Social Prosperity Newsletter

Healthy People, Strong Communities

Tue, 21 Apr 2026 12:15:02 GMT

Marty Cho

CEO and Co-founder of Mechi

"Healthy People, Strong Communities"

Most of us think we understand what drives strong communities.

Policy. Funding. Strategy.

But what if the foundation is something more basic?

In this week’s episode of Community Catalysts , I sit down with Marty Cho—CEO and Co-founder of Mechi , nurse practitioner, and former school board trustee—to explore a simple but often overlooked idea: “Movement as Medicine.”

Marty’s journey—from his youth in Cameroon to a career in U.S. healthcare, public leadership, and entrepreneurship—shapes a perspective that connects personal well-being to public outcomes.

When people are exhausted or disconnected, it shows up in classrooms, workplaces, and decision-making. When they’re well, everything changes.

This conversation challenges how we think about leadership itself.

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An Invitation to Share Your Leadership Story

Community Catalysts is built on the belief that some of the most valuable leadership insights are earned quietly, through real service in real communities.

If you serve in a civic leadership role—and you’d be open to sharing hard-won lessons from your own experience—I invite you to consider being a guest on a future episode.

You can learn more and volunteer by completing a brief guest questionnaire at: www.CatalystGuest.us

Every submission is reviewed personally. Your story may help another leader see their own work more clearly, or feel less alone in the responsibilities they carry.

Thank you for the work you do—and for considering this invitation.

ABOUT THE PODCAST: Local leaders everywhere are innovating ways to engage their communities, foster collaboration, and achieve significant goals. “Community Catalysts” brings you the inside story of mayors, council members, city managers, nonprofit CEOs, and other changemakers from a variety of backgrounds. Produced by Social Prosperity Partners and hosted by Matt Lehrman, the podcast offers a weekly dose of inspiration and practical advice for leaders committed to inclusive decision-making and excellence in governance.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

Local Leadership in Places Most Never See

Tue, 14 Apr 2026 12:00:11 GMT

Nils Andreassen

Alaska Municipal League

“Local Responsibility in Remote Places”

Most of us think we understand local leadership.

The pressures. The expectations. The challenge of making decisions with limited resources and competing priorities.

But what if the conditions themselves are entirely different?

In this week’s episode of Community Catalysts , I sit down with Nils Andreassen, Executive Director of the Alaska Municipal League, to explore local responsibility in some of the most remote communities in the country.

In parts of Alaska, there are no roads between towns. Fuel arrives just once a year. Services depend on getting it right the first time.

And still, the responsibility to serve doesn’t change.

If anything, it becomes more real.

This one will stay with you.

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An Invitation to Share Your Leadership Story

Community Catalysts is built on the belief that some of the most valuable leadership insights are earned quietly, through real service in real communities.

If you serve in a civic leadership role—and you’d be open to sharing hard-won lessons from your own experience—I invite you to consider being a guest on a future episode.

You can learn more and volunteer by completing a brief guest questionnaire at: www.CatalystGuest.us

Every submission is reviewed personally. Your story may help another leader see their own work more clearly, or feel less alone in the responsibilities they carry.

Thank you for the work you do—and for considering this invitation.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

Every Student Is Part of the Whole

Tue, 07 Apr 2026 12:15:11 GMT

Jennifer Hall Lee

Pasadena Unified School Board, California

“Public Education Is Where We Learn to Live Together"

Some conversations don’t just inform. They enable you to witness something profound.

This is one of them.

In this week’s episode, Jennifer Hall Lee brings a perspective shaped by lived history and carried into her public service today. At the center of it is a simple, unmistakable truth: special education is general education .

Not a subset. Not a separate track. Not a category to manage.

She connects that idea directly to how public schools function, how resources are allocated, and how communities begin to fracture when some students are treated as outside the whole. The consequences are real. They show up in who is supported, who is overlooked, and whether the public system itself holds together as a shared responsibility.

This episode isn’t just about schools.

It is about whether we are willing to hold fast to the idea that everyone belongs within the same community—and to lead in a way that reflects that, even when it is difficult.

Her message comes through clearly. And it’s one worth hearing.

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An Invitation to Share Your Leadership Story

Community Catalysts is built on the belief that some of the most valuable leadership insights are earned quietly, through real service in real communities.

If you serve in a civic leadership role—and you’d be open to sharing hard-won lessons from your own experience—I invite you to consider being a guest on a future episode.

You can learn more and volunteer by completing a brief guest questionnaire at: www.CatalystGuest.us

Every submission is reviewed personally. Your story may help another leader see their own work more clearly, or feel less alone in the responsibilities they carry.

Thank you for the work you do—and for considering this invitation.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

Don’t Be Right. Be Understood.

Tue, 31 Mar 2026 11:15:01 GMT

Mayor Derrick Wood

Town of Dumfries, Virginia

“Don’t Be Right. Be Understood"

Every once in a while, you meet someone whose energy stays with you long after the conversation ends.

Mayor Derrick Wood is one of those people.

We first met several years ago at a Virginia Municipal League conference. What struck me immediately wasn’t just his enthusiasm, though that’s unmistakable. It was his orientation toward action. A Marine by training and a barbecue pitmaster by trade, Derrick brings a mindset to leadership that is grounded, direct, and built on doing the work.

He doesn’t wait. He doesn’t posture. He moves.

And, as he shares in this week’s Community Catalysts episode, he’s also learned that action alone isn’t enough.

Some of his earliest ideas were met with resistance. Not because they lacked merit, but because he hadn’t yet done the work of helping people understand them. That experience shaped a lesson he carries with him today: being right isn’t enough. If people don’t see how something affects them, they won’t support it.

What I appreciate most is the humility in that realization. The willingness to adjust. To listen more. To take the same drive that fuels action and apply it to building understanding.

That may sound simple. It isn’t.

It requires patience, discipline, and a commitment to stay in the conversation long enough for others to see what you see.

If you care about leadership that actually moves things forward, I think you’ll find this conversation worth your time.

This episode is part of our ongoing series made possible by the Regional Elected Leaders Initiative (RELI) at George Mason University’s Schar School of Policy and Government , supporting local leaders as they navigate complex challenges through shared learning and collaboration.
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An Invitation to Share Your Leadership Story

Community Catalysts is built on the belief that some of the most valuable leadership insights are earned quietly, through real service in real communities.

If you serve in a civic leadership role—and you’d be open to sharing hard-won lessons from your own experience—I invite you to consider being a guest on a future episode.

You can learn more and volunteer by completing a brief guest questionnaire at: www.CatalystGuest.us

Every submission is reviewed personally. Your story may help another leader see their own work more clearly, or feel less alone in the responsibilities they carry.

Thank you for the work you do—and for considering this invitation.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

Social Media Isn’t the Problem. Our Approach Is.

Tue, 24 Mar 2026 13:56:31 GMT

For years, when local leaders asked me whether meaningful civic dialogue could happen on social media, I would give the same answer.

No.

To illustrate the point, I would show an image of a classic toy from my Baby Boomer youth: Rock ’em Sock ’em Robots. Two plastic fighters in a ring, hammering away until one head popped up. Social media often feels less like dialogue and more like a mechanical contest to see who can land the decisive blow.

That metaphor has served me well.

Until now.

This week, on my podcast Community Catalysts , I had a conversation that challenged that assumption in a meaningful way.

If you’re not familiar with the podcast, it’s a weekly series of conversations with local leaders across the country—mayors, councilmembers, school board members, administrators—focused not on policy positions, but on the lived experience of leadership and the lessons that come from doing the work.

My guest for this episode was Sam Toles , founder of CiviSocial . And what he offered wasn’t a defense of social media.

It was a reframing.

A few of Sam’s insights stood out to me—and in the conversation itself, he goes much deeper, offering practical examples of how this actually plays out for local leaders:

Social media is not one environment. Each platform rewards different behavior. Treating them all the same leads to predictable frustration—and missed opportunities.
Most government communication is mismatched to the medium. Announcements and polished messaging may be appropriate—but they often don’t perform well in spaces built for human interaction. Sam shares what that mismatch looks like in practice, and how leaders can begin to adjust it.
Institutional tone can create distance. When communication feels impersonal, it leaves room for other voices—often more emotional and less accountable—to shape the narrative. The conversation explores how small shifts in tone can make a meaningful difference.
Connection drives engagement. People respond to people. Stories and visible humanity invite recognition in a way that information alone does not—and Sam offers concrete ways for leaders to begin showing that human side without sacrificing professionalism.
This is not about marketing. It is about legitimacy. When people understand how decisions affect them—and can see the people behind those decisions—they are more likely to engage constructively. The interview brings this idea to life with real-world context.

None of this eliminates disagreement.

But it changes the nature of it—and that distinction matters.

In my work, I often say that disagreement is not the problem. The challenge is whether disagreement unfolds in a way that builds understanding or erodes it. For a long time, I assumed that social media, by its nature, pushed us toward erosion.

Sam helped me see that the platform itself is not the determining factor.

Participation is.

The way leaders, institutions, and communities choose to engage—consistently, visibly, and authentically—shapes the tone of the space over time. That is not easy work. It requires intention, discipline, and a willingness to be seen not just as an institution, but as people doing meaningful work on behalf of their community.

But it is possible.

And in a time when so much of our civic life is mediated through screens, it may be essential.

If you’ve ever felt like social media is working against you as a leader, I think you’ll find this conversation both practical and surprising. You can listen to my full interview with Sam Toles on Community Catalysts , now streaming on all platforms.

I still believe there are moments when social media can feel like Rock ’em Sock ’em Robots.

But I no longer believe that is all it can be.

And after hearing Sam explain how this works, I have to admit something.

In the language of the Rock ’em Sock ’em Robots, Sam knocked my block off.

Follow Matt on Substack.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

Rethinking Social Media

Tue, 24 Mar 2026 13:15:01 GMT

Sam Toles

Founder, CiviSocial

“Social Media Playbook"

For years, when local leaders asked me whether meaningful civic dialogue could happen on social media, I would give the same answer.

No.

To illustrate the point, I would show an image of a classic toy from my Baby Boomer youth: Rock ’em Sock ’em Robots . Two plastic fighters in a ring, hammering away until one head popped up. Social media often feels less like dialogue and more like a mechanical contest to see who can land the decisive blow.

Sam Toles, founder of CiviSocial , has spent years navigating the mechanics of social media platforms—first as a media executive and later as a city council member who experienced firsthand the pressures local leaders face online. His central insight is surprisingly simple: the problem may not be social media itself, but how local governments choose to show up there.

Different platforms reward different behaviors. Some amplify outrage. Others reward sharing, storytelling, and human connection. When local government shows up with polished announcements, institutional language, and digital flyers, it can unintentionally fuel the very outrage leaders hope to avoid.

Sam’s advice is straightforward: show the human side of public service. Let people see the people behind the work. Tell real stories. Speak with authenticity rather than polish.

In other words, treat social media less like a bulletin board—and more like a conversation among neighbors.

And after hearing Sam explain how this works, I have to admit something.

Apparently, the Rock ’em Sock ’em Robots metaphor needed one more round—because Sam knocked my block off.

—-------

An Invitation to Share Your Leadership Story

Community Catalysts is built on the belief that some of the most valuable leadership insights are earned quietly, through real service in real communities.

If you serve in a civic leadership role—and you’d be open to sharing hard-won lessons from your own experience—I invite you to consider being a guest on a future episode.

You can learn more and volunteer by completing a brief guest questionnaire at: www.CatalystGuest.us

Every submission is reviewed personally. Your story may help another leader see their own work more clearly, or feel less alone in the responsibilities they carry.

Thank you for the work you do—and for considering this invitation.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

The Invisible Work That Makes Elections Possible

Tue, 17 Mar 2026 11:45:07 GMT

Dana Lewis

Recorder and Officer in Charge of Elections

Pinal County, AZ

“The Invisible Work That Makes Elections Possible"

Most of us think about elections only when it is time to vote.

We see the candidates. We see the campaigns. We see the headlines about who won and who lost.

What we rarely see is the extraordinary amount of work required to make the process itself function.

This week’s episode of Community Catalysts takes listeners inside that unseen world.

My guest is Dana Lewis, Recorder and Officer in Charge of Elections for Pinal County. Her office is responsible for the systems that allow citizens to register, receive ballots, cast votes, and ultimately trust that the results are accurate.

It is detailed work. It is technical work. And in today’s environment, it is work carried out under intense scrutiny.

Dana speaks with remarkable candor about the responsibilities that come with that role. She describes what it means to run elections when mistakes are not merely inconvenient but deeply consequential, and when the people doing the work know that the integrity of the entire system depends on the discipline of their processes and the commitment of their team.

Her perspective was forged in a moment of crisis. During the 2022 election cycle, Pinal County experienced serious ballot and supply errors that forced the county to respond in real time. What followed was not defensiveness, but a determination to strengthen the system—expanding transparency, improving procedures, and building safeguards designed to prevent a single point of failure.

Listening to Dana, I was reminded how easy it is to take civic systems for granted.

Elections do not simply happen. They are designed, maintained, and protected by people who believe deeply in the responsibility they carry.

If you care about local leadership—or about the institutions that make self-government possible—this conversation offers a rare and inspiring look behind the curtain.

I think you’ll come away with a deeper appreciation for the quiet professionals who keep the process working.

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A St. Patrick’s Day Reflection: Thin Places in Public Leadership

On this St. Patrick’s Day, I'm honored to share a piece of wisdom rooted in Irish tradition, as told by my longtime friend and emeritus business partner, John Little.

He speaks of the Celtic idea of a “thin place”—a location where the distance between heaven and earth feels unusually close, a place where something deeper becomes easier to sense or experience.

John observes that something similar can occur in civic life.

Most of the work of local government is practical and procedural. Agendas must be followed. Budgets balanced. Policies debated. It is serious work, but it can sometimes feel mechanical.

And then, every once in a while, something shifts.

A conversation deepens. Someone speaks with unexpected honesty. People who arrived expecting conflict begin listening differently. The room grows quieter, more thoughtful. For a moment, the work becomes clearer and more purposeful.

These are thin places in public leadership—moments when the distance between the routine work of governance and the deeper purpose of service becomes very small.

Leaders cannot schedule those moments. But they can surely invite them.

Slow the conversation. Ask a better question. Listen for understanding rather than advantage. Remind the room of the community everyone serves together.

When leaders do that, something powerful can happen.

For a moment, the mechanics of governance reconnect with their deeper purpose: the shared responsibility of making our communities better.

—-------

An Invitation to Share Your Leadership Story

Community Catalysts is built on the belief that some of the most valuable leadership insights are earned quietly, through real service in real communities.

If you serve in a civic leadership role—and you’d be open to sharing hard-won lessons from your own experience—I invite you to consider being a guest on a future episode.

You can learn more and volunteer by completing a brief guest questionnaire at: www.CatalystGuest.us

Every submission is reviewed personally. Your story may help another leader see their own work more clearly, or feel less alone in the responsibilities they carry.

Thank you for the work you do—and for considering this invitation.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

Optimism on the Oath

Tue, 10 Mar 2026 13:15:01 GMT

Trustee Maiaika Velazquez

Monterey Peninsula Unified School District in California

“Optimism on the Oath”

There are leaders who arrive polished.

And there are leaders who arrive real.

Trustee Maiaika Velazquez of the Monterey Peninsula Unified School District in California didn’t set out to run a campaign. At 4:49 p.m. on the final filing day, she submitted her papers and discovered there were no other candidates. Under California law, she was elected in lieu of election—no campaign, no organized effort behind her candidacy. What she brought with her instead was something else entirely: lived experience.

She has known economic strain. She has advocated for her special needs son across conference tables where policy can feel impersonal. She understands what it means to say, “We’re not just a file.”

Yet, what struck me most in our conversation was not hardship. It was joy.

Maiaika radiates optimism. Not naïveté. Not denial of complexity. But a grounded belief that governance can be human. Those systems can improve. That serving from the inside matters.

She speaks openly about feeling imposter syndrome, about learning the language of board policy, about finding her stride. And she does it with an energy that feels contagious. You can hear someone discovering that she is exactly where she is meant to be.

At a time when public life often feels heavy, her leadership feels light in the best possible way, hopeful, forward-moving, and deeply rooted in her community.

This episode left me deeply inspired. I suspect it will do the same for you.
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An Invitation to Share Your Leadership Story

Community Catalysts is built on the belief that some of the most valuable leadership insights are earned quietly, through real service in real communities.

If you serve in a civic leadership role—and you’d be open to sharing hard-won lessons from your own experience—I invite you to consider being a guest on a future episode.

You can learn more and volunteer by completing a brief guest questionnaire at: www.CatalystGuest.us

Every submission is reviewed personally. Your story may help another leader see their own work more clearly, or feel less alone in the responsibilities they carry.

Thank you for the work you do—and for considering this invitation.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

Governing in the Silly Season

Wed, 04 Mar 2026 09:51:19 GMT

The internal dialogue that builds partnership, accountability, and Strategic Confidence

Every election cycle brings what’s often called the silly season.

In local government, you can feel it when it arrives. Speeches at council or board meetings grow sharper. Social media clips get shorter and more theatrical. Questions from the dais sometimes sound less like inquiry and more like messaging. The focus can shift from working with colleagues to signaling to voters.

The word “silly” suggests frivolousness. But what it really points to is inversion.

During campaign season, incentives change for local elected officials. Attention turns toward how one appears to the electorate. The goal becomes reinforcing credibility with core supporters, drawing contrasts, and motivating turnout. At times, that can slip into performative outrage that travels farther online than it does in the council chamber.

That dynamic is real.

But it would be a mistake to dismiss this entire period as unserious—especially at the local level.

There is nothing silly about talking to constituents. There is nothing frivolous about listening carefully to their concerns about schools, roads, housing, public safety, or taxes. In fact, election season may be the most widely accepted time for those conversations to happen.

Doors are knocked. Forums are scheduled. Residents who might otherwise stay quiet feel permission to ask questions.

Conversations multiply in living rooms, libraries, and neighborhood gatherings.

This is not a departure from governance. It is supposed to be one of its core strengths.

Local government is powerful precisely because of its proximity. Decisions made at the dais shape daily life in immediate ways. The leaders making those decisions often live just down the street. Showing up, paying attention, and engaging directly is not cynical. It is responsible stewardship.

The challenge is not that engagement intensifies. The challenge is how leaders conduct themselves within it. Election season is about motivating backers. It demands clarity and conviction. But energy does not require hostility. Differentiation need not prompt dehumanization. And contrast does not require cruelty.

In my work with city councils, county commissions, and school boards, I often speak about the imperative of local leadership to help people feel connected, respected, and heard. That is not a campaign tactic. It is a governing obligation.

And it does not pause when yard signs appear.

If anything, the stakes are higher.

When rhetoric rises, patience matters more. When divisions sharpen, kindness stands out. Voters may disagree with a policy position, but they can recognize steadiness. They can sense when someone has listened before responding. They can tell the difference between principled conviction and theatrical outrage.

There is also long-term wisdom in maintaining real working relationships on the dais—even during campaign season. The community still needs budgets passed, services delivered, and problems solved. Governing does not stop while campaigning proceeds.

Election cycles invite communities to imagine their future. At the local level, that imagination is concrete and close to home.

The question is not whether this season will be intense. It will. The question is how leaders like you will show up—whether by allowing incentives to distort governance, or by demonstrating that its principles hold even under pressure.

Campaigns come and go. The habits of connection, respect, and listening must endure.

That is not silly at all.

Follow Matt on Substack.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

The Line Between Impact and Oversight

Tue, 03 Mar 2026 13:15:06 GMT

Clerk Trustee Tauna Rodarte

Fallbrook Union High School District, CA

“Creating a Little Utopia”

For many leaders, service begins with action.

You see a need. You step in. You organize. You deliver. The impact is visible and immediate.

But what happens when the most responsible thing you can do… is step back?

In my latest Community Catalysts conversation, Tauna Rodarte reflects on that exact turning point. After decades of hands-on nonprofit leadership in Fallbrook, California—working directly with military families, students, and neighbors in need—she moved into elected service on her local high school board. The mission stayed the same. The method changed completely.

School board governance is not about doing the work yourself. It is about setting direction, stewarding public trust, hiring and evaluating the superintendent, and governing for long-term outcomes. For leaders wired to act, that shift can feel disorienting. When do you intervene? When do you hold steady? When does restraint serve the mission better than activity?

Tauna speaks with unusual clarity about that tension. Without giving away the heart of her insights, this conversation explores the quiet discipline of governance, the difference between visibility and impact, and the kind of leadership that strengthens systems rather than personalities.

If you have ever wrestled with the line between doing and governing, this episode may help you see your own leadership role differently.
—-------

An Invitation to Share Your Leadership Story

Community Catalysts is built on the belief that some of the most valuable leadership insights are earned quietly, through real service in real communities.

If you serve in a civic leadership role—and you’d be open to sharing hard-won lessons from your own experience—I invite you to consider being a guest on a future episode.

You can learn more and volunteer by completing a brief guest questionnaire at: www.CatalystGuest.us

Every submission is reviewed personally. Your story may help another leader see their own work more clearly, or feel less alone in the responsibilities they carry.

Thank you for the work you do—and for considering this invitation.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

Holding Two Realities at Once

Tue, 24 Feb 2026 13:00:10 GMT

Chairman Jeffrey McKay

Fairfax County

Holding Two Realities at Once

This week’s Community Catalysts episode runs a little longer than usual—and it’s worth the time.

In my conversation with Chairman Jeffrey McKay of Fairfax County, we explored two realities that many local leaders are holding at the same time.

The first is immediate and pressing. Federal workforce reductions and policy shifts are creating real economic and social consequences across Northern Virginia. Chairman McKay describes how this moment feels different from past crises. During COVID, the country was aligned in response. Now, many local leaders feel they are navigating disruption without the federal government pulling for them.

That means protecting residents in the short term while rethinking long-term economic resilience.

The second reality is institutional and enduring. We talk about One Fairfax , a framework that reshaped how the county evaluates its decisions. Think of it as a values upgrade—an intentional commitment to examine how choices affect opportunity across communities.

The examples are practical and revealing: where a bus stop is placed, where a domestic violence shelter is located. Decisions that may seem small, but quietly shape life trajectories.

What stays with me from this conversation is how leadership operates at multiple altitudes—responding to pressure while strengthening the principles that guide future decisions.

