Why I Serve
My approach is pretty simple.
The easiest decisions are the ones where people already agree. The interesting ones are where thoughtful people disagree.
That’s where I want to understand the strongest arguments, figure out what I might be missing, challenge my own assumptions, and separate what I want from what makes the most sense for the community.
1
Listen
Hear from residents
2
Collaborate
Work across perspectives
3
THINK
Think it
through
through
4
decide
Make informed choices
5
deliver
Follow
through
through
6
Reflect
Learn and improve
Listening doesn’t mean always agreeing. Eventually Council has to make decisions, and sometimes those decisions will disappoint people. My commitment is to make sure different perspectives are genuinely considered, explain why I’ve reached a conclusion, do the work that follows, and be willing to learn from the result.
Before we know the question
Election campaigns naturally focus on the issues we already know about. Housing. Infrastructure. Taxes. Tourism. Growth.
But whoever you elect will spend four years dealing with questions none of us can predict today.
I’ve always thought that matters when choosing someone for public office. Don’t just ask whether you agree with a candidate on today’s issue. Ask how they think. How do they respond when the facts change? Do they listen to people who know things they don’t? Can they change their mind? Can they make a difficult decision when consensus isn’t possible?
But whoever you elect will spend four years dealing with questions none of us can predict today.
I’ve always thought that matters when choosing someone for public office. Don’t just ask whether you agree with a candidate on today’s issue. Ask how they think. How do they respond when the facts change? Do they listen to people who know things they don’t? Can they change their mind? Can they make a difficult decision when consensus isn’t possible?
Who would you want making the decision before you even know the question?
Getting things done together
Radium doesn’t operate in isolation.
We depend on our staff, neighbouring communities, the Regional District, provincial and federal governments, community organizations, businesses and residents.
I’ve learned that relationships matter. People are much more willing to solve problems with you when they know you’ll listen, deal fairly with them and do what you say you’re going to do.
I’ve learned that relationships matter. People are much more willing to solve problems with you when they know you’ll listen, deal fairly with them and do what you say you’re going to do.
A municipality of 1,300 people gets more done when other people want to work with it.
That’s the kind of leadership I believe in, and it’s how I’ve tried to serve Radium.