Didn’t work. Legislators barely considered Bloomberg’s proposal, and some seemed to enjoy snubbing the mayor. Why? One reason was the hurry-up nature of Bloomberg request; legislators thought the mayor was being disrespectful by asking for a quick vote. But another reason was Bloomberg himself. As one legislator, generally considered a friend of the mayor’s, told the New York Times, “All politics is relationships, and if he hasn’t built the relationships over time, he can’t suddenly create those relationships with 48 hours to go in the process. It just shows that six and a half years into his term, the mayor just does not know how to approach the legislature.”

Ouch. And, yet, unquestionably true—both about Bloomberg, who clearly isn’t comfortable rubbing elbows with politicians, and politics in general. All politics are relationships, but then again so are most human endeavors. And nowhere is that more true than in civic work, as I’ll explain shortly.

But, first, a word about relationships in general. It goes almost without saying that we need other people to have productive and meaningful lives, but we sometimes don’t appreciate how much. Here’s a hint: Academics who’ve studied natural disasters, like hurricanes along the Gulf Coast, earthquakes in Italy, and tsunamis in Asia, have found that the people most likely to survive and later restore their lives are those with the greatest number of relationships. Partly it’s because they have support systems that others don’t, and in times of great trauma, being surrounded by those who care about you makes you want to go on. But it’s not just psychological, researchers have learned; the well-connected have access to a storehouse of knowledge about getting things done. One researcher who had studied a tsunami’s aftermath in India explained it this way: “Those individuals who had been more involved in local festivals, funerals, and weddings, those were the individuals who were tied into the community. They knew who to go to, they knew how to find someone who could help them get aid.”

And it’s not just during disasters. Researchers who’ve studied corporate CEOs have consistently found that those promoted from within companies do better, on average, than those hired from outside. This isn’t true in every case, of course, but it’s true in the aggregate: Those hired from within last longer in their jobs than those recruited from other companies. There are many explanations for this, but one that researchers point to again and again is that home-grown executives know from day one how the company really works—what academics call “private knowledge” (unlike information you could get about the company from looking at its financial statements and organizational charts or looking things up on Google). And private knowledge—about how decisions are made, who is reliable, where and why initiatives have failed in the past—can be decisive in a CEO’s career.

Or in a civic leader’s career. Why is it so important to have a big and diverse network in civic work? Two reasons:

  • Power and resources are diffuse in cities. You can’t make major changes in cities by having one or two people, or even a small group, say yes; you have to get large groups to agree. The only way to do that is by knowing the decision makers well enough to win their commitments at the right time. And that takes long-established relationships. (Are you listening, Mayor Bloomberg?)
  • Communities are incredibly diverse: economically, politically, religiously, ethnically, in educational attainment, in years spent in the community, and on and on. As a result, you have to work harder at building relationships in communities than in companies or most other human activities, for the simple reason that the people whose help you’ll need won’t always run in your circles. The first task of community relationship building, then, is to consciously seek out people who aren’t like you.

But on the other side of these obstacles is a big reward for those who overcome them: Because communities are so diverse and power so diffuse, there’s a great deal of private knowledge in cities—basically, information about getting things done that isn’t widely known. The result is that the person with the best relationships—deep in trust and broad in diversity—is the one best positioned to accomplish things. If a project is stalled, she’ll know how to get it back on track. If a crisis blows up, she’ll know the critical constituencies who’ll need to be reassured and how to do it. If there’s financing problem in an important project, she’ll know those most likely to step in with resources.

This leads us to the next big question: If relationships are so important to civic work and the benefits so great, how do you form them? How do you meet people and turn acquaintances into friends? And once you’ve deepened your relationships, how do you use them to benefit your civic work and the city?

Sociologists who’ve studied the connections between people say there are four things that strengthen relationships: the time people spend together, their sense of identification with one another, the trust that’s formed between the two (especially how free they feel in sharing confidences), and how they reciprocate, which is an academic’s way of saying trading favors.

When you look at this list, you can see how things work pretty much in that order: First, people spend time together, then they see things in the other person they identify with (even if, on the surface, the other person seems different), they begin confiding in one another, and finally they help each other out. By the time you get to that final stage, trading favors, you have a deep relationship.