This episode is part of our ongoing series sponsored by RELI, the Regional Elected Leaders Initiative at George Mason University’s Schar School of Policy and Government .

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An Invitation to Share Your Leadership Story

Community Catalysts is built on the belief that some of the most valuable leadership insights are earned quietly, through real service in real communities.

If you serve in a civic leadership role—and you’d be open to sharing hard-won lessons from your own experience—I invite you to consider being a guest on a future episode.

You can learn more and volunteer by completing a brief guest questionnaire at: www.CatalystGuest.us

Every submission is reviewed personally. Your story may help another leader see their own work more clearly, or feel less alone in the responsibilities they carry.

Thank you for the work you do—and for considering this invitation.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

The What and the How

Thu, 19 Feb 2026 16:33:11 GMT

The internal dialogue that builds partnership, accountability, and Strategic Confidence

The meeting has been going on for two hours.

A councilmember says, “Why hasn’t this been fixed yet?”

A board member adds, “We talked about this months ago.”

Someone proposes a specific solution and urges staff to implement it immediately.

Across the room, the city manager or superintendent takes notes and tries to reconcile multiple expectations, each expressed as a priority.

Nothing dramatic has happened. No crisis. No scandal. Just something far more common in public leadership: blurred lines between deciding what should be done, when it should be completed, and determining how it should be done.

When that line blurs, frustration builds on every side.

And often, the frustration is less about disagreement and more about misaligned dialogue.

The Most Misunderstood Distinction in Public Governance

Elected officials run for office because they care. They see problems and want to solve them. So when a resident calls about a service issue or a parent raises a classroom concern, the instinct is to act. When progress feels slow, the instinct is to press.

That instinct comes from commitment.

But in both city councils and school boards, the governing body is not responsible for managing day-to-day operations. That responsibility rests with a city manager, county administrator, or superintendent.

At its core, governance turns on a simple distinction:

The governing body decides what matters.

Professional leadership determines how it is accomplished.

That distinction is not technical. It is foundational. And it depends on ongoing dialogue.

The What: Direction, Priorities, Outcomes

The What belongs to the governing body acting collectively.

The What includes:

Community or district-wide priorities
Policy direction
Desired outcomes
The level of urgency attached to those outcomes
Standards for accountability

When a council or board sets the What, it answers questions like:

What outcomes matter most right now?
What deserves concentrated attention?
What can continue steadily?
What does success look like?

The What defines direction and expectation.

It does not require the governing body to design operational steps. It does not involve assigning tasks to individual staff members. It does not include directing departments or principals in their daily work.

When elected officials move from defining What into prescribing How, even with good intentions, accountability blurs. Staff begin receiving mixed signals. The manager or superintendent becomes accountable to individual preferences rather than collective direction.

The internal dialogue weakens.

The How: Strategy, Management, Execution

The How belongs to professional leadership.

In cities and counties, that is the manager or administrator.

In school districts, it is the superintendent.

The How includes:

Designing comprehensive strategies
Sequencing initiatives
Allocating resources
Supervising personnel
Implementing policy
Reporting progress

Once the governing body defines the What, the professional leader determines the How and holds the organization accountable for execution.

This is not a silent handoff. It requires disciplined conversation.

Managers and superintendents return with plans, options, resource implications, and metrics. Governing bodies ask clarifying questions. Expectations are refined. Progress is monitored.

This exchange is the essential internal dialogue of governance — direction met with strategy, expectation met with execution.

Strategic Confidence as Partnership

Clarity about What and How produces something essential: Strategic Confidence.

Strategic Confidence is the shared assurance that the governing body’s priorities are clearly identified, mutually understood, and actively pursued with defined accountability.

It is also partnership.

Elected officials need confidence that their direction is recognized and advanced. Managers and superintendents need clarity about what they are accountable for delivering.

Each depends on the other.

This partnership is a form of disciplined dialogue:

Direction offered.

Strategy proposed.

Expectations clarified.

Progress reported.

When that dialogue is steady, trust deepens. When it falters, suspicion grows.

Strategic Confidence is not built through a single vote or retreat. It grows through repeated, clear exchanges between the governing body and professional leadership.

Structuring the Dialogue Through Priorities

One practical way to strengthen this partnership is to structure priorities clearly.

Immediate Priorities: Focused Urgency

Immediate priorities should be few. Ideally one. Occasionally, two or three at most.

The discipline of naming a single Immediate priority can be transformative. It forces clarity. It compels the governing body to ask:

“If we could advance only one major outcome right now, what would it be?”

Identifying one primary Immediate priority does not diminish other commitments. It signals unified focus. It tells professional leadership where concentrated energy should go first.

Immediate priorities sharpen the What.

Strategic Priorities: Deliberate Planning

Strategic priorities are areas where the governing body directs professional leadership to develop or update a comprehensive strategy and return with recommendations.

Here the exchange is explicit.

Council or Board sets the What:

“This outcome matters. We expect progress.”

The manager or superintendent develops the How:

“Here is the strategy, timeline, cost, and measures of success.”

This back-and-forth is governance at its best. It keeps direction and execution aligned without collapsing the distinction between them.

Ongoing Priorities: Steady Advancement

Ongoing priorities are commitments expected to continue along established paths with regular reporting. They require disciplined follow-through and predictable check-ins. Not reinvention at every meeting, but steady conversation about progress.

Ongoing priorities sustain the dialogue without reopening settled direction unnecessarily.

Protecting the Line, Sustaining the Dialogue

This framework works only if both sides protect the line between What and How.

Elected officials must resist directing operational details or intervening in personnel matters. Professional leadership must resist allowing ambiguity to persist or quietly redefining priorities.

The distinction is not about hierarchy. It is about a partnership grounded in integrity and accountability.

When the governing body owns the What and professional leadership owns the How, governance steadies.

Meetings become less reactive. Reports align with stated priorities. Focus sharpens. Progress is measurable.

Most importantly, the internal dialogue strengthens.

And that matters.

Because before a council or school board can engage its community in meaningful dialogue, it must model dialogue within its own walls — between direction and execution, between those elected to lead and those entrusted to manage.

When that partnership is clear and disciplined, Strategic Confidence takes root.

And with it, governance becomes not only more effective, but more trustworthy.

Follow Matt on Substack.

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Email me at Matt@SocialProsperity.us .
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Why Shared Purpose Matters More Than Agreement

Mon, 16 Feb 2026 23:00:01 GMT

Kristen Miles

Director of Board Development

Oregon School Boards Association

"Why Shared Purpose Matters More Than Agreement"

Does Governance Really Drive Results?

Governing bodies rarely falter for lack of caring. They falter when disagreement turns personal, meetings lose discipline, and attention drifts from shared purpose to individual positions. What begins as tension at the table becomes confusion in direction and inconsistency in action. Over time, that erosion reshapes not only relationships among leaders, but the very results communities rely on.

This week’s Community Catalysts episode speaks directly to that reality—and to the responsibility that comes with serving in local leadership.

Kristen Miles is Director of Board Development at the Oregon School Boards Association, where she prepares school board members across urban, suburban, and rural communities to govern effectively amid complexity and disagreement. While her work centers on education, the leadership challenges she describes will feel immediately familiar to anyone serving on a city council, county board, nonprofit board, or governing commission.

One moment in the conversation was especially meaningful for me. Kristen references the Lighthouse Study, published in 1999, which provides a research-based framework for something I’ve long believed: governing bodies are not just procedural entities sitting above the real work. How boards deliberate, manage conflict, and stay focused directly shapes organizational culture and real-world outcomes. Until this conversation, I hadn’t encountered that research by name—and I suspect others may find that grounding just as useful.

In schools, that connection shows up in student success. In any governing body, it determines whether decisions actually serve the community. Kristen’s offers practical and hopeful insights: strong governance does not begin with agreement. It begins with shared purpose. When leaders practice “power with” rather than “power over,” disagreement becomes productive instead of corrosive—and public leadership becomes something communities can rely on.

If you carry the weight of public leadership, this episode offers more than insight. It offers language, evidence, and perspective that can strengthen how you lead.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
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Positive Politics Is Not Naive. It’s Constructive.

Tue, 10 Feb 2026 13:15:03 GMT

Neil Thanedar

Executive Director

Michigan Campaign Finance Network

Positive Politics Is Not Naive. It’s Constructive.

Politics is often described as broken. Too influenced by money. Too opaque. Too hard to trust. This week’s Community Catalysts episode, " Positive Politics" , offers a different and genuinely encouraging frame.

The title comes from Neil Thanedar’s book and reflects the approach he brings to his work as Executive Director of the Michigan Campaign Finance Network. It is not idealism. It is a disciplined belief that democratic systems are fundamentally strong, and that transparency is a tool for making them work as intended.

Neil’s work follows how money moves through politics. Not to inflame outrage, but to bring clarity. Transparency, in his view, is not about accusation. It is about stewardship. When the public can see how decisions are made and how resources are used, confidence has room to grow. Leaders earn credibility not through perfection, but through visibility and accountability.

What makes this conversation especially energizing is Neil’s emphasis on what he calls ambitious optimism. The conviction that progress comes from focusing on specific issues, staying with the work over time, and stacking practical wins. It is an outlook shaped by his background as a startup founder and applied thoughtfully to civic life.

Positive politics does not deny pressure, complexity, or disagreement. It refuses the idea that cynicism is the only realistic posture. It treats transparency as a constructive force that strengthens institutions rather than undermines them.

For anyone serving in local leadership, this episode is a reminder worth holding onto. Democracy does not need to be replaced. It needs care, clarity, and people willing to believe that improvement is both possible and worth the effort.

—-------

An Invitation to Share Your Leadership Story

Community Catalysts is built on the belief that some of the most valuable leadership insights are earned quietly, through real service in real communities.

If you serve in a civic leadership role—and you’d be open to sharing hard-won lessons from your own experience—I invite you to consider being a guest on a future episode.

You can learn more and volunteer by completing a brief guest questionnaire at: www.CatalystGuest.us

Every submission is reviewed personally. Your story may help another leader see their own work more clearly, or feel less alone in the responsibilities they carry.

Thank you for the work you do—and for considering this invitation.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

Trust is the True Infrastructure of Local Government

Tue, 03 Feb 2026 13:15:00 GMT

Matthew Johnson

Town Manager of Jamestown, North Carolina

"Trust is the True Infrastructure of Local Government"

Trust is one of those words that gets used easily in public life. We rely on it, assume it exists, and rarely think about it until it’s tested. This week’s Community Catalysts episode explores that moment.

My guest, Matthew Johnson, Town Manager of Jamestown, North Carolina , reflects candidly on experiences that shaped his understanding of public trust. From an early misstep in a rezoning meeting to navigating misinformation, leadership turnover, and a once-in-a-generation development, Matthew shares what it means to lead when decisions feel personal and stakes are high.

He describes trust as the true infrastructure of local government. Roads and systems matter, but trust determines whether anything else holds. Built slowly and tested often, it must be maintained conversation by conversation.

What stands out most is Matthew’s steadiness. His commitment to curiosity over defensiveness. His belief that how leaders show up still matters, even when outcomes remain uncertain.

If your work carries public responsibility, this conversation is worth your time.

—-------

An Invitation to Share Your Leadership Story

Community Catalysts is built on the belief that some of the most valuable leadership insights are earned quietly, through real service in real communities.

If you serve in a civic leadership role—and you’d be open to sharing hard-won lessons from your own experience—I invite you to consider being a guest on a future episode.

You can learn more and volunteer by completing a brief guest questionnaire at: www.CatalystGuest.us

Every submission is reviewed personally. Your story may help another leader see their own work more clearly, or feel less alone in the responsibilities they carry.

Thank you for the work you do—and for considering this invitation.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

Maureen Coffey, Vice Chair of the Arlington County Board

Tue, 27 Jan 2026 13:15:01 GMT

“The Next Generation of Local Leadership”

Maureen Coffey , Vice Chair of the Arlington County Board

Generational Change Comes to Every Community

Season Three of Community Catalysts opens with a conversation that speaks directly to a question many civic leaders are facing right now: how new leaders step forward, and what it actually takes for them to be welcomed and trusted.

My guest is Maureen Coffey , Vice Chair of the Arlington County (VA) Board and the youngest person ever elected to that role. Arlington sits immediately next to Washington, DC, which means local leadership there often feels national decisions quickly and personally. The pressures are real, and the expectations are high.

In this episode, Maureen reflects on deciding to run in 2023 and taking office in January 2024 without assuming that trust would come automatically. As she puts it, “A lot of people say they want new leaders—but we don’t always make it easy for them to step in or be taken seriously.” That observation should resonate with anyone who has served long enough to see leadership change hands.

She also speaks plainly about what people now expect from those in public roles. “It’s not enough to make a decision,” she notes. “People want to know you’re accessible, that you’re listening, and that you’re willing to engage—even when it’s uncomfortable.”

This episode isn’t about age. Leadership turnover is constant. What’s changing is how trust is earned. Accessibility, authenticity, and presence are no longer optional. They are how civic trust is built and sustained—by new leaders and established ones alike.

If you care about who steps forward next in your community, and about the role you play in shaping that path, this conversation is worth your time.

Once a month, Community Catalysts features a Northern Virginia–focused episode sponsored by RELI – Regional Elected Leaders Initiative at the Schar School of Policy and Government . I’m grateful for RELI’s support in making these conversations possible.

—-------

An Invitation to Share Your Leadership Story

Community Catalysts is built on the belief that some of the most valuable leadership insights are earned quietly, through real service in real communities.

If you serve in a civic leadership role—and you’d be open to sharing hard-won lessons from your own experience—I invite you to consider being a guest on a future episode.

You can learn more and volunteer by completing a brief guest questionnaire at: www.CatalystGuest.us

Every submission is reviewed personally. Your story may help another leader see their own work more clearly, or feel less alone in the responsibilities they carry.

Thank you for the work you do—and for considering this invitation.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

Leading Through Complexity and a Reason For Optimism

Thu, 22 Jan 2026 10:51:06 GMT

Why a roomful of leaders in Minneapolis left me hopeful, even now

Minneapolis is living through an exceptionally intense moment in its civic life. Aggressive federal immigration enforcement is unfolding in real time, met by sustained local activism, protests, and legal challenges that now shape everyday civic interactions and carry profound (and even deadly) consequences. For many residents, particularly within immigrant communities, this moment is defined by fear — fear of visibility, fear of separation, fear of what an ordinary day might suddenly bring. That ongoing pressure sits alongside the lingering shock of last summer’s targeted assassinations of public officials in Minnesota, reminders that public service, and civic life more broadly, can feel deeply exposed, personal, and fraught all at once.

In moments like this, public life tends to harden. Conversations narrow. Positions calcify. The instinct to retreat, to choose sides, or to disengage altogether can feel not only understandable but rational. Dialogue itself can begin to feel unsafe, insufficient, or naïve — a luxury ill-suited to moments of real danger and consequence.

Last August, long before this latest escalation, I was invited to deliver my Leading Through Complexity keynote for the Minnesota School Boards Association. That invitation brought me to Minneapolis last week, where nearly 1,000 school board leaders gathered from communities across the state — elected officials, appointed members, and professional staff. They arrived carrying the same headlines, the same weight, and the same questions — even as they brought different political beliefs — about how public institutions are supposed to function when the civic ground feels this unstable.

Early in the session, I asked a simple question using a format familiar to those who have seen me speak before. Through their smartphones, participants responded anonymously and simultaneously, creating a live word cloud. In a moment defined by fear, consequence, and division, what appeared on the screen was striking — not because it ignored reality, but because it met it deliberately.

The question itself was straightforward:

How do we expect to engage with each other, even when we disagree?

What appeared on the screen was striking.

The most common response, by far, was respectfully . It appeared more than 200 times. Close behind were listen and respect . From there came honestly, open-minded, empathy, curiosity, grace, kindness, trust, understanding, civility, compromise, common ground, mutual respect, patience, professionalism, and integrity .

There were lighter moments too. Snacks made a strong showing, alongside coffee and pizza . Minnesota’s personality came through with a few well-placed ooftas . Even those responses carried meaning. They reminded everyone in the room that governance is a human endeavor, sustained by relationships as much as rules.

What mattered most was not any single word. It was the consistency.

In a moment when headlines suggest that disagreement inevitably leads to breakdown, nearly 1,000 public leaders independently named the same expectations for how to stay in a relationship with one another. Not because they believe disagreement will disappear. Because they know it must be handled.

This is where optimism becomes reasonable.

Too often, optimism is mistaken for denial. As if believing in better civic behavior requires ignoring conflict, power, or pain. That is not what I witnessed in Minneapolis. These school board leaders were not distancing themselves from reality. They were naming the discipline required to meet it.

Local governance, whether in school boards, city councils, or county commissions, is where democracy is most tangible. These are the bodies that decide how schools are funded, how communities grow, how services are delivered, and how neighbors encounter one another through public systems. When these bodies fracture, trust erodes quickly. When they function well, even amid disagreement, trust has a chance to grow.

What the word cloud revealed is that many local leaders already know what effective engagement requires. Listening before responding. Assuming positive intent. Staying curious. Speaking honestly. Maintaining dignity. Focusing on shared purpose, especially when serving students and future generations.

None of that guarantees agreement. But it creates the conditions for progress.

That matters right now because so much of our national conversation has become performative. Loud voices dominate. Outrage is rewarded. Nuance is flattened. In that environment, it is tempting to believe that respectful dialogue is outdated or weak.

The evidence from Minneapolis suggests otherwise.

These leaders are not asking for silence or conformity. They are asking for professionalism, humanity, and courage. Courage to stay at the table. Courage to listen to views they may strongly oppose. Courage to slow down when emotions run high. Courage to remember that disagreement is not a failure of leadership, but an inherent feature of it.

This is not about politeness for its own sake. It is about sustaining institutions that can actually do their work. Schools do not improve when boards are locked in perpetual conflict. Communities do not thrive when councils cannot deliberate. Civic life does not endure when dialogue collapses.

The optimism here is not abstract. It is practical.

Across the country, in rooms like this one, local leaders are choosing to hold themselves to standards that the broader culture often abandons. They are choosing respect over ridicule. Listening over shouting. Curiosity over certainty. That choice does not make headlines. But it shapes outcomes.

The future of our civic life will not be determined only by national figures or viral moments. It will be shaped, day by day, in school board meetings, council chambers, and committee rooms where people decide how to engage when they disagree.

Last week in Minneapolis, nearly 1,000 leaders made their expectations clear. They expect dialogue. And in this moment, that

is not naïve at all. It is a disciplined, hopeful, and deeply necessary act of leadership.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
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Questions From the Field

Tue, 13 Jan 2026 09:47:04 GMT

You asked, I answered.

Last week, I shared my Substack article titled SWOT²: Four Questions That Open Possibility and Build Consensus .

Thanks to everyone who has already read and subscribed - and especially to those who responded with questions to which I’m delighted to share some thoughts.

From a city council member:

“Every meeting feels rushed. When I try to slow things down, I get eye rolls.

How do I pause the conversation without being ‘that person’?”

Asking for more time can sound like a delay, even when that’s not the intent. Instead of calling for a pause, try redirecting the conversation with a more basic question: “What are we most trying to protect as we talk about this?”

People are often more willing to talk about what they want to protect than what they’re ready to change. Only when core concerns feel heard does the door open to discussing future possibilities. Naming what’s “sacred” won’t decide the outcome, but it can create the time and space for better options to emerge.

From a school board chairperson:

“We say we want honest conversations, but people still hold back. The real talk happens after the meeting.

How do we change that?”

That hesitation is understandable. In many settings, even thinking out loud can feel risky. People worry that a half-formed idea will be remembered as a firm position or, worse, be used against them later.

One of the most effective ways to change that is for the chair to use their role intentionally. Build space into the agenda by clearly naming a time for ideas, questions, and possibilities before asking—or even allowing—anyone to declare a position or make a motion. Say out loud that this part of the conversation is for exploration, not commitment. When people know curiosity comes first, and that positions and decisions come later, they’re more willing to speak honestly. Candor grows when people trust that thinking out loud won’t be punished.

From a senior staff leader:

“We keep doing things that don’t work anymore, but nobody wants to say it out loud.

How do we move on without blaming past decisions?”

One helpful move is to separate what is being said from who is saying it. In many settings, I use technology tools that let people share ideas at the same time and without names attached. (If you’ve experienced how the audience creates word clouds during one of my keynotes or workshops, I use Mentimeter technology, though others may work, too.)

When feedback comes in this way, the conversation shifts. People can name what isn’t working without worrying about being seen as critical or disloyal. It often opens the door to hearing, “This worked once, but it doesn’t anymore.” Letting go doesn’t mean anyone failed. It means the group is paying attention to what the moment calls for.

What Question Are You Carrying?

Effective leadership often turns on asking the right question at the right moment. If something has been sitting with you, I invite you to share it. We actively take on these questions—on the podcast , on Substack , and in this newsletter —because chances are others are carrying something similar into their work as well.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
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SWOT²: Four Questions That Open Possibility and Build Consensus

Fri, 09 Jan 2026 09:36:39 GMT

A way of asking better questions in complex civic conversations

If you spend time in leadership conversations, you may recognize this pattern.

People come to the table prepared, committed, and ready to contribute. They care deeply about the work and the community it affects. And yet, strategic discussions often move quickly toward decisions before there has been enough space to understand what matters most to the people involved.

When that happens, progress can feel harder than it needs to be. Tension rises. Positions harden. Even well-intended conversations can drift into advocacy before shared understanding has had a chance to form. Over time, one lesson has surfaced again and again: better outcomes tend to follow better questions.

SWOT² is a way of slowing the conversation just enough to help people understand one another before deciding together. Rather than diagnosing an organization or ranking options, it reframes the familiar SWOT exercise into four human questions that invite reflection, curiosity, and shared meaning ahead of action.

The framework has been developed and refined through work with governing bodies and leadership teams navigating complex decisions, where clarity depends as much on trust as it does on analysis.

What follows is a practical look at how these questions function in real leadership conversations.

The questions themselves are simple, but they are not shallow:

What is Sacred and deserves to be protected or preserved?
What would be Wonderful to achieve if we allowed ourselves to imagine boldly?
What are we Over, meaning ready to approach differently or leave behind?
What deserves greater Teamwork because it cannot be carried alone?