As a side note, don’t let the term “trading favors” turn you off. It’s one of the oldest and most beneficial human instincts. If someone helped you move from a dorm room to an apartment in college, and you later helped him move, you’ve traded favors. If you swapped turns driving the carpool to soccer practice, you’ve traded favors. If a civic leader helped you raise money for your project and you did the same for hers, you’ve traded favors. Trading favors becomes a bad thing only when it involves trading things you don’t actually own, such as government resources.

Still, I haven’t actually answered the question. It’s important to understand the stages of relationships, but knowing them doesn’t explain how to move through them. Here’s where civic work becomes the answer to its own problem: You do it through volunteering. It’s the best way—maybe the only sure way—of meeting large numbers of people and working alongside them. Want to know who’s reliable? Work on a Habitat for Humanity project. Want to know who’s wise? Serve on a nonprofit board. Want to know who truly knows their parts of the community? Raise money with them.

And this brings us, finally, to the reasons for the relationships. For friendship, sure. To be a more civically engaged and culturally aware person, of course. But the reason you set out to build those civic relationships was to get things done in your community. And for that you have to ask people to do things: to serve on a committee, donate money, or turn out their friends for an important event.

I understand why some are reluctant to ask; they fear it makes them seem pushy. In fact, just the opposite. It makes you look like a leader. Rather than thinking less of you, people will think more of you when you ask for their help. And when they agree, they’ve invested in your success. And that may be the ultimate stage of a relationship.

Chris Matthews, the television commentator, wrote not long ago that this was something John F. Kennedy learned early in his political career: You have to ask. Matthews says it’s what has been missing from President Obama’s administration. Yes, he raised enormous hopes (and donations) among his followers in 2008. But once in office Obama didn’t ask them to do anything other than cheer for him. (Unlike, say, the Tea Party, which has continuously asked its followers to do things in opposition to President Obama.) “There are certain basics to becoming a leader,”Matthews wrote in an essay for Time magazine. “The first is asking people to follow you. Kennedy asked. Obama used people to get elected.” As an Obama supporter, Matthews added, “He needs to start asking.”

So do you. If you want to create loyalty, which is the deepest level of relationship you can have in public or private life, you need to ask people to do things for you. But first, be prepared to spend time with people who aren’t much like you. And be quick to help them with their projects.

Photo by United Way of Greater St. Louis licensed under Creative Commons.

Quality of Life as Community Glue

March 1, 2012 By Otis White

Here are two easy questions. What attracts people to a place? And what keeps them there?

Actually, these aren’t easy questions at all. There are many reasons a person might pack up and move to a new city: a job, an education, a change of lifestyle or climate, family connections, restlessness, curiosity, and so on. And what keeps a person in a place once she has arrived? Again, not a single reason. The job, family ties, inertia—and maybe a dozen other things.

Block party in Los Angeles Flickr photo by waltarrrrr licensed under Creative Commons

So let’s ask these questions in a different way: What can local governments and others who care about cities do to make their communities more attractive to outsiders and binding to those already there? To use an economics term, where can you invest at the margins to increase a community’s attraction and appeal, to make it more of a magnet and give it more glue?

If you don’t like my analogies—magnet and glue—don’t blame me. I borrowed them from a book written in 1997 by Rosabeth Moss Kanter, a professor at the Harvard Business School. The book is “World Class: Thriving Locally in the Global Economy,” and these were the things Kanter said every city needed to be successful: a “magnet” to pull people in, and enough “glue” to keep them there.

What can cities do to be better magnets? They can’t do much about their climates or family connections, but they can have a big influence on their economies. The best ways are by building and maintaining good physical infrastructure, offering a skilled and educated work force, and constantly and creatively selling the community’s assets through economic development activities. So spend money on roads, sewers, and transit, invest in schools, and support your local chamber of commerce.

And glue? What can cities do to bind their citizens so tightly that even if their economic circumstances change (say, their employer closes shop), personal lives change (they retire, their kids move away), or neighborhood demographics change, they can’t bring themselves to leave—even with good options elsewhere? Answer: They can invest in quality of life.