Taken together, these questions shift the work from advocacy to exploration. They help people feel connected, respected, and heard, which is the foundation of legitimate leadership and durable progress.

What Is Sacred: Starting With Shared Meaning

Early in one retreat, before discussing challenges or goals, leaders were asked a simple question: What in your community deserves to be protected or preserved?

The answers were deeply personal. Public spaces. Quality of life. Trust in local government. The character of a place that still felt like home. What surprised the group was not how different the answers were, but how much they overlapped.

This question works because it bypasses policy and goes straight to purpose. Even when people disagree about how to move forward, they often care deeply about the same core things. Naming what is sacred reminds everyone why the work matters and grounds disagreement in shared responsibility rather than competing agendas.

When groups begin here, the tone changes. Listening deepens. People become less reactive because they can see the common ground beneath their differences. Strategy begins not with goals, but with meaning.

What Would Be Wonderful: Making Space for Hope

Leadership can narrow the imagination. The pressure to be realistic, responsible, and cautious often squeezes out aspiration, especially in environments shaped by scrutiny and risk.

So the next question deliberately opens the door again: What would be wonderful to achieve?

In one setting, leaders spoke about long-term vitality, stronger community connection, infrastructure that truly served future needs, and a renewed sense of pride residents could feel. No one was asked to defend feasibility. No one had to translate vision into policy. The invitation was simply to name possibility.

When people are never invited to articulate what they hope for, plans become transactional. Energy drains away. Vision gets replaced by maintenance. Naming what would be wonderful does not commit anyone to unrealistic promises. It reconnects leaders to purpose and gives strategic work something to aim toward. Hope, when handled honestly, is not naïve. It is motivating.

What Are We Over: Letting Go as Leadership

Then comes the question people rarely expect, but almost always welcome: What are we ready to be over?

In real conversations, people speak less about specific projects and more about patterns. Chronic division. Outdated processes. Endless meetings that produce little clarity. Always reacting instead of planning. In staff settings, similar themes emerge with different language: role confusion, micromanagement, and communication habits that create heat without progress.

What makes this question powerful is how it reframes letting go. Naming what no longer serves the organization is not an admission of failure. It is an act of stewardship. Groups often discover that others have been carrying the same frustrations quietly, unsure whether it was safe to say them out loud. When those experiences are named respectfully, trust increases rather than erodes.

By pairing “wonderful” with “over,” the conversation stays balanced. Vision remains grounded. Critique remains constructive. Honesty does not slide into cynicism.

Where Teamwork Becomes Essential

The final question turns reflection into responsibility: What deserves greater teamwork?

By this point, something important has already happened. People have been heard. Assumptions have surfaced. Shared values and tensions are visible. Now the group can ask where collaboration is not optional, but essential.

In some settings, leaders name the need for clearer roles and healthier relationships between governing bodies and staff. In others, staff emphasize coordination across departments, shared priorities, or more consistent follow-through. What emerges is rarely a lack of effort. More often, it is a lack of alignment.

This question reframes teamwork not as harmony, but as shared ownership. It asks where success depends on people working together across roles, silos, and perspectives. When groups reach this point, strategic planning becomes practical. Action steps are clearer because they are rooted in shared understanding, and decisions are easier to explain publicly because the process that shaped them was thoughtful and inclusive.

A Closing Reflection

SWOT² does not promise easy agreement. It does something more important.

It creates the conditions for legitimate leadership by ensuring that people feel seen before they are asked to decide. It slows the conversation just enough to allow insight to emerge and honors disagreement without letting it dominate.

As communities and organizations face increasingly complex challenges, the quality of our questions matters as much as the quality of our answers. These four questions are offered not as a formula, but as an invitation to begin conversations that are more honest, more human, and ultimately more constructive. Leadership often involves thinking out loud in safe spaces before speaking publicly. Both kinds of reflection are welcome here.

An Invitation to Reflect

If this framework raises questions, reflections, or examples from your own experience, you are welcome to share them in the comments. Thoughtful dialogue is part of how understanding deepens, and readers often learn as much from one another as from the original piece.

For those who prefer to reflect privately or pose a more detailed question, a short form is available to share thoughts or questions confidentially. Those reflections will help inform future writing and continued exploration of this work.

Share a private reflection or ask a question here .

Connect with Matt:

Email me at Matt@SocialProsperity.us .
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A New Year, A New Conversation

Wed, 07 Jan 2026 11:34:59 GMT

The turn of the calendar often brings bold resolutions and ambitious plans.

Welcome to Democracy Runs on Dialogue™

In local leadership, experience teaches a quieter truth. Progress rarely begins with answers. It begins with better questions, asked together. That belief sits at the heart of Democracy Runs on Dialogue™ , my new Substack created to explore the human work of leading and governing together.

This space is an outlet for exploring the questions, tensions, and patterns that surface in real-world leadership and governance. Some posts will unpack practices and frameworks drawn from facilitation and strategic planning. Others will linger with a question, a moment of uncertainty, or a point of friction that feels worth sitting with a little longer.

This isn’t a series to keep up with. It’s a conversation to return to.

Join the conversation . Subscribe for free to receive new posts and support my work.

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Email me at Matt@SocialProsperity.us .
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A Year-End Message from Matt Lehrman

Mon, 08 Dec 2025 10:53:23 GMT

Insights from the October Local Leadership Chat

As we move into the final stretch of the year, I want to share an insight that emerged powerfully from our October 30 Local Leadership Chat. It was one of the most honest conversations we have ever had together, filled with candor, courage, frustration, hope, and the kind of truth-telling that only happens when people feel safe enough to speak plainly.

Right at the start, I asked participants to name the stress they carry. In a live poll, more than a third described their civic leadership stress as high or very high — meaning what they felt was sometimes or often overwhelming.

For many, seeing the numbers felt validating. For others, it was a mirror held up to a burden they had been trying to shoulder quietly.

One person put it bluntly: “There’s more demand than there is supply of staff. It’s been a long time of doing more with less, and you really feel the impact of it.” Another described watching colleagues on “the brink of not knowing how much more stress they can handle.”

Several spoke about protecting their teams from dysfunction at the top. “I did everything I could to shoulder all of it and protect my staff. They had no idea what was going on behind the scenes.” Another shared the heartbreak of leaving for their own well-being, while knowing, “I left with my integrity, but I knew my staff would be next.”

And then there was the loneliness — the part so many feel but rarely name. Someone admitted they were “on the verge of resigning,” adding, “You are only a leader if somebody is following, and I am not sure I can get through to them.” Another described the emotional toll of absorbing anger: “You try not to, but you do. And then you feel guilty for not meeting everyone’s expectations.”

These are not minor frustrations. These are the real burdens carried by people who care.

Which is why I want to offer this simple encouragement: give yourself the gift of grace this season.

In the second half of our chat, we asked what keeps each person grounded or resilient when things get tough. The answers were thoughtful and brave.

One leader spoke of hearing their spouse’s voice saying, “Why can’t you be home by five like everyone else?” — a reminder to set boundaries. Another described carving out quiet each morning, knowing that “you cannot pour from an empty cup.”

Someone shared the impact of sending handwritten thank-you notes to people they disagree with: “Thank you for bringing a different perspective.” Those notes, they said, opened conversations they never expected.

Another leader grounded themselves in humility: “I remind myself I don’t know everything, and that’s why we listen. My superpower is asking questions.”

And one person spoke a truth that resonated deeply: “It helps just to know I’m not alone.”

As the year draws to a close, that is the invitation I want to leave with you.

Give yourself the grace to slow down.
Give yourself the grace to acknowledge what this year has taken out of you.
Give yourself the grace to remember that leadership does not require martyrdom.
Give yourself the grace to repair whatever needs attention without punishing yourself for being human.
And give yourself the grace to enter the new year with a plan to sustain yourself, not merely to endure.

This is a holiday message, yes. But it is also a message for every season and for anyone carrying the weight of local leadership with integrity, compassion, and steadiness.

In the spirit of practicing what I’m encouraging here, this will be my final message of the month. Let’s all allow ourselves a bit of breathing room as the year comes to a close. And please know this: if you need anything — a sounding board, perspective, or simply someone to talk things through — I am here for you.

Matt Lehrman

Social Prosperity Partners

Matt@SocialProsperity.us

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Calling Local Leaders: Be a Guest on Community Catalysts

Tue, 02 Dec 2025 13:12:22 GMT

An Invitation to Share Your Leadership Story

The Community Catalysts podcast is taking a year-end break. As we plan our January return, we’re seeking new guests — leaders from throughout local government with inspiring and instructive experiences worth sharing. If you serve your community as an elected official, an appointed leader, or a staff professional in a city, county, or school district, we’d be honored to hear from you.

This podcast is strongest when it lifts the full range of leadership journeys: how people step into public service, the pressures they face, and the lessons that help others lead with clarity and courage. Your story, or the story of someone you know, could make a real difference!

Click here to express your interest. Now is the perfect moment to add your voice to the conversations that will shape the year ahead.

See you in January with fresh insights and important perspectives!

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Email me at Matt@SocialProsperity.us .
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Our Shared Purpose

Wed, 19 Nov 2025 12:49:41 GMT

Our Shared Purpose

Matt Lehrman

Social Prosperity Partners

As we approach Thanksgiving and the final stretch of the year, I wanted to offer something a little different — a short reflection on the work we share and the spirit of togetherness that holds our communities together.

You don’t need me to tell you that public life feels heavy these days. You see it in your meetings, in your inbox, and in the way people show up — hurried, hopeful, frustrated, determined. And yet, every day, local leaders across the country continue doing the steady, patient work that makes democracy real. That persistence is worth noticing. It’s worth honoring. And it’s worth being thankful for.

This week’s episode isn’t an interview; it’s a message from me to you. A moment to pause, reflect, and reconnect with the purpose that brought you to public service in the first place. My hope is that it offers a breath of encouragement at a time when encouragement matters.

I also share a quick update: Community Catalysts will take a short publishing break through December and return in January with new conversations, new insights, and more stories from the people who make local leadership work.

I hope you’ll give this reflection a listen — and carry its spirit into the season ahead.

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A Season for Asking Better Questions

Mon, 17 Nov 2025 16:00:12 GMT

A Season for Asking Better Questions

Reflections from the November 2025 Local Leadership Chat

By Matt Lehrman

Social Prosperity Partners

As the year draws to a close, it helps to remember that strong New Year's Resolutions don’t actually begin in January. They begin with the questions we ask before making any commitment. These final weeks offer room for Year-End Contemplations — a season to pause, open up, and be curious about what truly deserves our attention. When we give ourselves that space to wonder first, the choices we make for the year ahead become clearer and more grounded.

That spirit shaped our November Local Leadership Chat , which opened up a wide-ranging exploration of the questions most present on the minds of local leaders today.

Living with “unexpected leadership”

We began with a question that many leaders quietly carry: What happens when leadership changes and you have no control over who walks through the door?

One participant asked bluntly, “How do I prepare for the absolute unknown of what leadership will look like a year from now?” Their mayor has served for more than a decade. A new mayor is guaranteed at the next election, and the staff knows the future leader could be anyone who meets basic residency and age requirements. As another person put it, “It could just be a random person who meets the residency requirement… there’s no business requirement, no knowledge requirement.”

Someone serving on a school board related immediately, describing “unexpected leadership” as something that “would give me anxiety.” The question behind the question was simple and honest: “Who am I going to work with next? How is that going to work?”

We talked about the “dance” of governance. I shared a memory of a professor who said that people who understand politics often appreciate the art of dance: “People moving through space gracefully around other people who are also moving through space.” The concern in the group was that a new leader might arrive who is not prepared for that dance at all. As one person joked, “When you don’t know if that person is classically trained or a break dancer… or even has legs.”

Underneath the humor was a serious leadership question: How do we prepare ourselves, our staff, and our community for new leadership that may arrive with very different skills, expectations, and values?

Education, struggle, and standards

From there, the conversation moved into education, which turned out to be a deep well of concern.

One participant voiced what many are feeling: “How did we get to a place where public schools are failing so badly?” They described students graduating high school with “a second-grade reading level,” needing remedial work just to function in college, and asked whether we have “failed our next generations and continue to fail.”

Another person suggested reframing the question: “Is that really the question… or is the question more about how do we get out of the situation we’re in?” The group agreed that understanding how we arrived here matters, but only if it leads to a more constructive path forward.

Several voices emphasized the importance of struggle in learning. One person used a vivid comparison: “Learning comes from struggling. Struggling and then you move through that… that exhilaration after you make it through the struggle. That’s when you learn.” They noted that we accept “no pain, no gain” in physical exercise but often resist the same principle in education.

At the same time, an experienced educator reminded us of the nuance required: “Discomfort is growth, maybe not pain, but discomfort.” The challenge is helping students stretch without shutting down. “As soon as you stop understanding what I’m saying, you stop listening, you stop learning, and you stop growing.”

The conversation broadened into questions of parental expectations, funding formulas, and culture. One participant observed that communities with high parental engagement often push teachers to set higher standards, regardless of funding: “It’s not always about how much money you have. It’s about whether parents put a high standard on education and give teachers permission to challenge students.”

Yet another pointed out the danger of locking into conclusions too quickly. When we start with, “The system has failed, full stop,” we can unintentionally put people on the defensive, especially those who have poured their lives into that system in good faith. The question that emerged was more open: How do we express concern about failure and urgency for change in ways that invite collaboration rather than hardening opposition?

Elections, trust, and the duty to show up

At one point, I added a question that has been on my own mind: what is our responsibility, as local leaders, to the health of the election systems we depend on?

In towns, cities, and school districts, we do not run the elections ourselves. We rely on processes managed by counties and states, and most of the time we simply “abide by the way that process goes.” But we have also seen, in recent years, the fragility of our system of government and the many ways that trust in elections can be shaken.

So the question I put to the group was this: “Should everyone who serves in local government have a duty to step up and help ensure our election processes are solid and trusted?”

Not because we doubt the integrity of every election office, but because our confidence in the system would be stronger if we showed up as volunteers and poll workers instead of just assuming everything works. We must not assume that these systems are self-correcting, indestructible, or beyond our responsibility. Even asking the question changes how we think about our duty to democracy at the local level.

Vision, strategic planning, and steadying the ship

We then shifted to a different kind of question: If your community could pause together for just one hour, what question would you most want people to wrestle with?

One person offered a beautiful, forward-looking prompt: “How do we see our community in 20 years, and what vision could we aspire to?” They described this vision as a “North Star” for decision-making: “Every decision you make, you should think about the vision you have in front of you. If it doesn’t serve the vision, why are you doing it?”

I shared a pair of questions I often use when facilitating community visioning:

“What do you appreciate that exists in our community today thanks to the efforts of people more than 20 years ago?”

And then, “What could we advance or create today that people in our community will be thankful for 20 years from now?”

Several participants tied this directly to strategic planning. In some communities, leadership turns over quickly and there is no shared written plan. One person described their city as facing the arrival of a new mayor without any current strategic plan: “I’m a firm believer in having organizational goals set out so no matter who comes in, you already know what direction the community is headed.” Without that, they said, “everything is subject to change.”

Another participant contrasted that with a school district that had recently completed a thoughtful strategic planning process, asking: Are we doing the same for our cities and towns, or does planning only happen in certain parts of our public life?

This led to an additional question we added to our “New Year’s Prologue” list: Have we articulated our direction clearly enough that when leadership changes, the community can tell whether we are continuing a shared trajectory or suddenly turning the wheel?

Division, “eternal wrestling matches,” and the possibility of unity

As we went deeper, someone raised what they called “the elephant in the room.” In their community, residents are sharply divided between those who want more development and those who want to preserve the town as it was decades ago. Their question: “Is there even a possible way for those two opposing forces to unify in a forward direction when both are so adamant that their way is the only right way?”

Then came a line that could easily serve as the headline for the entire conversation:
“Do people just like to stay in that eternal wrestling match because that’s the way it’s always been?”

Another participant added that, in their view, “The majority of people are more reasonable than we know,” but our systems tend to elevate the loudest and most entrenched voices. Someone else asked whether we are being misrepresented by this dynamic: “Are we misrepresented in many ways? Is there a way to find consensus through conversation and prioritize together in a way that’s focused on results and not platforms?”

Those questions cut to the heart of civic leadership in our time. Are we content to keep reenacting the same battles, or are we willing to create spaces where people can step outside their usual roles, listen, and discover what they might have in common?

Cynicism, “voting no on everything,” and feeling powerless

The conversation also surfaced the frustration of trying to lead in an environment of cynicism.

One person described a town where certain voters have adopted a reflexive strategy: “Let’s just vote no on everything.” They shared the difficulty of living in a second year of a default budget, despite “some budgets that have a 0% increase in two years,” and even watching people vote no on grants and “free money” that would fund food pantries and youth programs. Their question: “How do we get through to people who literally go down the ballot and vote no on every single item?”

Another participant connected that behavior to a deeper sense of powerlessness: “What’s the point? Nothing ever changes, our voices don’t matter.” They told a story of contributing more than twenty hours to a strategic planning process, only to see none of the community input reflected in the final plan. For them, this confirmed the worry that, “We’re completely dismissed all the time.”

The group recognized the pattern: when people repeatedly feel ignored, disengagement and negativity follow. The question becomes: How do we rebuild trust in public processes so that people feel their time, voice, and experience matter?

Power, fairness, and the courage to name what is wrong

Later, we heard about communities where long-time insiders still wield outsized informal influence. Former officeholders call staff directly. Some residents can “quickly get someone on the phone,” even the police, while others are fined and can barely get a call returned. One person explained, “Most people are unhappy about it, but they say, ‘Why bother? Just let them do their thing,’ and go along.”

Their question was simple and courageous: “Maybe the water needs to be stirred.”

Another participant, speaking from a staff perspective, highlighted a different side of the same problem: “I didn’t know I could say no,” they reported hearing from employees. For years, employees had assumed that old power relationships still governed their work. The real question, they suggested, was whether staff know that leadership will back them when they resist undue influence.

And then there was the voice of someone who simply refuses to postpone hard questions. This person spoke of their role by saying things like, “I believe in being fair and honest, consistent and accountable for myself and others,” and, “I don’t do the good old boy system. Rules apply to everybody.” Their standard was clear: “I’m going to treat you right, and I’m going to teach you how you’re going to treat me.”

They summed up their courage this way: “If everybody votes against me, I’m still going to stand for what is right.”

That conviction brought a kind of hopeful energy to the conversation. It reminded us that even in systems that feel stuck, individual leaders can choose to act with integrity, clarity, and kindness.

Our Year-End Contemplations: questions we are carrying

By the end of the Chat, we had surfaced a powerful set of questions. A few that stayed with me:

How do we prepare ourselves and our organizations for new leadership that may arrive with no shared history and no predictable skill set?

How do we talk about disappointment and failure in ways that are honest and urgent, yet still invite collaboration from people who have devoted their careers and best efforts to the cause?

What is our responsibility, as local leaders, to strengthen trust in elections, including by volunteering in systems that are run by others?

How do we build and sustain a shared vision or strategic plan so that leadership transitions do not send our communities lurching from one direction to another?

Are the people in our communities dissatisfied with “eternal wrestling matches,” and would they welcome spaces where people can genuinely listen and work toward shared priorities?

How do we restore people’s sense that their voices matter, so they are not tempted to simply “vote no on everything”?

Where are we tolerating informal power systems that undermine fairness, and what would it take to “stir the water” in constructive ways?

None of these questions has easy answers. That is precisely why they belong in our minds as the year ends.

An invitation

Good questions have power. They open us up. They create space for new possibilities. They help us see ourselves and our communities from fresh angles. Just as a resolution can push us into action, the right question can pull us toward insight. And once a truly good question has been asked, it is very hard to un-ask it.

As a civic facilitator, this is the work I care about most: bringing people together to ask important questions in ways that are meaningful and productive. If any of these questions resonate with you, or if there are others you are carrying into the new year, I would be honored to hear them.

Reach ou t and share what is on your mind. Your questions may be exactly what another community needs to consider. And together, in conversation, we can help make 2026 a year not only of resolutions, but of thoughtful, shared reflection on the work of leading and governing together.

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Councilmember Brenda Kalivianakis of Fountain Hills, Arizona

Mon, 17 Nov 2025 10:45:13 GMT

"Unlearning Partisanship"

Councilmember Brenda Kalivianakis

Fountain Hills, Arizona

What happens when loyalty turns into pressure — when the people who helped you win begin telling you exactly how to vote?

That’s the dilemma faced by Councilmember Brenda Kalivianakis of Fountain Hills, Arizona, and the focus of this week’s Community Catalysts conversation.

Elected in 2022 as part of a conservative majority backed by a powerful local movement, Brenda entered office with solid credentials: former prosecutor, defense attorney, business owner, and member of the U.S. Coast Guard Auxiliary. She ran on fiscal restraint and accountability, but soon discovered how easily those principles could be twisted into demands for obedience.

She recalls being summoned by community power brokers who insisted she vote their way on a major development — even warning that her political future would be “torpedoed” if she didn’t comply. When she refused, one donor even asked for a refund, saying, “They didn’t get what they paid for.”

That moment became a turning point. Brenda began to see her oath of office — to serve faithfully and impartially — as a commitment to all residents, not just those aligned with her party.

Her story is a reminder that partisanship doesn’t just divide Washington; it can distort the very heart of local governance. Brenda’s candor reveals what it takes to keep integrity intact when political loyalty demands conformity.

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Brooks Williams, City Manager, Ferris, Texas

Mon, 10 Nov 2025 18:50:21 GMT

“Success Is Quiet”

Brooks Williams, City Manager

Ferris, Texas

Every now and then, I come across someone whose words stop me mid-scroll—and make me feel proud all over again to work in and alongside local government.

That’s what happened the first time I read a post by Brooks Williams , the City Manager of Ferris, Texas. Brooks has become one of the most inspiring and widely followed voices on LinkedIn writing about leadership in public service. His posts have this rare combination of precision, poetry, and perspective—equal parts encouragement and accountability.

Here’s a glimpse of his voice from one that especially struck me:

“They won’t write stories about what you prevented.

They won’t measure what didn’t fall apart.

They won’t thank you for choosing function over fanfare.

Because in this line of work, success isn’t a standing ovation.

It’s a city that still runs, a crisis that never came, and a public that never knew how close it got.”