But what is quality of life? Of all the phrases used in cities, this may be the slipperiest. For many, quality of life is what they personally like about their community, from a favorite senior center and concerts on the town square to low taxes and good public services. But actually, quality of life is important and specific—and, best of all, it’s something only cities can deliver. States can’t provide quality of life, neither can counties. Only organized, developed places can—which is to say, cities and towns.

To understand quality of life—and why only cities can provide it—you have to start by knowing its purposes. In my view, there are three: to offer connectedness with other people, to create a sense of place and identity, and to provide opportunities for personal growth. Let’s look at each.

Connectedness: One of the most basic human needs is for connection with others. We do this all our lives—in school, at work, at parties, in churches and synagogues, and, yes, at civic meetings—and many of us do it so unconsciously that we forget how hard it can be for others, especially newcomers. The good news is that cities, with their sidewalks and town squares, libraries, restaurants, shops and work places, are tailor made for bumping into people and exchanging greetings from a tip of the hat to a long conversation.

But just because they are natural meeting places doesn’t mean every city does it equally well. The best—the ones we think of as having the highest quality of life—are intentional about bringing together strangers safely and harmoniously. The primary ways are through events and public spaces. Events are anything that draws a crowd and provides opportunities for conversation—parades, festivals, block parties, civic meetings, and the like. Public spaces do pretty much the same thing. If you’ve ever had lunch in at a sidewalk cafe or on a park bench and struck up a conversation with the person next to you, you know how it works. And even if you’re not the sort who talks with strangers, sitting in a place where you can see your fellow citizens is reassuring. It gives you a sense of connection even without interaction. And that’s the point: People don’t easily leave places they feel connected with.

Identity: This is another basic human need, the sense of belonging, but the connection here is not to other people but to a place. If you’ve lived in different parts of the country you know the feeling: Sooner or later, you decide this is your kind of town or it’s not. It could be the architecture, the accents, the things people eat for breakfast, the way they drive their cars, or the pace of life. Some of it is cultural, and cities can’t change much of that, but there are things at the margins they can change—things that build a sense of distinctiveness and civic pride.

Bayshore Boulevard in Tampa Flickr photo by ferret111 licensed under Creative Common

Here are three: Trademark institutions, trademark spaces, and trademark events. The easiest example of a trademark institution is a sports team, which by its nature builds loyalty to a place. But there are other examples, from museums and zoos to quirky traditions like the Peabody Hotel duck march in Memphis. (Here in Atlanta, I think of Chastain Park, home to outdoor concerts and picnics, as one of the city’s trademark institutions.) The keys are distinctiveness and authenticity. The reasons the Red Sox and Fenway Park are so beloved in Boston are because its fans can’t imagine the team in any other city and can’t imagine the team playing in any other ball park.

Trademark spaces work in a similar way: Central Park in New York, Bayshore Boulevard in Tampa, the National Mall in Washington, D.C. As with institutions, it’s important that trademark spaces reflect the character of the place. And then there are trademark events, which do double duty by building connectedness and pride in place. Yet again, distinctiveness is important. Boston doesn’t just have a marathon, it has the marathon—the first annual marathon staged anywhere in the world, as any Bostonian will tell you. Can’t be historic? Then be quirky. Chicago set off an urban craze a few years back by putting painted cow statues all over its downtown, which told residents that theirs was a city with a sense of humor. Over time, events can become so central to a city’s identity that it’s hard to separate the two. Quick, what do you think of when you think of New Orleans? In all likelihood . . . Mardi Gras.

Point is, all of these quality of life assets build a sense of pride and belonging among citizens. (And, sometimes, a little tourism as well.) The aim is to give citizens a reason for staying, a tangible place or experience they would miss if they were to leave.

Personal growth: The third thing quality of life does is provide opportunities for personal growth and development. These could be anything from community theaters that allow people to try their hand at acting and directing to evening schools that teach art, floral design, foreign languages, cooking, great literature, and so on. These things may not be your cup of tea, but they are the passions—or, at least, the passing interests—of millions, and the communities that satisfy these needs are likeliest to hold on to their people.