That’s the kind of insight that makes Brooks’s writing stand apart. It’s not self-congratulatory—it’s deeply grounded in service. His words reflect a philosophy that leadership is not about being seen, but about ensuring that the systems and people around you can thrive quietly, dependably, and with integrity.

In our conversation for Community Catalysts , Brooks shared how his writing began as a personal reflection—“therapeutic,” as he put it—and evolved into a source of encouragement for peers who were feeling worn down by criticism or cynicism. His posts have since become rallying points for city and county managers, school administrators, and countless others who know that good governance depends on both competence and heart.

If you spend any time on LinkedIn, I can’t recommend following Brooks Williams highly enough. He’s redefining what it means to speak with pride about public administration—and to remind all of us that government done well is not just effective, it’s noble.

You can listen to our full conversation wherever you get your podcasts.

—------------------

His LinkedIn profile: https://www.linkedin.com/in/brooks-w-chief-quality-officer/

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Dave Albo, Former Member, Virginia House of Delegates

Tue, 04 Nov 2025 13:15:02 GMT

“The Long Game of Leadership”

Dave Albo

Former Member, Virginia House of Delegates

In politics, success often comes to those willing to stay at the table long enough to get it right. Few know that better than Dave Albo, who represented Northern Virginia in the Virginia House of Delegates for nearly 24 years—including 12 as chairman of the powerful House Courts of Justice Committee.

In this week’s Community Catalysts conversation, Albo shares what it really takes to move complex legislation forward. He recalls how, in 2013, Virginia passed the largest transportation funding package in its history—a solution eight years in the making. As a Republican who opposed raising taxes, Albo wrestled with the tension between principle and practicality, ultimately finding that good governance sometimes demands both.

His reflections are as relevant today as ever. “Just because the other party has a position,” he says, “doesn’t mean it’s stupid automatically—it probably identified a real problem.” In an age when politics rewards quick soundbites, Albo reminds us that the real work of democracy lies in patience, empathy, and precision.

The lesson? Leadership isn’t about always being right—it’s about being willing to work through the details until you get it right.

This episode is made possible by the Regional Elected Leaders Initiative (RELI) at George Mason University’s Schar School of Policy and Government , which connects and supports local leaders across Northern Virginia in tackling complex challenges through collaboration and innovation.

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A Message for Every Season

Thu, 30 Oct 2025 11:13:51 GMT

A Message for Every Season
Reflections Inspired by the October 30 Local Leadership Chat

By Matt Lehrman

Social Prosperity Partners

As we head into the final stretch of the year, I want to offer a holiday message that grew directly out of our October 30 Local Leadership Chat . It was one of the most honest gatherings we have ever had together. The conversation was full of candor, courage, frustration, hope, and the kind of truth-telling that only happens when people feel safe enough to speak plainly.

In the very first minutes, leaders shared the stress they carry. More than a third of participants said their civic leadership stress was “high” or “very high.” For many, it felt validating simply to see the numbers. For others, it felt like a mirror held up to what they had been trying to shoulder quietly.

One person put it this way: “There’s more demand than there is supply of staff. It’s been a long time of doing more with less, and you really feel the impact of it.” Someone else spoke about watching colleagues “on the brink of not knowing how much more stress they can handle.”

Another leader reflected on trying to protect staff from dysfunction at the top, saying, “I did everything I could to shoulder all of it and protect my staff from it. They had no idea what was going on behind the scenes.” Another shared the heartbreak of leaving for their own well-being, only to worry, “I left with my integrity, but I knew my staff would be next.”

And then there was the loneliness that so many described but rarely say aloud. One person admitted they were “on the verge of resigning,” adding, “You are only a leader if somebody is following, and I am not sure I can get through to them.” Another reflected on the emotional toll of feeling blamed for everything: “You absorb anger. You try not to, but you do. And then you feel guilty for not meeting everyone’s expectations.”

These are not small things. These are not passing frustrations. These are real burdens carried by people who care.

And that is why I want to offer this: give yourself the gift of grace this season. In the second half of our chat, we turned the question around and asked everyone: What keeps you centered or resilient when things get tough?

The answers were as thoughtful as they were brave.

One person shared, “My husband keeps asking why I can’t be home by five like everyone else. That’s the voice I hear when I need to set boundaries.” Another spoke about blocking out time every morning for exercise or quiet: “You cannot pour from an empty cup.”

Someone else talked about sending handwritten thank-you notes even to people they disagree with. “Thank you for bringing a different perspective,” they write. “It has opened up conversations I never thought would happen.”

Another leader said their grounding practice was simple: “I remind myself I don’t know everything, and that’s why we listen. My superpower is asking questions.”

And one person distilled it to a truth we all felt: “It helps just to know I’m not alone.”

As the year draws to a close, that is the invitation I want to leave with you.

Before you step into 2026, give yourself the grace to slow down.

Give yourself the grace to acknowledge what this year has taken out of you.

Give yourself the grace to recognize that leadership does not require martyrdom.

Give yourself the grace to clean up whatever messes the year has left behind without punishing yourself for being human.

And give yourself the grace to enter the new year with a plan to sustain yourself, not just to endure.

This is a holiday message, yes. But it is also a message for every season. A message for anyone carrying the weight of local leadership and trying to do it with integrity, compassion, and steadiness.

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Mayor Bill Danielson, Irmo, SC

Tue, 28 Oct 2025 13:15:01 GMT

“Sometimes a Hammer, Sometimes a Feather”

with Mayor Bill Danielson

Irmo, South Carolina

When Mayor Bill Danielson of Irmo, South Carolina, described himself as a “hammer guy,” I knew we were in for a real conversation. After more than 35 years in business, the Mayor came into public office with a strong personality and a drive to get things done. But what struck me most in our interview was his candor—the way he acknowledged that leadership in local government requires something different than the hammer alone.

The Mayor put it plainly: “Sometimes it’s a hammer, sometimes it’s a feather.” In those few words, he captured a lesson many of us learn the hard way. The same force and confidence that can close a business deal doesn’t always work across the council dais or with neighboring jurisdictions. In government, progress depends on listening carefully, choosing words thoughtfully, and respecting relationships that may take years to build.

What I appreciate is the Mayor’s willingness to admit that this wasn’t instinctive for him. It’s something he’s had to learn on the job—discovering when to push and when to soften, when to assert and when to invite. That self-awareness is rare, and it’s exactly the kind of insight that makes Community Catalysts conversations so worthwhile.

His story is about more than Irmo’s challenge of funding local government without property or sales tax. It’s about a leader recognizing that strength isn’t just about pressing harder—it’s about adapting, staying open, and letting the role teach you what’s needed.

That’s a lesson every community leader can take to heart. Sometimes we need the hammer. More often, we need the feather.

You can listen to my full conversation with Mayor Danielson on the Community Catalysts podcast.

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Milton Brown, School Board Member, Washington County, FL

Tue, 21 Oct 2025 12:15:00 GMT

“Welcome Fearless Leaders”

Milton Brown

School Board Member, Washington County, FL

Some people carry a presence that immediately commands both respect and curiosity. Milton Brown is one of those people. When I first heard him open a gathering of the Florida School Boards Association with the words “Welcome, fearless leaders,” I knew I wanted to hear more—and I’m so glad I asked him to share his story on Community Catalysts .

Milton serves on the school board in Washington County, Florida, but his journey to public service is unlike any other I’ve encountered. He has lived through experiences that tested his courage, reshaped his perspective, and deepened his commitment to serving others. These are not stories I could ever summarize adequately—you need to hear them from Milton himself.

What comes through so powerfully is the heart behind his leadership: a belief that every person deserves respect, that obstacles demand persistence, and that fear should never be allowed to freeze us in place. In a rural district where resources are stretched and challenges are constant, Milton embodies the conviction that leadership is about showing up, listening deeply, and finding a way forward.

I hope you’ll make time to listen to this conversation. Milton Brown’s voice is steady, grounded, and incredibly compelling. His example reminds us all why fearless leadership matters—and how it’s possible, even when the odds are against us.

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Who Are We Becoming? Reflections on Belonging—and Why It Matters

Wed, 15 Oct 2025 22:00:05 GMT

Who Are We Becoming?

 Reflections on Belonging—and Why It Matters

By Matt Lehrman

Social Prosperity Partners

The September Local Leadership Chat circled one theme again and again: belonging—not just as economics or growth, but as spirit, ownership, and care. As one community leader said plainly, “There’s economic development, and there’s community development. They’re not the same.” Jobs and housing matter, but so do rituals, relationships, and the sense that “you belong here.”

We heard the strain of rapid change: “What was once a small, affordable, tight-knit community… is now very expensive… homelessness has skyrocketed.” In the midst of that, the work isn’t to decree identity, but to steward the process: “When it’s city-run outreach, we’re more communicating at them than with them.” The fix? “Neighbor-to-neighbor conversations, where they discover what their priorities are and find ways to work together.”

Belonging shows up in practice. One city lowered the requirement for boards and commissions: “We changed residency to one year so military families could serve… even if they’re only here three years, they bring wisdom and ideas.” Another reframed the message publicly: “You belong here” went from slogan to mural—and to a service award that recognizes people “who give of themselves.” Festivals, National Night Out, even quirky traditions (“live donkeys” for a holiday pageant) weren’t treated as fluff; they’re on-ramps to connection and a sense of community ownership. “People want experiences,” someone noted, after tripling turnout by making a community night feel like a carnival: “We gave out over 500 hot dogs.”

We also named the hard parts. “People can’t have a civil dialogue anymore.” “Council meetings are full of conflict.” A reminder landed with weight: “You’ve got to make people angry sometimes. You can’t lead without upsetting somebody.” The point isn’t to avoid conflict; it’s to host it well so people feel “connected, respected, and heard.”

A practical idea surfaced that every community can steal: reinvent the welcome wagon—not just for businesses or utility hookups, but for civic life. Imagine a simple, shared on-ramp that greets new residents with “Here’s how to plug in: boards and commissions, neighborhood projects, upcoming forums, and a few people to call.” As one person put it, “Somebody has to be the champion who brings people together.”

Belonging isn’t accidental. It’s built—through invitations, shared work, and the steady drumbeat of “you belong here.” Or, as another leader observed, maybe the deeper call is to be long—to stay, invest, and help the community become its best self.

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Pamme Jones, Executive and Artistic Director of the Ridgefield Theater Barn in Connecticut

Tue, 14 Oct 2025 12:15:00 GMT

“Theater Is Community

Pamme Jones

Executive and Artistic Director of the Ridgefield Theater Barn in Connecticut

How Do You Lead with Inclusion, Respect, and Joy?

This week on the Community Catalysts podcast, I speak with Pamme Jones, Executive and Artistic Director of the Ridgefield Theater Barn in Connecticut—a community theater with a story that’s anything but small.

Fifteen years ago, a conversation about light bulbs led to a radical reimagining of what their organization could be. Since then, Pamme and her colleagues have reshaped the Theater Barn—culturally, structurally, and physically—into a thriving center of creativity, connection, and community.

But what makes this story remarkable isn’t the $2.7 million capital expansion or the long list of programs—it’s the clarity and courage behind three simple values: inclusion, respect, and joy.

Pamme talks candidly about painful leadership transitions, the emotional cost of change, and the personal risks she’s taken to uphold those values—not just in theory, but in action. From firing a director weeks before opening night to expanding youth programs that reach beyond her zip code, she shows what it looks like to lead from purpose, not fear.

This conversation will resonate with anyone navigating the slow, hard, necessary work of transformation—especially if you're asking how to stay grounded in your values when the stakes feel high.

Listen to the episode now and consider this:

If you could re-invent your organization from the ground up, what three values would you start with?

I’d love to hear your answer. Just reply—or call 602-688-2724 and leave a message for the show.

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Beyond Bricks and Mortar: The Possibilities of Civility

Thu, 09 Oct 2025 09:07:30 GMT

Beyond Bricks and Mortar: The Possibilities of Civility

By Matt Lehrman

Social Prosperity Partners

A couple of weeks ago, at the North Dakota League of Cities ’ annual conference, I had the privilege of presenting my keynote, A Community of Possibilities , where I asked a room full of local leaders a single, revealing question:

“What would be wonderful for our community to achieve?”

Their responses filled a giant word cloud. At first glance, you’ll see plenty of tangible aspirations — housing, affordable housing, a community center, a grocery store, recreation facilities, and economic development. These are common municipal priorities. Leaders everywhere wrestle with the important and practical needs of growth, infrastructure, and vitality.

But as their conversation delved deeper, something important emerged. Local leaders began to assert that what would be most wonderful right now is less about the products of local government (the things we build) and more about the process of governing (how we treat one another along the way).

Words like respect, unity, civility, accountability, kindness, and peace weren’t afterthoughts — they stood shoulder to shoulder with conventional big-ticket projects. When I asked how they differentiate “product” from “process,” the vast majority responded that their communities’ greatest need isn’t bricks and mortar, but trust and respect.

That’s a profound takeaway. Local leadership means recognizing that without civility, even the best projects stumble. Plans fail when dialogue collapses. Economic growth slows when leaders talk past one another. Infrastructure investment gains no traction when the public feels unheard.

Conversely, when communities cultivate habits of respect, listening, and accountability, remarkable things become possible. Disagreements don’t disappear, but they take on a different character — one where even opposing voices feel connected, respected, and heard.

I came away energized by the reminder that a community of possibilities isn’t defined by what it builds, but by how it builds together. The strength of our towns and cities depends not only on the projects we pursue, but on the culture of governance and dialogue that makes progress possible.

Here’s their takeaway: Think of “wonderful” not only in terms of facilities or outcomes, but in terms of the civic behaviors that sustain community life. What would be wonderful in your context might be as much about how your board, council, or staff engages with each other and those in your community as about any single policy or project.

We live in a time when public service can feel stressful, even overwhelming. But the leaders I met in North Dakota affirmed something crucial and timeless: civility isn’t soft or secondary — it’s the sturdy foundation on which every community of possibilities is built.

—-----

Would you like to bring this conversation to your community? A Community of Possibilities is ideal for local presentation by municipalities, professional associations, chambers of commerce, community foundations, and other civic-minded organizations. Referrals are always appreciated .

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Dr. Peter Noonan, Executive Director of the Washington Area Schools Study Council (WASSC)

Tue, 07 Oct 2025 12:15:00 GMT

" Building Leadership Pipelines, Rebuilding Public Trust "

Dr. Peter Noonan

Executive Director of the Washington Area Schools Study Council (WASSC)

What does it take to sustain strong schools—and strong communities—in an era when trust in public institutions feels shaken? That’s the focus of my latest Community Catalysts conversation with Dr. Peter Noonan , Executive Director of the Washington Area Schools Study Council (WASSC) and former superintendent in Falls Church, Fairfax City, and Fairfax County, Virginia.

Dr. Noonan brings decades of leadership experience, but he’s not looking backward—he’s looking straight into two of the biggest challenges facing public education and civic life more broadly:

First, the leadership pipeline. Who will be tomorrow’s superintendents and tomorrow’s school board members? Across the country, the pool is thinning. The superintendent’s job is often seen as politically fraught, and school board service is increasingly contentious. Without intentional effort to recruit, train, and support new leaders, the governance of our schools—and the strength of our communities—could falter.

Second, the engagement imperative. COVID didn’t just disrupt classrooms. It changed the way communities interact with public institutions. Parents, neighbors, and community members are more vocal than ever—sometimes combative, often passionate, always watching. As Dr. Noonan says, the pandemic “supercharged” engagement. Leaders today have no choice but to over-communicate, to be radically transparent, and to show why their institutions matter—not just to families directly involved, but to the entire community.

In this episode, Dr. Noonan shares how he’s navigated the three distinct eras of leadership—pre-COVID, during the pandemic, and the years since. He speaks candidly about what’s durable in leadership (values, courage, and heart) and what must adapt (communication, visibility, and collaboration). And he offers insights that apply far beyond schools—to anyone working to sustain trust in local government or civic life.

This episode is made possible by the Regional Elected Leaders Initiative (RELI) at George Mason University’s Schar School of Policy and Government . RELI brings Northern Virginia’s local leaders together to collaborate, share perspectives, and strengthen the region’s capacity to meet complex challenges.

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The Hardest Question in Leadership: How Do We Get People to Care?

Thu, 02 Oct 2025 09:58:57 GMT

The Hardest Question in Leadership: How Do We Get People to Care?

By Matt Lehrman

Social Prosperity Partners

On August 25, I hosted the very first Leaders & Innovators Roundtable , a new Zoom-based discussion series that brings together a small group of civic leaders, entrepreneurs, and community builders to wrestle with a specific challenge or opportunity. Each month, the focus will be on one pressing question, approached not as a lecture but as a shared conversation.

Our inaugural session took up the growing problem of electronic waste—e-waste—the fastest-growing waste stream in the world. The technical dimensions of the issue are well documented. Engineers and policymakers know how to recycle electronics safely, reclaim valuable materials, and reduce environmental harm. Business models exist that could make the process cost-effective. On paper, the problem looks solvable.

And yet, despite all that ingenuity, less than one-fifth of e-waste in the United States is actually recycled. The solutions exist, but the follow-through does not.

That gap became the heart of our discussion. Again and again, participants returned to the question that underlies not just e-waste but so many community challenges: How do we get people to care?

It is one of the most enduring questions of leadership. Policies, programs, and infrastructure matter—but they only succeed when people are willing to engage. The difficulty is rarely just the technical fix; it is cultivating the human will to act.

This is where leadership becomes human work. Facts and figures persuade some, but real traction comes when people feel connected: when they see how their action benefits neighbors, protects future generations, or expresses pride in their community. Sometimes the key is convenience, sometimes it is a sense of responsibility, and sometimes it is the emotional pull of belonging to something larger than oneself.

There is no turnkey formula. But a common truth emerged in our roundtable: solving technical problems requires first solving human ones. Without inspiring care, even the most elegant solution will stall. With care, however, momentum builds, partnerships form, and creative answers multiply.

That is the spirit of the Leaders & Innovators Roundtable. Each month, I’ll convene a small group to brainstorm openly around one challenge. The goal isn’t to provide perfect solutions, but to wrestle together with questions that matter—to surface insights, share experience, and lend one another perspective and courage.

If you have a challenge or opportunity that you believe is worthy of group deliberation, I invite you to bring it forward. Send me a note at Matt@SocialProsperity.us with a short description. You may find that the most valuable answers aren’t technical fixes, but the deeper strategies that help people care enough to act.

Because at the heart of every community challenge, the question is the same: How do we get people to care?

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Dr. Karen Barber, Superintendent, Santa Rosa County District Schools

Tue, 30 Sep 2025 12:15:16 GMT

"Leading with Love and Clarity"

Dr. Karen Barber, Superintendent, Santa Rosa County District Schools (FL)

When Dr. Karen Barber became Superintendent of Santa Rosa County District Schools in 2020, she walked into a perfect storm: a global pandemic, a looming financial crisis, and the responsibility for 30,000 students.

In this week’s Community Catalysts podcast, Dr. Barber shares what it meant to step into leadership at that moment—and how she found her footing by returning to a simple but powerful mission: to love, educate, and prepare all students for graduation and a successful future.

What stands out in our conversation is Dr. Barber´s belief that everyone in a school system is an educator—whether bus driver, custodian, or classroom teacher. That conviction shaped her approach to leadership, inspiring trust and building resilience across the entire district.

Dr. Barber also shares the three questions she asks every staff member:

What are you most proud of as an educator?
What should I know about you personally?
What can I do to help you succeed?

These aren’t just school leadership lessons—they’re questions any leader could ask in order to build trust, clarity, and collaboration in their own community.

If you’ve ever wondered how leaders navigate crises without losing sight of purpose, you’ll find real insight here. Dr. Barber´s story is a reminder that steady leadership doesn’t begin with bold action, but with listening first, caring deeply, and leading with clarity.

Listen now to Community Catalysts and hear how Dr. Karen Barber is shaping a culture of trust and hope in public education.

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Marissa Knapp, Broome County Overdose Prevention Director

Tue, 23 Sep 2025 12:15:00 GMT

“This Is a Human Issue”

Marissa Knapp, Broome County Overdose Prevention Director

What does it take to lead on an issue that divides communities, breaks hearts, and rarely makes the evening news unless someone dies?

In this week’s Community Catalysts , Marissa Knapp offers a rare glimpse into the front lines of local leadership in the face of the overdose crisis. As Director of Overdose Prevention for Broome County, New York, she leads a coalition of more than 100 community partners—law enforcement, hospital administrators, public school leaders, grassroots advocates, grieving families, and people in recovery—all committed to saving lives.

But shared purpose doesn’t mean easy agreement.

Marissa talks openly about what it’s like to build trust where there's history, disagreement, and pain. She shares how she navigates stigma, handles public criticism, and keeps people at the table—even when emotions run high and progress feels slow.

This conversation is about leadership that doesn’t give up. It’s about persistence, empathy, and the quiet kind of courage that keeps communities moving forward.

Listen now to “This Is a Human Issue” with Marissa Knapp, Broome County Overdose Prevention Director.

Because local leadership isn’t just about making policy.

It’s about making space—for real people, real pain, and real solutions.

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Beyond Burnout: Leading When You’re Exhausted

Wed, 17 Sep 2025 09:42:33 GMT

Beyond Burnout: Leading When You’re Exhausted

By Matt Lehrman

Social Prosperity Partners

Leadership can be lonely. If you’re feeling spent, you’re not alone. Our August conversation among a cross-section of local civic leaders looked past quick fixes into “the kind of exhaustion that wears down your will, your hope, your sense of purpose.” The prompt was simple and honest: What keeps you going when it’s hard? The answers offered real recognition and practical encouragement for anyone carrying a public load right now.

Choosing your stance

Leaders kept returning to agency. “It really is a choice.” “I decide it’s gonna be a great day, and then it will be.” One mayor framed it plainly: “We have a choice to feel worn out, or a choice to keep going like the Energizer Bunny.” Faith and discipline anchored others: “I walk by faith… I guard my eyes, I guard my ears, and I’m slow to speak.”

Purpose and impact

Motivation flowed from tangible outcomes. “The direct work that I do will affect a community’s ability to have clean water… roads… bridges… broadband.” Another voice added, “What fills me up is knowing I’ve got skills I can share,” citing “clear communication to the public” and the “natural feeding energies back and forth.” A reminder echoed: “You can’t pour from an empty vessel.”

Struggle and growth

Adversity showed up as a teacher. “Struggle is nature’s way of strengthening us.” “Transformation through adversity is a thing.” Competence and courage mattered too: “Based on my experience… this is the direction you need to go.”

Navigating critics

Perspective is protective. “Focus on the silent majority.” “If you weren’t doing an okay job, they’d be letting you know.” Boundaries help: “Get off social media. Let every call go to voicemail… you don’t have to call people back for 24 to 48 hours.”

Teams and morale

Exhaustion is contagious. “There’s an underlying thing where nobody wants to admit they’re overwhelmed.” “Our team doesn’t feel heard… and that can be exhausting.” A practical reframe: “Leadership is asking what they need,” because “sometimes people just want to be heard: What do you want from this encounter?”

Rest vs. restoration

Several leaders drew a line: “Not restoration, realignment.” Strategies included “reprioritize what’s important,” trim calendars, and model health: “If you need a mental health day, take it.” Small practices count: “Write thank-you notes.” “Find a reason to laugh.” A simple diagnostic resonated: “When I’m empty, my focus goes. I forget follow-ups. Too many competing things.”

What we’re taking forward

“Choose hope” is a practice, not a slogan.

“Leadership by asking what they need” reduces exhaustion and builds agency.

“Realign, reprioritize, let go” before you speed up.

“You can’t pour from an empty vessel,” so tend the vessel.

Remember: “People are hard,” and still, “transformation through adversity is a thing.”

To every mayor, councilmember, superintendent, manager, and staff leader: the weight you carry is real, and the work you do matters to people you may never meet. Choose hope on purpose. Ask what people need and give them room to do it. Set boundaries that sustain you. Write the thank-you note. Take the next right step. When leaders model courage, care, and clarity, communities remember they are indivisible. That is how communities heal, trust grows, and the promise of local democracy moves from words to daily life.

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Rebecca StClair, Vice Mayor of Muskegon, Michigan

Tue, 16 Sep 2025 08:36:57 GMT

“Care Over Fear”

There are conversations that leave me reflecting long after they’re over—and this week’s Community Catalysts episode with Rebecca StClair is one of them.

Rebecca is the Vice Mayor and Commissioner at Large for Muskegon, Michigan—a post-industrial, working-class lakeshore city that’s transforming itself through persistence, vision, and grit. Her own leadership story is steeped in all of that. She stepped into public office through a grassroots campaign, and almost immediately found herself in the center of a deeply controversial issue—facing protests, public backlash, and personal attacks that would shake even long-serving leaders.

And yet, she stayed grounded.

What inspired me most in our conversation was how deeply rooted Rebecca is in care—for her community, for the people who live there, and for the responsibilities of civic leadership. The episode is titled Care Over Fear for a reason: Rebecca doesn’t pretend it’s easy. But she makes it clear that when we care deeply enough, we find the strength to face hard things, to keep showing up, and to lead with integrity even when it hurts.

It’s not just a story of controversy. It’s a story of conviction. Of compassion backed by courage.

If you’ve ever wondered whether your care is strong enough to carry you through the fear—through the pressure, the scrutiny, the loneliness that sometimes comes with public leadership—this is an episode you need to hear.

As always, thank you for listening—and for the ways you care for your own corner of the world.

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Brian Stephens, CEO of Caissa K12

Tue, 09 Sep 2025 12:15:00 GMT

“Advocacy is Leadership”

When Public Trust Can’t Be Assumed

This week on Community Catalysts , I’m joined by Brian Stephens—CEO of Caissa K12 —for a conversation that’s officially about public education, but really about something much bigger.

It’s about advocacy.

Brian works with public school districts around the country to help them reimagine how they communicate their value to the families they serve. And his message is urgent: Public schools are no longer the default. If districts want to stay relevant, trusted, and chosen—they have to speak up .

But what struck me in this conversation is how much that same principle applies to every facet of public service.

Whether you lead in local government, nonprofit work, or community-based initiatives, we can’t assume that people understand what we do—or why it matters. We have to show up , not just in service delivery, but in the stories we tell.

We talked about the emotional intensity of education, about shifting from a compliance mindset to one of connection, and about how leaders can reclaim the narrative around their work.

Brian doesn’t pull punches—and his insight is grounded in real experience, from political strategy to psychology to hands-on support for district leaders navigating today’s landscape of change, choice, and challenge.

This is one of those episodes that speaks to anyone trying to lead in the public interest, especially in an era where assumptions about trust, loyalty, and default support no longer hold.

If you care about public leadership, this conversation will resonate—whether or not you’ve ever set foot in a school board meeting.

Listen now.

And when you do, ask yourself: Who needs to hear your story—and what’s keeping you from telling it?

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David Tarter Former Mayor of Falls Church, Virginia

Tue, 02 Sep 2025 12:15:00 GMT

“Trust the Process”

What Rebuilding a High School Teaches Us About Civic Leadership

When David Tarter became Mayor of Falls Church, Virginia, he faced a daunting challenge: how could a small city afford to rebuild its crumbling high school without overburdening taxpayers?

The answer wasn’t just financial—it was visionary. It required patience, creativity, and deep public engagement. David led the city through a years-long process that not only delivered a state-of-the-art high school but also sparked economic development, reduced taxes, and reinforced public trust.

In this week’s Community Catalysts episode—part of a special series sponsored by the Regional Elected Leaders Initiative (RELI) at G eorge Mason University —David shares what it means to “trust the process” in public leadership. From coordinating 13 jurisdictions during the COVID-19 crisis to preparing the next generation of community builders, his story is a masterclass in practical, people-focused governance.

This conversation isn’t about theory—it’s about how local leaders navigate complexity with humility, how bold ideas take root through collaboration, and how enduring progress comes from showing up, listening, and leading together.

Listen now: Trust the Process with David Tarter

Know someone who thinks leadership is just about making decisions? Share this with them. It might just change their mind.

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The Weights We Carry

Tue, 26 Aug 2025 12:15:00 GMT

“The Weights We Carry”

A Labor Day Reflection for Those Who Carry the Weight

As we head into the Labor Day weekend, I want to offer something different—a short podcast episode, no guest this time, just a moment to pause and reflect.

Earlier this year, I conducted focus groups for the Arizona School Boards Association. What I heard was honest, raw, and heavy: the pressures, frustrations, and quiet determination of school board members and administrators doing their best in a time of immense strain.

But here’s what struck me most: the themes weren’t unique to my home state of Arizona. They weren’t even unique to education. These are the weights carried by public leaders everywhere—mayors, council members, city managers, superintendents, nonprofit directors, and others trying to serve their communities with too little time, too few resources, and more scrutiny than ever.

So I wrote something. A tribute. A reminder. A spoken reflection titled The Weights We Carry —to acknowledge what leadership feels like from the inside, and to remind you: you are not alone.

It’s just 7 minutes long. But if you’re someone who shows up to serve—especially when it’s hard—I hope it lifts your spirit as a new season begins.

Listen now. Or download the text version here .

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Mayor Jonas Anderson Cave City, Arkansas

Mon, 18 Aug 2025 10:38:05 GMT

Left to right: Trevor Dockins, Colton Croslin, Jonas Anderson, Brian Barnett.

Mayor Jonas Anderson

Cave City, Arkansas

On March 14, 2025, an EF-3 tornado tore through Cave City, Arkansas—devastating homes, businesses, and infrastructure in a matter of minutes. The power was knocked out. The cell tower crumpled. And in the dark, long before outside help arrived, residents grabbed chainsaws and flashlights and got to work.

Mayor Jonas Anderson and his team had to respond immediately—not with a polished plan, but with presence, coordination, and care. In this instructive and candid conversation, Mayor Anderson shares what it took to lead through crisis: the urgency of coordinating volunteers, the scramble to restore communication, and the realities of local, state, and federal response.

This extended conversation isn’t just a story—it’s a practical guide for any civic leader facing crisis, disruption, or overwhelming public need. We talk about the night of the tornado, the critical hours that followed, and the hard-earned lessons of navigating uncertainty, managing supplies, and staying emotionally grounded. You’ll hear what it means to lead minute by minute, when the stakes couldn’t be higher.

Even if you never face a natural disaster, this is an interview every civic leader should hear. There’s something universal in Cave City’s experience: the pressure of responsibility, the importance of trust and relationships, and the symbolic weight of progress—whether it’s the controlled burn of debris or the battered welcome sign still shining at the edge of town.

My deep thanks to Mayor Anderson for his time, candor, and generosity in this conversation. Long-time Community Catalysts listeners may remember our earlier interview with him, published exactly one year ago.

That first conversation was never intended as a “before” story—it was simply a thoughtful reflection on small-town leadership, civic pride, and the challenges of public service in a close-knit community. But now, in hindsight, it becomes something more. Taken together, these two episodes offer a rare opportunity: to hear from the same leader both before and after a life-altering crisis. If you haven’t heard that earlier episode, I encourage you to listen. It gives meaningful context to what Cave City has endured—and to the kind of leadership that helped carry it through.

Listen to the full episode now.

Join us in supporting Cave City’s recovery efforts. Click here to make a difference.

Listen on Apple , Spotify , and all podcast platforms .

To share a story from your own leadership journey, APPLY HERE to become a guest.

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Are You Leading with an Abundance Mindset?

Thu, 14 Aug 2025 00:48:50 GMT

Are You Leading with an Abundance Mindset?

By Matt Lehrman

Social Prosperity Partners

True abundance isn’t just more resources—it’s the trust, connection, and courage that make progress possible. Leaders with an abundance mindset see people not as obstacles, but as partners in shaping the future.

Will Friedman’s just-published article, The Case for Civic Abundance , argues that material gains—housing, clean energy, medicine—only succeed when matched by civic abundance : strong participation, engagement, and shared responsibility.

That also happens to be the vision behind Social Prosperity Partners , where we define “social prosperity” as the wealth created when people work together courageously . It’s what turns ambitious projects into shared achievements and lasting pride.

From Paris to Fresno, Medellín to New York, the most inspiring examples happen when communities help shape decisions from the start. That’s how abundance grows a soul—and how leadership creates lasting prosperity.

Let me encourage you to read Will Friedman’s full article HERE :

As a civic facilitator, I partner with leaders to bring people together—transforming ideas into progress that communities can truly own. If you’re navigating a challenge or pursuing a significant opportunity, please contact me and let’s explore how we can advance the cause of your community.

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Reverend Audrey Hartness-Reese

Tue, 12 Aug 2025 12:15:00 GMT

Reverend Audrey Hartness-Reese

Westminster Presbyterian Church

Westminster, South Carolina

“A Civic Calling Reconsidered”

Three years ago, I had a conversation that changed everything.

It was just after a keynote I delivered at the Municipal Association of South Carolina’s annual conference in Charleston when a local pastor and newly elected councilmember introduced herself. Her name was Audrey Hartness-Reese. We talked about faith, leadership, public trust, and the tension that sometimes exists when you're called to serve in more than one way.

That conversation sparked the idea for this podcast—and Audrey became my very first guest.

Today, she returns to Community Catalysts with a new chapter to share.

Audrey still holds dual roles: she’s the Reverend at Westminster Presbyterian Church and—until recently—a councilmember in her small South Carolina town. But in this conversation, recorded in person at this year’s MASC conference, she opens up about the decision to step away from public office.

This is not a story of burnout or conflict. It’s a story of discernment. Of knowing when two callings begin to pull in different directions. And of having the courage to say, “It’s time.” Audrey speaks with grace, humility, and the kind of grounded wisdom that makes you stop and reflect on your own path. What does service really mean? When do we stay? And when do we let go?

If you’ve ever wrestled with those questions—or just want to hear from someone who’s navigating them with heart—I hope you’ll listen.

�� Listen to "A Civic Calling Reconsidered " with Reverend Audrey Hartness-Reese.

Thanks for being part of this journey.

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John Milliken, Senior Fellow in Residence, George Mason University

Tue, 05 Aug 2025 12:15:00 GMT

John Milliken

Senior Fellow in Residence

George Mason University

A Lifetime of Public Service—and What It Teaches Us Now

This week’s Community Catalysts episode features John Milliken, whose decades-long career spans local, regional, and state leadership across Virginia. From his early days in Arlington civic life to serving as Virginia’s Secretary of Transportation, John shares what it really takes to lead through uncertainty—and how collaboration, clarity, and character make all the difference.

We talk about the vision behind Arlington’s transformative Metro planning, the realities of governing without clear authority, and how real progress often comes down to personal relationships and practical decisions made behind the scenes. John’s insights are a masterclass in public leadership—full of lessons for anyone working to strengthen their community today.

What stands out most is his enduring optimism. Even after 50 years in public life, he still believes in the value of service and urges others not to give in to frustration or fatigue. “Don’t just sit there—do something,” he says.

If you're wondering how to stay grounded, purposeful, and effective in today’s climate, this conversation is well worth your time.

Listen now: www.CommunityCatalysts.us

Sponsored by the Regional Elected Leaders Initiative (RELI) at George Mason University ’s Schar School of Policy and Government .

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Jennifer Kretovic, City Councilor, Concord, New Hampshire

Matt@MattLehrman.com (Matt Lehrman) — Tue, 29 Jul 2025 12:15:02 GMT

Jennifer Kretovic

City Councilor

Concord, New Hampshire

" I know why I'm here. It isn't for me. I expect to hear your voice. But the reality is that when it comes time to vote at the table, I'm going to vote for what is best for our community, not just what you wanted me to say.”-Jennifer Kretovic

"Engaged or Enraged?"

What Today’s Public Feedback Is Really Telling Us

It’s no secret that public meetings have changed. What once came through face-to-face dialogue now too often shows up as sharp online opposition—frequently anonymous, often personal, and increasingly disconnected from the full context of the work.

In this week’s episode of Community Catalysts , I speak with Jennifer Kretovic, City Councilor from Concord, NH, about what this shift feels like from the seat of local leadership. Jennifer brings more than two decades of experience to the conversation, including leading a major downtown revitalization that engaged over 70 community meetings—and more recently, navigating intense backlash over a proposal to replace the city’s aging municipal golf course clubhouse. The contrast between the two efforts—one before the pandemic, one after—says a lot about how public discourse is evolving.

She speaks candidly about the rise of “keyboard cowboys,” the erosion of civil dialogue, and what it takes to lead with purpose when the feedback turns personal. And she reminds us that Concord isn’t just any city—it’s where the U.S. Constitution was ratified, officially creating the United States of America in 1788. That legacy of civic engagement still matters, especially in a moment when public trust feels fragile.

If you’ve ever had to lead through noise, pushback, or polarization—and especially if you’ve asked yourself whether it’s still worth it—this is a conversation you won’t want to miss.

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Threats, Safety, and Local Leadership

Matt@MattLehrman.com (Matt Lehrman) — Thu, 24 Jul 2025 16:27:25 GMT

“Threats, Safety, and Local Leadership”

Threatened, But Undeterred

By Matt Lehrman, Social Prosperity Partners

We were supposed to talk about patriotism. That was the original plan for the pre–4th of July Local Leadership Chat. But when violence struck close to home—a politically motivated attack against two Minnesota state legislators and their families that left two people dead—the conversation shifted.

What does leadership look like when simply serving your community carries real risk? How do local leaders stay focused, stay visible, and stay true to their purpose when threats—both direct and ambient—keep rising?

This wasn’t a strategy session. It wasn’t group therapy. It was something quieter, but no less powerful: a space where civic leaders from across the country gathered to say, “This is what it feels like right now—and here’s how I keep going.”

A Pulse Check: Living in the Yellow Zone

To begin, I asked everyone to introduce themselves and share a color: Green if things felt calm, yellow for heightened alert, red for serious concern.

Very few were green.

“I’m between yellow and red,” said one leader. “Some days I feel okay. Other days, I wonder if someone will follow me home.”

Another shared, “There’s a guy online threatening to post where I drive. Not just me—my husband uses my car. We have a special needs son.”

Some had faced protestors, surveillance, and even anonymous hate mail. Others hadn’t received direct threats, but felt the pressure rising. “Once you’ve been in the yellow zone,” one person said, “you never go fully back to green. You just get more aware.”

Courage, Not Fear, Defined the Conversation

And yet, none of this conversation was framed by fear. The dominant theme—repeated in different words—was this: We may be threatened, but we are undeterred.

Many spoke of practical steps their councils had taken: moving the dais, creating safe words, installing security glass, having officers on site, adjusting building exits. One leader described how their team tracks which council member is seated closest to a safe exit—or who quietly brings up the rear if the room needs to be cleared.

Deeper Than Logistics: The Emotional Cost

But beyond logistics, the stories pointed to something deeper.

“We faced down a lot of hate during our first term,” one person said. “But it actually made us stronger. It bonded our council and gave us the courage to pass tough zoning reforms and housing policies.”

Others shared the emotional cost of standing alone. “My council stayed silent,” one leader said. “I’ve always defended them. But when I was under attack, they disappeared. That’s what hurt the most.”

Resilience in the Face of Risk

And yet, no one talked about quitting.

“You don’t prepare because you’re scared,” someone said. “You prepare because you have to keep showing up. That’s what leadership demands.”

There was a quiet defiance to it all—not anger, but a kind of steady backbone.

“I may be targeted,” said another, “but I’m not backing down. My community deserves better than that.”

Resetting the Tone in the Room

We also explored ways to reset the tone—how meetings open, how respect is modeled, how civility is reinforced. One person shared that their city now begins each session with a brief statement reminding everyone: We’re not enemies. We’re neighbors.

Some described adding civility pledges to the top of agendas or speaking directly to expected behavior before public comment begins. Another talked about using a gavel—and a five-minute recess—to de-escalate a hostile room.

Remembering the Why

And still others said the greatest source of resilience was remembering the why behind the work.

“I don’t have time to think about myself,” said one leader. “Our kids are scared. Our families are struggling. I need to be strong because they need to see someone still standing.”

That’s what we witnessed throughout the conversation: people still standing. Still leading. Still caring for their community

—even when it’s hard, even when it’s risky.

Why We Keep Showing Up

That’s what makes local leadership so vital. Not the titles. Not the votes. But the quiet, daily courage to show up in service of something bigger than yourself. And that’s why we gather each month. Not because we have easy answers. But because we know this: In times like these, threatened but undeterred is how we lead.

I hope you’ll join us for our next Local Leadership Chat .

Connect with Matt:

Email me at Matt@SocialProsperity.us .
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John Scola

Matt@MattLehrman.com (Matt Lehrman) — Mon, 21 Jul 2025 08:56:16 GMT

John Scola
Senior Vice President of Advancement at Boys & Girls Clubs of the Valley &

Chair of the Global Ethics Committee for the Association of Fundraising Professionals

“Doing Good—and Doing Right: Why Ethics Is Essential to Public Trust”

Leaders in government and community service don’t take on these roles because it’s easy. We do it because we care—about people, about places, about outcomes that improve lives. But caring alone isn’t enough. To earn and keep the public’s trust, we must lead not just with passion, but with principle.

That’s the focus of the latest Community Catalysts episode featuring John Scola, Senior Vice President of Advancement at Boys & Girls Clubs of the Valley and Chair of the Global Ethics Committee for AFP ( Association of Fundraising Professionals ).

In this candid conversation, John doesn’t talk about ethics as a policy manual. He talks about it as a personal and professional commitment—especially when the stakes are high, the pressure is real, and the lines get blurry.

What does it actually mean to be ethical in public life?
How do we weigh transparency, honesty, and accountability in a world full of shortcuts?
And how can we make sure our actions match our values, even when doing so costs time, money, or comfort?

John’s insights apply far beyond the nonprofit world. Whether you serve a city, town, county, or school district—or you lead from within a civic organization—this conversation is a reminder that ethics is what makes the public good possible. It’s what allows people to believe in the institutions and individuals they rely on.

Tune in: “Doing Good and Doing Right” is available on Apple, Spotify, or wherever you get your podcasts.

Because in public service, the goal isn’t just to make things better—it’s to do so in a way that earns trust, invites belief, and stands the test of scrutiny.

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Wade Beltramo, General Counsel, New York State Conference of Mayors (NYCOM)

Matt@MattLehrman.com (Matt Lehrman) — Tue, 15 Jul 2025 12:15:00 GMT

Wade Beltramo, General Counsel

New York State Conference of Mayors (NYCOM)

"When Transparency Turns Tense:

What Every Local Leader Needs to Know About First Amendment Audits"

What happens when someone walks into City Hall with a camera, refuses to explain why they’re filming, and later posts the footage online—framing the interaction as evidence of government secrecy or misconduct?

That’s the starting point of this week’s Community Catalysts episode, where I speak with Wade Beltramo, General Counsel of the New York State Conference of Mayors. Wade has spent years helping municipal officials prepare for and respond to what are commonly called First Amendment audits. These encounters can feel chaotic, even confrontational—but behind them lies a serious constitutional question: What does the First Amendment actually protect?

This conversation went well beyond our usual half-hour format because it had to. Wade unpacks the legal and practical realities with clarity and care, offering grounded advice for how local governments can safeguard transparency, protect public employees, and avoid the missteps that can turn a routine day into a viral crisis.

He explains why courts treat the First Amendment with extraordinary deference—and why this should be a wake-up call for local leaders. The risks are real, and not just legal. As Wade puts it, the days following a poorly handled audit can be a nightmare: threats, harassment, and reputational damage, all stemming from a moment of uncertainty that no one expected and few were trained to handle.

At the same time, this isn’t a call for fear or overreaction. Wade reminds us that transparency and public accountability are core responsibilities of democratic government. The answer isn’t to shut down or hide—it’s to prepare, communicate, and lead with clarity.

If you’ve never experienced a First Amendment audit firsthand, consider yourself lucky—but don’t assume you’re immune. As this episode makes clear, awareness and readiness are part of what it now means to lead in public service.

Listen to the full episode on the Community Catalysts podcast.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
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Learn more at SocialProsperity.us and MattLehrman.com .

Mayor Deborah Hudson, Wilton, Alabama

Matt@MattLehrman.com (Matt Lehrman) — Tue, 08 Jul 2025 12:15:00 GMT

Mayor Deborah Hudson
Wilton, Alabama

"A Leap Into Crisis"

When I spoke recently at the Alabama League of Municipalities annual conference, I met a woman whose story I haven’t stopped thinking about. Her name is Deborah Hudson, and she’s the mayor of Wilton, Alabama—a town of fewer than 600 people that, just over a year ago, had no functioning government.