Community theater in Paris, Texas Flickr photo by In Paris Texas licensed under Creative Commons

Of these personal-growth institutions, I find community theaters the most interesting. According to a trade association, there are 7,000 non-professional theaters in America, staffed by 1.5 million volunteers, offering 46,000 performances a year to audiences totaling 86 million people. That’s a lot of culture and entertainment, but the real value isn’t delivered to the audience; it’s delivered to the people on stage. They’re the ones who are changed by the experience, and once changed, they’re the ones who will most likely be anchored to the community.

When you look at quality of life this way—as a way of binding people to communities through connections, identity, and personal growth—it becomes not something that’s nice to have during good times, but necessary to have at all times, even the hard ones. This is something suburban communities need to learn in a hurry. Everywhere, the suburbs are changing rapidly. Among other things, they are becoming much more ethnically diverse. Diversity is a good thing, but the reaction to diversity, particularly if it’s sudden, can be bad. As newcomers move in, some old-timers leave out of fear. We won’t miss some of these people, but wholesale flight—where families move out of fear that property values will plunge —isn’t good for communities.

We can’t stop people from leaving, but we can make them think twice about what they’re giving up, the connections with neighbors, the city’s institutions and experiences, the opportunities for learning and growth. Quality of life gives people these second thoughts. It slows them from making rash and fearful decisions. It acts like glue. And, in the end, every successful community is a sticky one.

What Glengarry Glen Ross Teaches Us about Change

October 21, 2011 By Otis White

The 1992 film “Glengarry Glen Ross” is a downbeat, almost claustrophobic film with a stream of profanity. But it’s also a great movie, not least because some of its lines, once heard, can’t be forgotten. Here’s one, delivered by the boss (played by Alec Baldwin) to an office full of cut-throat salesmen: “A-B-C,” he says. “A-Always, B-Be, C-Closing. Always be closing, always be closing.”

Thankfully, communities aren’t much like desperate sales offices, but there’s a similar acronym that civic leaders may want to commit to memory: A-B-B-R. Always be building relationships.

Successful change, I believe, starts with knowing and articulating community needs. But change is fueled by relationships—the people you know or can get to know. Long before beginning a change process, then, you can strengthen your leadership ability simply by building more relationships.

How many relationships and with whom? As many as you can and the more diverse the better. That’s because the best leaders are connectors who put together people, ideas, and resources. And the most valuable connections are the unexpected ones, the ones no one else would have thought of.

Good example: The inspired effort to turn an abandoned elevated rail line in New York into one of America’s most exciting and successful new urban parks, the High Line. The project was started by two determined citizens who looked up and saw something no one else did: a park in the sky. By the time it was opened, the High Line required all three elements coming together: unlikely people, unexpected ideas, and unanticipated resources.

And that suggests another thing about relationships: You never know which ones will be valuable in the future, so being overly strategic is probably a mistake. Knowing only existing leaders, for instance, means you’ll miss the ones on the rise. And knowing what’s important at city hall or the chamber of commerce won’t help in a crisis, when leaders need to learn what people elsewhere are thinking.

Steve Jobs, for one, would have approved of indiscriminate relationship building. In his famous 2005 Stanford University commencement speech, Jobs urged graduates not to limit themselves in their careers or lives because, he said, you never know what will be important in the future. “You can’t connect the dots looking forward,” he warned. “You can only connect them looking backward.”

So while you’re waiting for a cause to lead, meet as many people as you can, from as many parts of the community as possible. Ask what people are thinking about. Keep an eye out for unexpected resources. Or, if you like things simple, A-B-B-R.

Photo by Sharon Mollerus licensed under Creative Commons.

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About Otis White

Otis White is president of Civic Strategies, Inc., a collaborative and strategic planning firm for local governments and civic organizations. He has written about cities and their leaders for more than 30 years. For more information about Otis and his work, please visit www.civic-strategies.com.

The Great Project

Otis White's multimedia book, "The Great Project," is available on Apple iTunes for reading on an iPad. The book is about how a single civic project changed a city and offers important lessons for civic leaders considering their own "great projects" . . . and for students in college planning and political science programs.

For more information about the book, please visit the iTunes Great Project page.

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