The prior mayor had just resigned. So had the clerk, utility staff, and most of the council. With too few members to form a quorum, Wilton was frozen.

And then Ms. Hudson walked in to pay her water bill.

What happened next is the heart of this week’s Community Catalysts episode: “A Leap Into Crisis." Mayor Hudson didn’t expect to become mayor that day. But when she heard what was happening, she asked to speak. She sent a résumé, addressed the council, and said simply: Wilton deserves better. Minutes later, she was sworn in.

What followed wasn’t smooth sailing. It was rebuilding—piece by piece. With deep faith and determination, Mayor Hudson restored basic operations, brought people together, and secured the town’s first-ever grant. Along the way, she never lost her guiding belief: “For every situation, there’s a solution.”

This isn’t a story about policy. It’s about rising when everything’s falling. About leading not because you planned to, but because you had to.

If you’ve ever wondered whether real leadership still shows up at the local level, especially when things fall apart, this episode will remind you: it does.

And if you’ve got a story from your own leadership journey—especially about finding better ways to engage your community—I’d love to feature it. Submit here: www.CatalystGuest.us .

Listen to the full episode on the Community Catalysts podcast.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
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Learn more at SocialProsperity.us and MattLehrman.com .

Speaker Don Scott, Virginia

Matt@MattLehrman.com (Matt Lehrman) — Tue, 01 Jul 2025 12:15:02 GMT

Speaker Don Scott

Virginia House of Delegates

"Bold Leadership, Thoughtful Planning"

A Full-Hour Interview with Speaker Don Scott Now Available

If you’ve ever felt the pressure of leadership in uncertain times—when the stakes are high, the answers unclear, and the noise deafening—this conversation is for you.

I recently sat down with Speaker Don Scott of the Virginia House of Delegates for a full-hour dialogue that goes beyond soundbites. We discussed leadership, responsibility, and what it takes to navigate today’s political and economic turbulence without losing sight of the people we serve.

This conversation was recorded live on May 23rd as part of the Spring 2025 Leadership Dialogues, hosted by the Regional Elected Leaders Initiative (RELI) at George Mason University’s Schar School of Policy and Government . I’m grateful to RELI not only for sponsoring this special episode of the Community Catalysts podcast but for their ongoing support of public leaders across Northern Virginia.

Speaker Scott joined us at a critical moment. Federal workforce reductions and funding cuts are sending shockwaves through Virginia’s economy, and local leaders are already seeing the effects on families, on budgets, and on trust in government itself. In response, Speaker Scott created the Emergency Committee on the Impacts of Federal Workforce and Funding Reductions, a bipartisan group charged with delivering actionable recommendations by year’s end.

His assessment? “We’re at a 10 right now… but this is not the time for panic. It’s the time for bold leadership grounded in analysis.”

What I appreciated most was his clarity. Yes, the situation is serious. But his message wasn’t one of despair—it was about staying focused, asking the right questions, and making decisions rooted in facts, not fear. He reminded us that when everyday people step up, when leaders at every level choose courage over chaos, we can not only hold the line—we can move forward.

This is a real conversation—no pretense, no posturing. Just a deep and necessary reflection on what leadership looks like when everything feels like it’s in flux.

Listen to the full episode on the Community Catalysts podcast.

Watch the full interview on YouTube .

Connect with Matt:

Email me at Matt@SocialProsperity.us .
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Learn more at SocialProsperity.us and MattLehrman.com .

Barbara Bencomo, Chief Administrative Officer Las Cruces, New Mexico

Matt@MattLehrman.com (Matt Lehrman) — Tue, 24 Jun 2025 12:15:01 GMT

Barbara Bencomo
Chief Administrative Officer

Las Cruces, New Mexico

“Leading with Cariño”

What happens when a city weaves care and compassion into the very fabric of government operations? In the latest episode of Community Catalysts , Barbara Bencomo, Chief Administrative Officer of Las Cruces, New Mexico, offers a compelling answer.

In “Leading with Cariño,” Bencomo shares how her city embraces Cariño—the Spanish word for kindness and heartfelt care—as a guiding principle for everything from public works to community engagement. Far from being just a feel-good slogan, Cariño shapes how city staff show up for residents and for each other.

This episode is especially relevant for local leaders navigating complex demands with limited resources. You’ll hear how Las Cruces built a culture where compassion drives performance, and where listening—genuinely and systematically—is at the heart of effective governance.

If you’re working to strengthen trust in your community, rethink employee culture, or elevate the tone of civic dialogue, this conversation offers both inspiration and practical ideas.

Listen on your favorite platform: www.CommunityCatalysts.us . And consider sharing it with a colleague who believes in public service that connects, uplifts, and delivers.

Would YOU be interested in sharing a story from your own journey to leadership? I’m always looking for instructive and inspiring voices to feature on the show! Let me know: www.CatalystGuest.us .

Listen on Apple , S po tify , and all podcast platforms .

To share a story from your own leadership journey, APP LY H ERE to become a guest.

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Justin Wilson, Former Mayor of Alexandria, VA

Matt@MattLehrman.com (Matt Lehrman) — Mon, 16 Jun 2025 05:24:24 GMT

Justin Wilson
Former Mayor, Alexandria, VA

“Leading with Vision in Uncertain Times”

What does it really take to lead a community through uncertainty, when resources are tight, trust is fraying, and the political climate feels like a minefield?

In our newest Community Catalysts episode, we go deep with Justin Wilson, former Mayor of Alexandria, Virginia, in a candid conversation recorded live for the Regional Elected Leaders Initiative (RELI). Having just completed his term, Wilson speaks with rare openness about what local leadership looks like in this volatile moment—not in theory, but in practice.

This isn’t a retrospective. It is a clear-eyed look at what local leaders are facing right now:

Community trust under pressure
Federal policies creating local consequences
Political risks that feel personal, even dangerous
And the persistent call to keep showing up and doing the work

Wilson doesn’t sugarcoat the challenges. He speaks from experience. He governed through the pandemic, navigated vocal protests, balanced community expectations, and helped usher in major investments in education and innovation. His message is clear: local government needs more than responsiveness. It needs vision.

You’ll hear powerful reflections on why proximity to the people matters more than ever, how collaboration across jurisdictions strengthens resilience, and what it means to invest in the future rather than just react to the present.

Whether you’re a mayor, a council member, a school board trustee, or someone who works behind the scenes to make government function, this conversation will resonate. It is thoughtful, grounded, and exactly the kind of leadership dialogue we need right now.

Listen on your favorite platform: www.CommunityCatalysts.us .

This episode is presented in partnership with the Regional Elected LeadersInitiative (RELI) at George MasonUniversity’s Schar School of Policy and Government .

And if you’ve got a story from your own leadership journey—especially about finding better ways to engage your community—I’d love to feature it. Submit here: www.CatalystGuest.us .

Listen on Apple , S po tify , and all podcast platforms .

To share a story from your own leadership journey, APP LY H ERE to become a guest.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

When to Say No: The Courage to Stand Apart

Sun, 15 Jun 2025 09:41:14 GMT

When to Say No: The Courage to Stand Apart

By Matt Lehrman

Social Prosperity Partners

Every month, I host a Local Leadership Chat —a free, unscripted, and gently facilitated Zoom conversation for civic leaders from across the country. There are no panelists. No audience. No slide decks or presentations. Just real-time connection among people who know what it means to lead under pressure.

This isn’t a webinar. It’s a room where it happens. The value comes not from watching, but from being there—sharing stories, asking hard questions, and listening deeply. There’s no recording to share, no replay. Just a thoughtful summary afterward (like what follows), and the kind of insight that only emerges when leaders show up for each other.

The June Local Leadership Chat explored a theme that resonates deeply: The courage to stand apart. When is it right to say no? How do you do it in a way that’s principled, not performative? And how do you live with the fallout, especially when it’s personal?

A Council Member opened with a story of public pushback and private resolve. “I stood firm on a controversial issue, and it cost me—personally and politically. But backing down would’ve meant letting someone else dictate the decision. That wasn’t an option.”

A Mayor reflected on the emotional calculus of dissent: “I admire that kind of conviction. But when your no vote doesn’t change the outcome—and just makes you a target—what are you really accomplishing?”

A Council Member jumped in without missing a beat: “You’re showing the public that someone sees what they see. That someone is standing in it with them.”

That was the spirit of the entire conversation: respectful, candid, and deeply thoughtful.

A Council President shared advice passed down from a seasoned predecessor: “Never waste a no vote.” In other words, make it count—because if you say no to everything, people stop listening.

That idea got some pushback. “I get the logic,” one Council Member said, “but if something’s not right, I have to speak up. Even if the vote’s a done deal. That’s not a waste—it’s a responsibility.”

Several leaders shared stories of regrets—not over how they voted, but over the times they didn’t speak up. “It wasn’t a big issue,” one admitted, “but I let it pass, and I’ve been thinking about it ever since.”

One Council Member described standing alone for nearly two years on a major public safety decision. “I wasn’t trying to be oppositional. I was trying to be responsible. I had to vote for what I believed in, even when it was just me.”

And yet, over time, that “no” found an audience. “The next election changed everything. People saw what I was standing for—and they responded. We have a more collaborative council now, and we’re making better decisions together.”

There were deeper layers too. A Pastor and Council Member reminded us that votes can be an expression of conscience as much as policy. “Every time I raise my hand, I try to do it prayerfully. I’ve taken oaths—to the public and to God—and I try to honor both.”

And there was plenty of humor along the way—like the Mayor who found her face in protest banners photoshopped into toilet bowls. “Public service is wild,” she said with a smile. “But what frustrates me most is how many people go quiet to avoid being targeted. I wish I could help them find their voice, too.”

By the end, the group hadn’t come to a single definition of what a “courageous no” looks like. But we had affirmed this:

Saying no is hard—and often necessary.

Being principled and being strategic can coexist.

Even a lone vote can represent many unheard voices.

Leadership isn’t about winning every vote. It’s about standing visibly for what matters.

That’s why I host these chats. Because sometimes, what local leaders need most isn’t a training or a talking point—it’s the chance to think out loud with people who get it.

So, no—there’s no recording. These conversations can only be experienced live. It’s about being in the room, sharing the moment, and walking away with new clarity and camaraderie.

f you’re an elected, appointed, or staff leader in local government, I hope you’ll join us for an upcoming session. You’re not alone—and you don’t have to carry the weight of leadership by yourself.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
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Kevin Lyons, Co-founder and CEO of FlashVote

Matt@MattLehrman.com (Matt Lehrman) — Tue, 10 Jun 2025 11:00:05 GMT

Kevin Lyons
Co-founder and CEO of FlashVote

“Finding Clarity Amid the Clamor”

In my newest Community Catalysts interview, Kevin Lyons—co-founder and CEO of FlashVote —shares a truth that hits home for anyone in local leadership: When it comes to public input, volume isn’t the same as representation .

Social media, public meetings, angry emails—these have become the dominant channels for civic engagement. But what if the people you're hearing from most aren’t the ones who reflect your whole community? Kevin’s work helps local governments gather quick, reliable feedback from hundreds of regular residents—not just those who show up or shout the loudest. It’s not about silencing strong opinions. It’s about hearing beyond them.

One striking insight: in nearly 70% of cases, public sentiment gathered through FlashVote was the opposite of what leaders thought they were hearing through traditional channels. Think about that. Seventy percent.

Kevin’s point is powerful: leaders aren’t ignoring the community—they’re often just flying blind. When the only feedback you get comes from a vocal few, you risk making decisions that serve the noisy, not the many.

This episode isn’t a tech pitch—it’s a conversation about what good governance looks like when trust is fragile and every decision matters. You’ll come away rethinking how you gather input, how you define fairness, and how you lead.

�� Listen here .

Listen on Apple , Spotify , and all podcast platforms .

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Mayor Mike Oakley, Centreville, Alabama

Matt@MattLehrman.com (Matt Lehrman) — Tue, 03 Jun 2025 12:15:00 GMT

Mayor Mike Oakley
Centreville, Alabama

“Leadership is About More Than Just the Mission”

Some leadership lessons are forged in crisis. Others take shape through years of public service. Few people have experienced both like Mayor Mike Oakley.

With nearly 40 years in military service—where leadership meant ensuring mission readiness in combat zones—Mayor Oakley now applies those lessons to civic life in Centreville, Alabama. His perspective is clear: Leadership isn’t just about accomplishing a mission; it’s about sustaining the people who make the mission possible.

In our latest Community Catalysts episode, we discuss the balance between advancing a vision and unifying a community, why leadership is about more than authority, and what it really takes to bring people together in divisive times.

�� Listen here .

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Mayor Brian Vincent Farmville, Virginia (Part 2)

Matt@MattLehrman.com (Matt Lehrman) — Thu, 22 May 2025 12:15:00 GMT

Mayor Brian Vincent and his family.

Farmville, Virginia

“Memorial Day Reflection: Service & Sacrifice"

In honor of Memorial Day, I want to share a deeply personal story that Mayor Brian Vincent of Farmville, Virginia, graciously allowed me to record—and now to share with you.

After our Community Catalysts interview wrapped last February , Mayor Vincent stayed on to speak about his father, Lieutenant Colonel Rick Vincent, U.S. Army, who was killed in a nighttime training accident while preparing for the Gulf War. He was just 38. Brian was only 14.

What he shared isn’t just a story of loss—it’s a timeless reflection on character, legacy, and the quiet strength that defines true service. His father’s example continues to shape how the Mayor leads today—with humility, discipline, and a deep sense of purpose. If you listened to the original interview, you heard just how deeply that influence runs. “It always amazes me,” he said, “how quickly that emotion can come right back.”

This Memorial Day, I’m especially grateful to Mayor Vincent for opening his heart and reminding us that behind every fallen hero is a family forever changed, and a legacy that calls local leaders to likewise serve with courage, humility, and a deep commitment to the communities we’re entrusted to serve.

Would YOU be interested in sharing a story from your own journey to leadership?

I’m always looking for instructive and inspiring voices to feature on the show! Let me know: www.CatalystGuest.us .

Listen on Apple , Spotify , and all podcast platforms .

To share a story from your own leadership journey, APPLY HERE to become a guest.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

Jim Tedford, CEO, Association for Animal Welfare Advancement

Matt@MattLehrman.com (Matt Lehrman) — Tue, 20 May 2025 12:15:00 GMT

Jim Tedford
CEO, Association for Animal Welfare Advancement

“Creating Connections that Amplify Impact”

Leadership isn’t just about advancing your own mission—it’s about building relationships that connect missions together. In my latest Community Catalysts podcast interview, Jim Tedford, CEO of the Association for Animal Welfare Advancement , drives home this essential lesson.

With more than 40 years in animal welfare (that’s over 280 in dog years!), Jim’s insights apply to leaders in any field. As he sees it, leadership isn’t just about caring for animals—it’s about connecting with people. It’s about forging partnerships, strengthening networks, and ensuring that progress happens through collaboration, not in isolation.

His advice? Strengthen your network. Invest in the next generation. Stay committed to diversity, equity, and inclusion. Lead with diplomacy. No single organization—or leader—can create lasting change alone. The most effective leaders recognize that success comes from working together, sharing knowledge, and building trust across sectors.

If you’re looking for inspiration on how leadership is about more than managing an organization—but about creating connections that amplify impact—this episode is worth your time.

Listen on Apple , Spotify , and all podcast platforms .

To share a story from your own leadership journey, APPLY HERE to become a guest.

Connect with Matt:

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The Practical Role of Faith in Local Leadership

Matt@MattLehrman.com (Matt Lehrman) — Mon, 19 May 2025 13:52:02 GMT

The Practical Role of Faith in Local Leadership
A recap from May’s Local Leadership Chat

The Practical Role of Faith in Local Leadership

Recently , I reflected on the quiet sacrifices that unite faith and public service—those acts of humility, restraint, and selflessness that don’t always get recognized but often make leadership possible. The May Local Leadership Chat sparked that reflection, and I’ve found myself continuing to think about the conversation. That’s the value of these monthly gatherings: not just the dialogue in the moment, but the way the insights stay with us.

One idea that’s stayed with me is this: faith doesn’t have to be universal to be useful. Not every leader is driven by faith—but for those who are, it often plays a practical and stabilizing role in how they govern.

Leadership as a Daily Sacrifice

Here’s how that shows up in day-to-day leadership:

1. Patience and Restraint Under Pressure
Public service constantly tests your composure. Faith—whether expressed through prayer, discipline, or reflection—can offer leaders a pause before reacting. That moment often prevents escalation and opens space for better outcomes.

2. Empathy in the Face of Disagreement
In local government, you don’t get to choose your team—or your constituents. Faith often reinforces the value of serving others, even when you disagree. It shows up in listening carefully, debating respectfully, and leading with compassion rather than contempt.

3. Moral Clarity When Policies Get Murky
Not every hard decision comes with a clear answer. Some are legally sound but ethically uncomfortable. Faith can help leaders stay anchored in values—asking, Who is this helping? Who might we be overlooking?

4. Stamina for the Long, Invisible Work
Leadership includes long meetings, slow negotiations, and quiet labor that goes unnoticed. Faith can be a sustaining force—a reason to keep going, even without applause.

5. Hope That Outlasts the Headlines
Faith encourages a long view. It reminds leaders that trust is built slowly and that change takes time. It helps them focus not just on fixing problems, but on strengthening the community.

Why Humble Leadership Matters Now
Faith isn’t everyone’s path—but for many, it offers something deeply practical: steadiness, discernment, and endurance. At a time when public service is more exposed and pressurized than ever, we should make room for whatever helps leaders stay grounded.

If you’re feeling the strain, maybe the question isn’t just what should I do next? Maybe it’s what’s keeping me centered while I do it?

Sidebar: Join the Conversation

The Local Leadership Chat is a monthly virtual gathering for local government and community leaders—elected, appointed, staff, and nonprofit alike. Each session offers space to reflect, share challenges, and explore timely topics in a thoughtful, supportive setting.

The topic changes each month, but the goal remains the same: to strengthen leadership through honest conversation and shared insight.

If you're working to serve your community and want to connect with others doing the same, you're warmly invited to join us .

Did you miss the April Local Leadership Chat? Read the synopsis of last month’s conversation: When Words Collide

Insights from the May Local Leadership Chat

Matt@MattLehrman.com (Matt Lehrman) — Thu, 15 May 2025 14:25:07 GMT

The Quiet Sacrifices of Faithful Leadership
A Conversation Among Civic Leaders

In May’s Local Leadership Chat , civic leaders from across the country gathered to explore a rare, but meaningful question: What happens when our faith informs our public service? Not as a political platform, but as a deeply personal compass—shaping how we show up, how we decide, and how we lead.

When Faith Informs Public Service

Again and again, a striking theme emerged: leadership, especially when grounded in faith, often takes the form of sacrifice. Not just of time or convenience, but of ego, judgment, certainty, and self-righteousness. These quiet, often invisible acts don’t always make headlines, but they frequently reflect the deeper values—love, humility, and service—that both faith and public life call forth.

One council member spoke of a moment when fiscal responsibility and moral conscience were in direct conflict. The policy in question had real financial implications for the city, but it also affected vulnerable residents in a deeply personal way. Faced with pressure from both sides—including from within their own faith community—the leader described choosing to act not out of political calculation, but from a conviction rooted in service and compassion.

A mayor described the tension between spiritual purpose and civic responsibility. In their words, civic decisions may be temporary, but the spirit in which those decisions are made—fairness, love, humility—carries lasting weight. Another leader echoed the idea, calling attention to the “opportunity cost” of public service: not just the hours spent in meetings, but the emotional energy spent trying to do the right thing in ways that honor both faith and public trust.

Humility as a Guiding Principle

Rather than using faith as justification for dogma, these leaders framed it as a call to humility. A council member who also serves as a pastor said it best: the real sacrifice is not just in giving time or casting votes—it’s in leading without making it about yourself. That means fixing the pothole in someone else’s district. Listening without defensiveness. Loving people whose values may be different from your own.

Moments of Moral Dissonance

It’s not always easy. In fact, some spoke about moments when the law pointed one way, and their conscience pointed another. Others reflected on the struggle of staying true to their faith without alienating constituents who believe differently. And yet, the shared commitment remained: to lead in ways that bring people together, not push them apart.

Whether or not you consider yourself a person of faith, the takeaway is universal: Leadership rooted in humility is powerful. It reminds us that trust is not won through dominance or credentials but through sacrifice. Through the daily discipline of choosing grace over grievance. Service over spotlight.

Whether you call it calling, conscience, or conviction, public service asks something of us. Not just what we will do, but what we are willing to give up.

That’s the quiet sacrifice of faithful leadership. And it’s exactly the kind our communities need now more than ever.

A Note of Thanks and an Open Invitation

Deep gratitude to the local leaders from across the country who joined the May Local Leadership Chat and contributed to such an honest, thoughtful, and inspiring conversation. Your willingness to reflect, wrestle, and share openly is what makes this space so meaningful.

Special thanks to Mayor Steve Trivett of Ashland, Virginia, for suggesting the topic that guided this month’s discussion. His thoughtful question about the role of faith in public leadership sparked a dialogue that resonated deeply.

And special thanks to Rev. Audrey Hartness-Reese (Westminster, South Carolina) and Pastor John W. London (Irondale, Alabama) for joining the conversation. Both serve not only as faith leaders in their communities but also as members of their respective City Councils, and each has previously shared their unique perspectives as guests on the Community Catalysts podcast.

The Local Leadership Chat is held monthly as a virtual gathering place for elected, appointed, staff, and nonprofit community leaders—anyone working to strengthen their community through public service. Each month features a different topic—always relevant, always real—and invites participants to bring their questions, experiences, and insights into the conversation.

If you serve your community and seek a place to connect, reflect, and grow alongside others who do the same, you are warmly invited to join us in June and the months ahead.

Did you miss the April Local Leadership Chat? Read the synopsis of last month’s conversation: When Words Collide

U.S. Senator Tim Kaine

Matt@MattLehrman.com (Matt Lehrman) — Tue, 13 May 2025 06:43:17 GMT

Senator Tim Kaine

United States Senator, Virginia

“Leading with Connection"

An Extended Conversation with U.S. Senator Tim Kaine

This is a very special conversation.

Just a few days ago, I had the privilege of speaking with U.S. Senator Tim Kaine in a live, extended conversation as part of the Spring 2025 Leadership Dialogues hosted by RELI—the Regional Elected Leaders Initiative at George Mason University’s Schar School of Policy and Government .

The questions I asked came directly from local leaders across Northern Virginia—but they echo the very same concerns I hear from school board members, city councilmembers, and county officials in communities nationwide.

In this candid, unedited hour-long conversation, Senator Kaine reflects on how his years as a City Council member and Mayor of Richmond—and later as Virginia’s Lieutenant Governor and Governor—have shaped his approach to leadership in the U.S. Senate. He offers an unflinching look at the pressures local leaders face today, from the erosion of public trust to the far-reaching effects of shifting federal policies. More than that, he speaks to the courage it takes to lead with humility, rebuild trust where it’s been shaken, and serve with clarity in uncertain times.

This episode is presented in partnership with RELI as part of their ongoing effort to elevate the voices of Northern Virginia’s local leaders—and share their insights with a national audience.

Listen now on Community Catalysts —or watch the full interview on YouTube .

Listen on Apple , Spotify , and all podcast platforms .

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Ian Coyle Former Chief Administrative Officer of Livingston County, NY, current President of Pracademic Partners

Wed, 07 May 2025 10:00:17 GMT

Ian Coyle

Former Chief Administrative Officer of Livingston County, NY, current President of Pracademic Partners

“Double Down on Leadership ”

Some leadership lessons are complex. Others are remarkably simple. In my just-published Community Catalysts podcast interview with Ian Coyle, former Chief Administrative Officer of Livingston County, NY, and now President of Pracademic Partners , one lesson stands out: great leaders double down.

Ian has spent his career navigating the complexities of local government—earning trust, managing board dynamics, and engaging communities. His insights come not just from academic study but from real-world experience leading teams, handling conflicts, and making government more open and effective.

His message to leaders? Double down on engagement. Double down on professionalism. Double down on doing the work. When civic trust is fragile and leadership is tested, the best leaders don’t retreat—they lean in, listening more, building credibility, and strengthening their communities.

If you want to hear a studied and practical conversation about what it really takes to lead, this episode is worth your time.

Listen here: www.CommunityCatalysts.us

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Ilryong Moon, At-Large Member Fairfax County School Board

Matt@MattLehrman.com (Matt Lehrman) — Wed, 23 Apr 2025 10:01:32 GMT

Ilryong Moon
At-Large Member

Fairfax County School Board

Representation and Resolve

In the just-published Community Catalysts episode, I had the privilege of speaking with Ilryong Moon , a longtime member of the Fairfax County School Board and the first Asian-American elected to public office in Fairfax County, Virginia. His story is a quiet but powerful reminder of what leadership really means.

Ilryong came to the United States from Korea at 17. He didn’t speak much English. His family had little money. His parents, both undereducated, worked long hours to support their children in a new and unfamiliar country. Ilryong repeated a year of high school just to learn the language. From there, he went on to graduate from Harvard, build a successful law career, and eventually serve for decades on the school board of one of the nation’s largest—and most diverse—school districts.

But it wasn’t ambition that first drew him to public service. It was a moment of reflection. Years after immigrating, Ilryong realized that while he had built a comfortable life, it was largely confined to his own ethnic community—Korean clients, Korean church, and Korean media. Meanwhile, his children were growing up in America, and he wanted to be a role model—not just for them, but for all students who might not yet see themselves reflected in public leadership.

“I became embarrassed,” he told me. “I had expectations for my children, but I wasn’t doing the same for myself.”

That honesty—and his willingness to share it—stopped me in my tracks.

Ilryong didn’t run for office because he had a platform. He ran because he wanted to be part of the fabric of the country he now called home. His first campaign was more about personal growth than public victory. And yet, his election—and continued service—stand as a remarkable demonstration of how humility, perseverance, and representation can elevate local leadership into a force for belonging, opportunity, and collective advancement.

This episode is part of a special RELI-sponsored series featuring civic leaders from across Northern Virginia. Thanks to the Regional Elected Leaders Initiative (RELI) at George Mason University’s Schar School of Policy and Government , these conversations are helping local leaders everywhere gain insights into collaboration, governance, and public service.

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When Words Collide

Matt@MattLehrman.com (Matt Lehrman) — Wed, 16 Apr 2025 10:43:26 GMT

When Words Collide

Last week, local leaders from across the country came together for a 90-minute virtual conversation about the words we use, the values we hold, and the challenges we face. Mayors, council members, and civic officials shared candid insights—not just about policy, but about how everyday language now feels risky, and how they stay grounded in community service.

Local leaders are under growing pressure to lead across lines of division—not only political but linguistic. In Social Prosperity Partners ' April Local Leadership Chat , civic leaders from across the country shared how their work is increasingly shaped by public reactions to everyday words. Terms once considered foundational to civic life, like "community," "diversity,” “fairness," or "transparency"—now risk triggering distrust, disengagement, or even outrage.

This month's conversation explored not just what vocabulary has become difficult, but how leaders stay true to their purpose and communicate in ways that promote connection rather than conflict.

When Language Feels Like a Landmine

"Even well-intended words can spark immediate reactions," one leader reflected. "Before the full meaning is even understood, people are already drawing battle lines."
Many participants shared that formerly uncontroversial words are now politically loaded. One mayor noted that the word "progressive" once meant forward-thinking and innovative in her town. Now, it's shorthand for a political agenda that many in the community resist. Others pointed to words like "liberal," "conservative," and even "nonpartisan" as lightning rods.
"I ran as a nonpartisan candidate and got attacked from both sides," one council member explained. "It seems like there’s no safe ground anymore—you're either with one tribe or against it."
Some phrases have been co-opted entirely. "Stay in our lane," once a reminder to focus on local matters, was rebranded by one official's critics as a call to ignore important social issues. "Transparency," others shared, can now sound disingenuous or defensive.
Another hot-button term: "affordable housing." "That phrase means five different things to five different groups," a long-serving mayor said. "I stopped using it altogether. Now I just talk about 'housing variety.'"

Reframing Leadership in a Politicized Climate

The conversation shifted toward how leaders adapt their communication while still holding onto their principles.
"Some words I sidestep," said one official, "but there are some I won’t give up. 'Nonpartisan' is one. That's what local government is supposed to be. If we lose that, we lose trust."
Several participants echoed that sentiment: "There isn’t a Republican way to plow the snow or a Democratic way to collect the trash. Government at our level should serve everyone."
One mayor shared how she centers each council meeting by reminding residents: "We will disagree, but we are required to work together." Another emphasized beginning every meeting by simply saying, "I’m happy to be here with you."
One word several leaders said they’d never abandon: “ We .” "It’s just two letters, but it changes the tone of everything," a mayor reflected. "We can do this together. We are this community. That’s powerful."

Making Government Human Again

Many leaders said their communities no longer see the city as people. "They say, 'The city did this' or 'The city failed,' as if the city is some faceless bureaucracy," one participant said. "We have to bring the humanity back."
Several exchanged practical strategies:
Refer to staff by name in public communications.
Spotlight department heads or frontline workers in newsletters and videos.
Explain the "why" behind policies so residents understand intentions, not just procedures.
"People don't trust policies," one leader said. "They trust people."

Social Media: Risk, Responsibility, and Response

There was no consensus on social media strategy, but there was a shared experience. One mayor said she took a short Facebook break and returned to find "total chaos" over a policy miscommunication. Others described residents posting false accusations without ever picking up the phone or sending an email.
"People don’t want to ask. They want to assume," one participant said. "And they want to be angry."
Strategies varied:
One mayor created a newsletter-style Facebook group with commenting disabled.
Another embraced an active Facebook presence, using it to calmly counter misinformation and empower other residents to join the conversation.
Others warned about Sunshine Law implications and the risk of personal liability.
"I try to stay educational, not positional," one leader shared. "If I defend every decision, I lose. But if I explain how a policy works, I often gain trust."

Strengthening Connection, One Word at a Time

At the heart of the discussion was a shared desire to build trust in the face of division. The word "community" emerged again and again as a unifying concept.
"We need more horizontal conversations, not vertical ones," a mayor said. "Right now, people feel like government is above them. We need to meet them eye to eye."
Others advocated for:
Replacing "the city" with "we" in all public messaging
Beginning meetings with personal gratitude and welcoming language
Creating rituals that reinforce shared values like fairness, unity, and inclusion
As one official put it, "Dissent is part of democracy. But respect is too."

Takeaways for Local Leaders Everywhere

Words matter: Avoid weaponized terms when possible, but don’t abandon your values.
Lead with "We": Use inclusive language to shift from "us vs. them" to "we're in this together."
Make it personal: Humanize government by highlighting real people behind the work.
Model grace: In tense conversations, ask for it, offer it, and show it.
Protect your peace: Know when to step back from toxic spaces—and when to lean in with purpose.
Prioritize relationships: Trust is built over time and through connection, not just communication.
As one mayor summed it up: "We're not just managing cities. We're shaping how people live and work together. And that begins with the words we choose—and the values we refuse to abandon."

Join the Conversation

Local Leadership Chats are hosted monthly by Social Prosperity Partners as a space for elected, appointed, and civic leaders to connect, reflect, and grow. If you're leading in your community and want to engage with peers facing similar challenges, you're warmly invited to join us. Let’s lead better, together.

What’s a topic that you’d be especially interested to discuss with your peers? I’d love to hear your thoughts: Matt@SocialProsperity.us .

Vice Mayor Chuck Frye, Jr. Fredericksburg, Virginia

Matt@MattLehrman.com (Matt Lehrman) — Wed, 09 Apr 2025 15:31:28 GMT

Vice Mayor Chuck Frye, Jr.

Fredericksburg, Virginia

The Power of Hard Conversations

From my just-published Community Catalysts interview with Chuck Frye, Jr., Vice Mayor of Fredericksburg, Virginia, I came away with a profound realization about leadership—not about authority or decision-making, but about the power of empathy.

Not Chuck’s empathy, specifically—but the way an entire community engaged in hard conversations that led to real understanding and a dramatic shift in perspective.

When Chuck first proposed removing Fredericksburg’s slave auction block, the City Council voted 6-1 against him. A year later, after months of open, honest, and often painful community dialogue, the Council reversed itself with a 6-1 vote in favor of its removal. That kind of transformation doesn’t happen through argument or force—it happens when people truly listen to each other.

The lesson? Empathy isn’t just a personal trait—it can be a process. When communities create space for difficult conversations, real change is possible.

This episode is a powerful testament to how civic leadership isn’t just about policies—it’s about fostering understanding. Listen here: www.CommunityCatalysts.us .

I’d love to hear your thoughts. What does it take for communities to shift their mindset? Reply and let me know your thoughts.

What’s a hard conversation your community keeps putting off? I’d love to hear what you’re thinking.

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Kris Amundson Former Virginia State Legislator and Former Fairfax County School Board Member & Chair

Matt@MattLehrman.com (Matt Lehrman) — Wed, 26 Mar 2025 12:07:24 GMT

Kris Amundson

Former Virginia State Legislator and Former Fairfax County School Board Member & Chair

The Leadership Mindset That Changes Everything

We often think of leadership as taking charge, making decisions, and standing firm. But in my just-published Community Catalysts podcast interview with Kris Amundson—former Virginia State Legislator and former Fairfax County School Board Member and Chair—she reminded me of something essential: leadership is about listening, adapting, and adding voices to the conversation.

Kris’s path to leadership started with a simple thought: “Somebody ought to do something about that.” What set her apart was that she acted on it—first as a parent advocating for her local school, then as a school board member, and later as a state legislator tackling education policy at the highest level. Along the way, she learned a lesson that too many leaders resist: compromise isn’t a weakness—it’s how real change happens.

She shares powerful stories about unexpected collaborations, hard-fought policy battles, and the art of bringing people together—even those who disagree—to make government work. If you’re looking for inspiration on how to lead with pragmatism, purpose, and persistence, this episode is for you.

Listen here: www.CommunityCatalysts.us

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Leading Through Tumultuous Times

Matt@MattLehrman.com (Matt Lehrman) — Tue, 18 Mar 2025 12:18:20 GMT

Leading Through Tumultuous Times

Local leaders nationwide are navigating economic stress, political shifts, and growing community division. In Social Prosperity Partners ’ most recent Local Leadership Chat , mayors, council members, school board representatives, and other civic leaders shared challenges and strategies for strengthening governance and public trust.

Navigating Uncertainty in Governance

Participants expressed a range of perspectives on what makes this a tumultuous time. For some, the instability is immediate—financial constraints, political division, and public disengagement are daily realities. "It feels like February 2020," one participant noted, recalling the early uncertainty of the COVID-19 pandemic. "All I’ve felt for the past six to eight weeks is this sense of deer-in-the-headlights—frozen—not sure what to do next."

Others pointed to challenges on the horizon, such as shifting political landscapes and economic uncertainty. "We don’t know what’s going to happen next, but I’m worried about it," one official admitted. "We’ve always been insulated from big economic swings, but now, federal funding is drying up, and critical programs are at risk."

Some leaders focused on the long-term consequences of past decisions—or inaction. "Our schools were built in the 1950s. Our water pipes are over 100 years old. Everything costs $10 million to fix, and yet there’s a demand to lower taxes," a mayor described. Another official added, "Why were these projects delayed? Because nobody wanted to be the bad guy. Now we’re stuck being the bad guy."

This discussion made clear that local leaders are navigating instability on multiple levels—immediate crises, looming threats, and inherited challenges—all while trying to act responsibly while maintaining public trust and community cohesion.

The Struggle for Local Government to Restore Public Trust

Trust in government is eroding, particularly when leaders struggle to engage their communities. "Transparency and public input are dwindling," a former mayor observed. "When local governments limit public comment, ignore surveys, or fail to act on feedback, people disengage—and when they disengage, trust erodes."

Political shifts have also changed the way certain local initiatives are funded. A civic leader noted, "We’re seeing grants and funding sources shrink or disappear for programs that used to be reliable. It’s making it harder for local governments to sustain partnerships that provide essential services."

School board members face new challenges. "We serve everyone, not just those who voted for us," one member emphasized. "But now there’s a push to make school board elections partisan. That’s concerning because it could shift decisions from what’s best for all students to what serves a political interest."

Building Stronger Community Connections

A recurring theme was the need for deeper community ties. "I call it a longing for belonging," a mayor shared. "People want to feel connected. And yet, everything around us seems to be pulling us apart."

In-person engagement remains critical. "Social media doesn’t build trust—it amplifies division. We need to meet people where they are, face-to-face," one leader urged. Another added, "Go door to door. Show up at the post office. Have real conversations, not just check-the-box engagement events."

Arts and culture also foster connection. "In our art center, people from different backgrounds come together to create, share, and learn. That’s what we’re missing—organic spaces where people connect in a non-political way."

Leadership in Action: Turning Challenges into Solutions

Leadership today requires balancing listening, learning, and action. "We have to learn our way into new realities," one official said. "What used to work doesn’t anymore. But how do we make sure that what we do next actually serves our communities?"

Some cities are finding solutions. A mayor described taking over a failing community center: "We formed legal, financial, and staff teams. We engaged the public. We didn’t have all the answers, but we learned together. Now, the city is taking over, and the community is excited about its future."

Another council member stressed the need for follow-through. "It’s not just about gathering input—it’s about showing how that input leads to real decisions. Too often, governments hold meetings, collect ideas, and then do nothing with them. That erodes trust. We need to demonstrate impact."

Practical Strategies for Strengthening Local Leadership

Participants shared practical ways to strengthen communities:

Communicate Transparently: Regularly update residents on decisions.
Engage Face-to-Face: Host town halls, attend gatherings, and have direct conversations.
Demonstrate Follow-Through: Show how public input leads to action.
Build Public Safety Trust: Strengthen relationships between law enforcement and communities.
Invest in Community Spaces: Support libraries, centers, and arts organizations as engagement hubs.
Prepare for Crisis: Anticipate financial and political challenges with adaptable plans.
Encourage Collaboration: Partner with nonprofits, businesses, and schools.
Model Civil Discourse: Promote respectful discussion, even in disagreement.

Building Resilience and Community Trust

As the conversation ended, leaders reflected on what must come next. "The work isn’t easy, but it matters. We’re not just managing cities, we’re shaping how people live and work together. That’s a huge responsibility."

Others emphasized perseverance. "Some days, it feels like nothing changes. But if we stop trying, then we guarantee nothing will change."

The chat closed with a renewed commitment to leading through complexity with resilience and a focus on community trust. "We have each other—that’s what matters. If we can strengthen our communities, then we can meet whatever challenges come next."

Join the Conversation: Engage with Fellow Civic Leaders

Social Prosperity Partners hosts monthly Local Leadership Chats for civic leaders to exchange ideas and support. If you are an elected official, appointed leader, or civic professional navigating today’s complexities, we invite you to join us . Let’s learn and lead together.

Mayor Skip Henderson, Columbus, Georgia

Matt@MattLehrman.com (Matt Lehrman) — Wed, 12 Mar 2025 09:07:55 GMT

Mayor Skip Henderson

Columbus, Georgia

"A River of Success: Reflecting on the Chattahoochee's Transformation"

“We kind of developed a habit of finishing a project and saying,
‘Man, that looks terrific. What’s next?’”

– Mayor Skip Henderson

This week on Community Catalysts , Mayor Skip Henderson of Columbus, Georgia, shares how restoring the Chattahoochee River didn’t just revitalize a natural resource—it sparked a lasting cycle of growth, investment, and civic pride.

More than a decade after its completion, the project continues to fuel economic development, tourism, and new ambitions for the city’s future. Building on insights from Otis White’s original Civic Strategies podcast, we explore what happened next—how Columbus turned an uncertain idea into a transformative success and why the momentum hasn’t stopped.

What strikes me most is how success breeds success. Columbus didn’t just restore a river—it unlocked a mindset. The project gives the community the confidence to think bigger, take risks, and invest in what’s possible. Mayor Henderson’s perspective offers valuable lessons for leaders everywhere: What happens when a city embraces bold ideas? How do you sustain momentum? And most importantly, what’s next?

I hope you’ll listen and reflect on how this story of vision, leadership, and persistence might inspire your own work.

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Robert Lazaro, Executive Director, Northern Virginia Regional Commission

Matt@MattLehrman.com (Matt Lehrman) — Wed, 26 Feb 2025 11:45:00 GMT

Robert Lazaro

Executive Director

Northern Virginia Regional Commission

"Choosing Collaboration"

Collaboration isn’t easy, especially when communities have different priorities and perspectives. Yet in Northern Virginia, 13 independent municipalities have found a way to work together toward shared goals—without mandates or central authority.

Robert Lazaro, Executive Director of the Northern Virginia Regional Commission (NVRC) , joined me on the Community Catalysts podcast to share how trust, communication, and aligned interests have helped foster this remarkable culture of cooperation. NVRC serves as a vital forum for bringing communities together to address regional challenges, from clean energy initiatives to climate resilience and economic growth.

In this episode—sponsored by the Regional Elected Leaders Initiative (RELI) at George Mason University ’s Schar School of Policy and Government —Robert explains how collaboration leads to real impact and why it’s a model worth exploring for leaders everywhere. I encourage you to listen to our conversation and reflect on how these lessons might apply to your own community.

Thank you to RELI for their work in advancing innovative public sector leadership in Northern Virginia—and for giving us all a chance to learn from it.

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Civic Facilitation vs. Consulting: Which One Does Your Community Need?

Matt@MattLehrman.com (Matt Lehrman) — Mon, 24 Feb 2025 12:00:11 GMT

Civic Facilitation vs. Consulting:

Which Does Your Community Need?

By Social Prosperity Partners

Short Answer

Communities often face a choice between hiring a consultant or engaging a civic facilitator. Consultants provide answers and recommendations, while civic facilitators guide processes that build trust, strengthen relationships, and empower boards and organizations to lead collaboratively. If your goal is sustainable leadership and deeper community engagement, a facilitator is usually the best choice.

Why Boards Might Lean Toward Consultants

Need technical expertise or specialized data
Desire a fresh perspective on narrowly defined issues
Want a ready-made plan quickly

Caution : Outsourcing strategic vision to consultants can create misalignment. Recommendations may feel disconnected from your community’s culture, capacity, or long-term goals.

Why Civic Facilitation Builds Long-Term Capacity

Civic facilitation strengthens boards and communities by:

Deepening understanding of complex challenges
Expanding organizational awareness and creativity
Strengthening relationships among leaders and stakeholders
Increasing public trust and transparency
Empowering boards to act confidently in uncertain situations

Facilitators don’t give answers; they help leaders ask the right questions, connect with their communities, and navigate challenges collaboratively.

How Civic Facilitation Supports Strategic Planning

Strategic planning isn’t just about producing a document—it’s about building momentum, resilience, and clarity. Civic facilitators:

Lead collaborative sessions that spark innovative thinking
Build trust and engagement among board members
Ensure alignment between community needs and organizational goals
Equip leaders with the skills to implement the plan successfully

The real value is in the process, not just the final plan.

Do You Need a Consultant or a Civic Facilitator?

Choose a consultant if:

You need specialized data or technical expertise
The challenge is narrowly defined and solution-focused

Choose a civic facilitator if:

You want to strengthen leadership capacity
You aim to build trust and collaboration
Your goal is sustainable, long-term engagement and community impact

Facilitation empowers communities to lead themselves and ensures decisions are informed, inclusive, and aligned with shared goals.

Mini FAQ

Q: What exactly does a civic facilitator do?

A: Civic facilitators guide collaborative processes that help boards and organizations navigate challenges, strengthen relationships, and engage communities in meaningful dialogue. They don’t provide ready-made answers—they build capacity for long-term leadership.

Q: When should a community hire a consultant instead?

A: Hire a consultant when you need technical expertise, specialized data analysis, or recommendations on a narrowly defined issue that doesn’t require ongoing process-building.

Q: How does facilitation build trust in a community?

A: By creating transparent, structured spaces for dialogue where all voices are heard. Facilitators help boards and stakeholders work together to make informed, inclusive decisions.

About Social Prosperity Partners

Social Prosperity Partners helps communities and organizations navigate complex challenges through civic facilitation, strategic guidance, and collaborative processes. We focus on building trust, strengthening relationships, and empowering leaders to take bold action for meaningful impact.

6 Practical Tips for Building Stronger Communities

Fri, 21 Feb 2025 10:00:00 GMT

Actionable Insights from the February 2025 Local Leadership Chat

On February 7, I had the pleasure of hosting our latest Local Leadership Chat , where local leaders from across the country gathered on Zoom to discuss the challenges and opportunities of civic communication in a rapidly evolving media environment. The conversation was lively, insightful, and filled with practical advice for navigating the complexities of public engagement. I’m deeply grateful to everyone who participated and generously shared their experiences and expertise.

This conversation was also informed by the just-published Community Catalysts podcast episode titled " Bring the Compassion ," featuring Vivienne Leyva, Public Information Officer of Riley County, Kansas, who also joined us for this discussion. In her interview, Vivienne spoke about how important it is for government communications to focus on emotional connection, not just facts—an idea that resonated strongly throughout our chat.

Here’s a summary of the key lessons and strategies we explored together:

1. Build Strategic Relationships with Community Influencers

Several leaders emphasized the importance of building relationships with community influencers—those well-connected individuals who shape conversations online and in person. These influencers might be social media group administrators, bloggers, or community organizers, and their voices often carry significant weight in local discussions.

One participant described how they began reaching out to these influencers directly—not to engage in public debates, but to build a private dialogue, share facts, and explain the bigger picture. In some cases, even skeptics became allies, helping to correct misinformation and offering a more balanced perspective on local issues.

2. Prioritize In-Person Engagement to Build Trust and Foster Dialogue

Several leaders shared how in-person engagement has helped them build trust and create meaningful dialogue with residents. One noted that attending farmers’ markets and setting up booths with city staff allowed for casual but productive conversations. “It’s an informal setting, but it gives people a chance to ask questions and share their concerns without the formality of a public meeting,” they explained.

Programs like Neighborhood Leadership Academies were also highlighted as effective tools for deepening residents' understanding of local government. Some leaders described how academy alumni later became focus groups and ambassadors for new initiatives, helping to spread accurate information.

3. Adjust the Pace When Leaders Sense Decisions May Be Moving Too Fast

Leaders reflected on the importance of adjusting their approach when they sensed that decisions were moving too quickly for residents to follow. One example was a community facing a controversial water rate increase. When leaders realized the pace of discussions was causing confusion and frustration, they slowed things down, held additional public meetings, and provided thorough explanations at every step.

This approach led to an unexpected outcome: Residents who initially opposed the increase became more supportive once they felt their concerns were heard and understood.

4. Equip and Empower Staff to Be Ambassadors for Trust and Connection

Staff members often serve as the first point of contact for residents, making their role as community ambassadors crucial. Several participants emphasized that well-informed and engaged staff help foster trust and stronger community connections. Internal communication, ongoing training, and public recognition were cited as key strategies to support this.

One participant described their city’s three-day onboarding process, which goes beyond administrative basics to focus on the city’s values and customer service expectations. City leaders participate to emphasize the importance of responsive and caring service. The customer service training is interactive, focusing on listening, empathy, and problem-solving, helping employees handle difficult interactions while maintaining a service-first mindset.

The city also holds quarterly leadership dialogues, providing staff with a forum to discuss current issues, ask questions, and hear directly from leadership. These sessions highlight success stories—such as staff going above and beyond to help residents—building pride and reinforcing a culture of service and connection.

5. Lead with Compassion and Connection, Not Just Facts

If you've attended my From Conflict to Conversation keynote, you know I emphasize that an essential outcome of local governance is ensuring people feel connected, respected, and heard. That theme resonated strongly throughout this discussion. Governance isn’t just about sharing information; it’s about anticipating, recognizing, and responding to the emotions that lie beneath the facts.

Participants spoke about how effective communication means addressing the emotional context behind community concerns—whether it’s fear, frustration, or a desire for reassurance—and responding with care and understanding. Facts alone are not enough; empathy is key to building trust.

6. Be Proactive, Not Reactive, in Building Community Relationships

Participants repeatedly emphasized that effective civic communication must be proactive. Leaders who wait until problems arise are already at a disadvantage. Instead, the goal is to engage early and often—building relationships, listening to concerns, and addressing issues before they escalate.

Several leaders shared how they are continually innovating and enhancing community advisory boards, town halls, and direct outreach to foster meaningful dialogue—not only between the city and residents but also among residents themselves—building trust, encouraging shared understanding, and strengthening community connections.

Moving Forward Together

This conversation reminds me that local leadership is about more than policy—it’s about creating places where people feel heard, cared for, and empowered to help shape their communities.

In times when trust in government—and each other—feels fragile, the work we do at the local level becomes more essential than ever. The creativity and dedication shared in this discussion remind us that we’re not just solving problems—we’re building stronger, more connected communities.

Thank you again to all who participated! Let’s keep moving forward, working together to strengthen our communities every day.

Mayor Ginny Dickey, Fountain Hills, AZ

Wed, 19 Feb 2025 11:15:00 GMT

Mayor Ginny Dickey
Fountain Hills, AZ

" Their goal isn’t to govern better—it’s to blow things up."-Mayor Dickey

This week on the Community Catalysts podcast, Former Mayor Ginny Dickey of Fountain Hills, Arizona, gives an unflinching account of how local politics took a dark turn. Having lost her 2024 reelection bid, Mayor Dickey reflects on the rise of vicious, unprincipled attacks—tactics that had nothing to do with policy or leadership and everything to do with fueling anger and spreading division.

What struck me most in our conversation was how difficult it still is to grasp the strategy—or endgame—of those behind such outrageous incivility. What are they after? Power? Influence? Chaos for its own sake? More importantly, what is their actual governing strategy? What does leadership look like when the goal isn’t to solve problems but to tear things apart?

Mayor Dickey’s experience is a wake-up call. It happened in Fountain Hills, and it will happen in other communities. Her hard-earned insights won’t provide all the answers, but they offer an important perspective for leaders facing similar challenges.

I hope you’ll listen and reflect on how her experience might help you stay alert and ready to respond.

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Mayor Brian Vincent of Farmville, VA

Matt@MattLehrman.com (Matt Lehrman) — Wed, 12 Feb 2025 11:00:03 GMT

Mayor Brian Vincent
Farmville, VA

" Decency, Fortitude, Community "

I first met Mayor Brian Vincent over two years ago while facilitating a courageous discussion on the challenges of community leadership at the Virginia Municipal League’s Mayors Institute.

His thoughtful approach—deeply rooted in Stoicism—immediately stood out. He struck me as someone with remarkable depth, and I craved a conversation beyond mere conference kibitzing. Truthfully, I experience that feeling often—which is exactly why I created this podcast: a chance to connect more deeply with the fascinating and insightful people I meet in my travels as a civic facilitator and keynote speaker.

It’s common to hear a mayor speak about high ideals or how their town bridges its history with its future. But Mayor Vincent is anything but common. When he talks about “decency, fortitude, and community” in Farmville, you quickly discover the profound influence of his father, a fallen U.S. Army officer. His father’s service and sacrifice embody the power of leading not with force but with quiet strength and unwavering dedication to others—a painful yet timeless lesson in leadership from which we can all learn.

Join me for a deeply meaningful conversation on this week's Community Catalyst podcast.

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Why Every Community Needs a Civic Facilitator

Matt@MattLehrman.com (Matt Lehrman) — Tue, 11 Feb 2025 11:36:54 GMT

How Civic Facilitation Builds Stronger, More Connected Communities

What is a civic facilitator—and why does every community need one?

A civic facilitator helps communities, councils, and organizations turn disagreement into progress. They guide courageous conversations, foster trust, and ensure that even the toughest discussions lead to shared understanding and meaningful outcomes. In short, civic facilitation transforms conflict into connection and confusion into clarity.

What Does a Civic Facilitator Actually Do?

A civic facilitator designs and leads structured, inclusive discussions that help groups make better decisions together. In city councils, school boards, and nonprofits, facilitators create what Social Prosperity Partners calls ideastructure , the framework that allows diverse perspectives to turn into actionable progress.

Their role isn’t to tell people what to think; it’s to ensure that every voice is heard, that discussions stay focused and productive, and that communities move forward together, even when opinions differ.

Five Reasons Every Community Needs a Civic Facilitator

1. How Does a Civic Facilitator Turn Disagreement Into Progress?

Healthy communities don’t fear disagreement; they use it to innovate. Civic facilitators help leaders navigate debate productively by setting ground rules, focusing on shared goals, and keeping discussions on track.

When disagreement is managed well, it becomes a source of creativity, not division. That’s the foundation of democracy: learning through difference, not avoiding it.

2. How Can Communities Address Complex Issues More Thoughtfully?

When public debates grow heated—over budgets, equity, or policy decisions—conversations can easily spiral. Civic facilitators bring calm and structure to these moments.

They guide courageous conversations with empathy, helping participants tackle sensitive issues with focus and fairness.

The result : more thoughtful decisions, less reactionary decision-making, and stronger, more trusted leadership.

3. How Does Facilitation Foster Connection and Inclusivity?

People want to feel seen and heard, especially when they disagree. Civic facilitators create space for meaningful participation by ensuring that everyone’s perspective has value. This approach builds mutual respect, encourages listening, and helps communities move from “us versus them” to “we’re in this together.” When people feel respected, they’re far more willing to collaborate and find common ground.

4. How Do Civic Facilitators Help Maintain a Long-Term Vision?

Sustained progress requires long-term alignment. A civic facilitator keeps communities focused on their shared mission, even when short-term challenges threaten to derail it.

They help groups maintain momentum on multi-year goals—whether that’s strategic planning, infrastructure, or education—by building resilience and reinforcing the sense of collective purpose that drives long-term success.

5. What Does It Mean to Be “Indivisible” in Practice?

Unity isn’t about agreeing on everything. It’s about committing to work together, even when we don’t. A civic facilitator helps communities live up to that ideal.

By fostering trust, accountability, and shared understanding, facilitators transform conflict into collaboration. They show communities how to move past blame and polarization and toward productive partnership.

Why Civic Facilitation Strengthens Every Community

Every community faces moments when challenges outgrow traditional problem-solving. A civic facilitator ensures those moments become turning points, not missed opportunities.

Through trust, connection, and thoughtful engagement, facilitation helps leaders and residents build the ideastructure needed for lasting unity, progress, and shared purpose.

Let’s Talk

If your council, board, or organization is ready to move from conflict to conversation and from division to progress, let’s start that dialogue.

Social Prosperity Partners can help you design the conversations that bring people together and build a stronger, more connected community.

Contact us to start the conversation.

FAQ: Civic Facilitation and Community Leadership

Q1: What is the main purpose of civic facilitation?

To help communities, councils, and organizations navigate difficult conversations productively, ensuring that disagreement leads to better understanding and collaboration.

Q2: Who benefits from hiring a civic facilitator?

City councils, school boards, nonprofits, and community groups that want to improve trust, communication, and shared decision-making.

Q3: How does a facilitator handle conflict during meetings?

They create clear processes, encourage respectful dialogue, and refocus discussions on common goals to prevent conflicts from becoming personal or unproductive.

Q4: Is civic facilitation only for large communities?

No—facilitation is valuable for groups of any size. Whether it’s a neighborhood association or a regional council, facilitation strengthens collaboration and engagement.

Q5: How can my organization work with Social Prosperity Partners?

Start by scheduling a conversation. Social Prosperity Partners can help design a facilitation process that builds trust, fosters inclusivity, and moves your group toward shared goals.

Vivienne Leyva, Public Information Officer for Riley County, Kansas

Matt@MattLehrman.com (Matt Lehrman) — Wed, 05 Feb 2025 12:00:06 GMT

Vivienne Leyva

Public Information Officer for Riley County, Kansas

"Bring the Compassion"

This week on the Community Catalysts podcast, I’m thrilled to share an insightful conversation with Vivienne Leyva, who reminds us that meaningful communication goes beyond words—it’s rooted in genuine human connection. As the Public Information Officer for Riley County, Kansas, Vivienne brings a deep understanding of how empathy and clear messaging can transform local government leadership.

In a world dominated by social media, Vivienne’s emphasis on the value of interpersonal communication feels especially timely. She understands that real trust isn’t just about what we say—it’s about how we show up for others, particularly during moments of crisis. Drawing on her experiences during the COVID-19 pandemic and other challenges, Vivienne shares powerful lessons on fostering trust, stre ngthening relationships, and leading with authenticity and compassion.

Her candid reflections on emotional awareness and her practical strategies for communicating empathy are both vivid and inspiring. Vivienne’s story is a poignant reminder that even small acts of care and understanding can make a profound difference in the lives of those we serve.

I encourage you to listen to her inspiring perspective and reflect on how her approach to connection and leadership might resonate in your own journey.

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Mary Hynes and Jay Fisette of Northern Virginia’s Regional Elected Leaders Initiative

Matt@MattLehrman.com (Matt Lehrman) — Wed, 29 Jan 2025 12:12:46 GMT

Mary Hynes and Jay Fisette

Northern Virginia’s Regional Elected Leaders Initiative

"Collaboration, Vision, and Leadership"

Something extraordinary is happening among municipal leaders in Northern Virginia, where collaboration is sparking bold innovation. At the forefront are Mary Hynes and Jay Fisette, co-directors of the Regional E lected Leader s Initiative (RELI) at Geor ge Ma son University , empowering local leaders to address shared challenges with visionary solutions.

In a region as diverse and fast-changing as Northern Virginia, building trust and breaking down barriers requires determination and vision. Mary and Jay’s leadership showcases how collaboration can transform neighborhoods through transit-oriented development and tackle climate challenges with cross-sector partnerships—a true testament to the power of working together.

In this week’s Community Catalysts episode, Mary and Jay share their journeys and offer valuable insights on creating resilient, thriving communities through purposeful leadership. Part of a series underwritten by RELI at the Schar School of Policy and Government, this episode celebrates the innovative leadership shaping Northern Virginia’s future.

Tune in, be inspired, and discover ideas to drive positive change in your own work. Together, we can build stronger communities.

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Derek Ferland, County Manager of Sullivan County, New Hampshire

Matt@MattLehrman.com (Matt Lehrman) — Wed, 22 Jan 2025 12:30:00 GMT

Derek Ferland

County Manager of Sullivan County, New Hampshire

"Mission, People, and Process"

What does it take to build trust, inspire collaboration, and drive meaningful change in our communities?

This week on Community Catalysts , I interview Derek Ferland, County Manager of Sullivan County, New Hampshire, who shares his journey from military service to municipal leadership. He shares how “mission, people, and process” are at the heart of his approach.

If you haven’t served, you may be as surprised as I was to learn that Derek’s military training didn’t just emphasize discipline and following orders—it also taught the importance of collaboration. As Derek says, “When you’re not being shot at, you have time to think and seek input.” This is a powerful leadership insight, that even in structured environments, listening and teamwork are essential to improvement and progress. It’s the kind of lesson that can make you fundamentally rethink how you lead in your own community.

Join a growing network of civic, local government, and nonprofit leaders from across the nation who share powerful stories of leadership that inspire ideas, provide actionable insights, and empower you to make a lasting impact in your community. Listen to Community Catalysts today and elevate your leadership journey!

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Leading Through Unreason

Matt@MattLehrman.com (Matt Lehrman) — Mon, 20 Jan 2025 15:28:10 GMT

Strategies for Navigating Local Governance

Public leaders—whether elected, appointed, or serving as staff—frequently face the daunting task of managing unreasonable behavior. From disruptive citizens and antagonistic colleagues to the relentless vitriol of social media, these encounters can test the endurance and composure of even the most steadfast leaders.

Just 10 days ago, at the January 2025 Local Leadership Chat , civic leaders from across the country—representing a wide range of roles and perspectives within local government—came together to share their experiences and strategies for tackling these challenges with resilience and grace. While no single approach guarantees success, their hard-earned insights offer a wealth of practical wisdom.

The following “baker’s dozen of suggestions” reflects the breadth of their advice, offering a guide to inspire and empower everyone grappling with the seemingly unwinnable challenge of dealing with unreasonable people.

1. "Bless Your Heart": Reframing Unreasonableness

The Southern phrase "bless your heart" isn’t just a saying—it’s a mindset. Leaders can adopt a similar graceful approach to reframing encounters with difficult individuals. Instead of taking behavior personally, remind yourself that their frustration often reflects deeper fears or unmet needs. One participant noted, “Access love. Think about someone you care about deeply and channel that grace into responding to unreasonable behavior.”

(And yes, we recognize that "bless your heart" is sometimes used with less-than-graceful intent—but we challenged our conversation to rise above cynicism and sarcasm.)

Action: Approach confrontations with empathy and curiosity. This can help de-escalate situations and create opportunities for understanding.

2. "Ignore It" When Appropriate

Sometimes, the best response is no response. “Let it burn itself out,” suggested one participant, emphasizing that not all behavior warrants engagement. Ignoring unreasonable behavior doesn’t mean ignoring the person entirely. It’s about choosing your battles and refusing to be baited into counterproductive arguments.

Action: Assess whether engaging will lead to meaningful progress. If not, consider stepping back to maintain focus on your priorities.

3. "Take a Time Out"

Leaders stressed the value of pausing when tensions rise. Whether it’s a short break during a heated meeting or a moment to collect your thoughts before responding, “time outs” can prevent escalation. “If someone gets out of control,” one participant shared, “gavel the meeting to adjournment for a five-minute break to regain focus and composure.”

Action: Use intentional pauses to reset the tone of a meeting or interaction, signaling that decorum must be maintained.

4. An Invitation to Coffee

Extending an olive branch can shift the dynamic of a contentious relationship. Inviting detractors for coffee or a one-on-one conversation demonstrates your willingness to engage in good faith. As one participant observed, “It challenges them to articulate their concerns outside of the group setting. Often, they’re not prepared to have that conversation.”

Action: Use private meetings to build relationships, clarify misunderstandings, and encourage constructive dialogue—it’s far more productive to address individuals directly than to engage with a group dynamic that may fuel mob behavior.

5. Don’t Take It Personally

Unreasonable behavior may reflect external frustrations rather than a personal vendetta. Leaders emphasized the importance of “having a thick skin” and cultivating “self-confidence” to endure personal attacks.

Action: Remind yourself that criticism is part of leadership. Focus on your purpose rather than the negativity.

6. Ask Questions on Behalf of the Disgruntled

When faced with angry or discontented individuals, one participant suggested asking questions that reflect their concerns. “This lets them know their issues are being acknowledged,” they said, “even if I don’t agree with their position.” This approach reinforces the idea that the responsibility of representation extends beyond serving only those who share your views—it’s every elected official’s duty to ensure all voices are heard.

Action: Formulate questions that address gaps in understanding, helping to build bridges, reduce tension, and demonstrate a commitment to inclusive representation.

7. Don’t Go Low

Responding to incivility with incivility often backfires. “Fighting fire with fire only escalates conflict,” warned one participant. As a line from Fiddler on the Roof wisely notes, “An eye for an eye, a tooth for a tooth, and the whole world will be blind and toothless.” Instead, maintain professionalism and composure, setting an example for others.

Action: Resist the temptation to retaliate. Uphold the standards of respectful dialogue, even when others do not, fostering an environment where conflict can be addressed constructively.

8. Group Accountabity in the Moment

Leaders highlighted the critical need for governing boards and councils to hold themselves accountable as a group, particularly in the face of dysfunction. Addressing issues immediately prevents them from festering and undermining the group’s ability to work collaboratively. Participants agreed that this responsibility is most effectively carried out by the meeting chair or, in some cases, an external facilitator.

“If someone’s behavior is out of line, it’s important to call it out respectfully but firmly,” one participant noted. This approach ensures that the group maintains its focus and upholds a standard of civility.

Action: Foster a culture of collective accountability by equipping meeting chairs or facilitators with the authority to address issues in real time, ensuring the group remains productive and respectful.

9. Manage Your Own Psychology

Handling unreasonable people isn’t just about external strategies—it’s also an internal process. One participant highlighted the importance of grounding yourself, saying, “Don’t let them pull you out of your character.”

Action: Learn and practice stress management skills such as mindfulness, deep breathing, or other relaxation techniques to help maintain composure and clarity during challenging interactions. Building these habits can empower you to respond thoughtfully rather than react impulsively under pressure.

10. Create New Forums for Community Dialogue

Current processes too often bestow disproportionate influence on the loudest voices. Leaders proposed establishing alternative spaces for constructive dialogue. “Create forums where more people feel heard and respected,” one participant suggested. This includes community collaboration committees, participatory budgeting initiatives, and special events to engage diverse stakeholders.

Action: Proactively design opportunities for inclusive and respectful community engagement.

11. "Keep Your Enemies Closer"

Building relationships with detractors can lead to surprising insights and soften opposition. A participant cited Abraham Lincoln’s quote: “I don’t like that person very much. I need to get to know them better.”

Action: Seek out opportunities to engage with critics. Understanding their perspectives may open pathways for collaboration.

12. Play the Long Game

Effective leadership requires patience and a focus on building a shared vision for the future. As one leader shared, “Focus on long-term goals rather than being derailed by short-term conflicts.” True progress comes from uniting around goals that serve the public interest, and recognizing that building a better future is a responsibility that unfolds over time.

Action: Engage your community and colleagues in defining what the future should look like in 10 or 20 years. Build consensus around shared priorities and frame decisions as steps toward achieving those goals, emphasizing that serving the public good is a long-term commitment.

13. Give Them Responsibility for a Project

Channeling negativity into productive efforts can transform criticism into collaboration. One participant shared, “We’ve had success with participatory budgeting. It gives people ownership over solutions instead of just criticizing.” By allocating a specific budget for a project and involving community members in deciding how funds are used, leaders can empower residents to become part of the solution.

Projects might include improving parks, funding public art, or addressing local infrastructure needs. When people are engaged in allocating resources, they feel valued and heard, which can reduce tension and promote collaboration.

Action: Dedicate part of your budget to community-driven initiatives. Invite residents to propose ideas, vote on priorities, and see the results of their input. This approach turns criticism into constructive action and strengthens community ties.

Hope and Resilience in Leadership

Navigating unreasonable behavior isn’t easy, but as one participant concluded, “We cannot give up hope. The work of local governance is essential, hard, and ongoing. It cannot be allowed to stall due to an unwillingness to reason together.” By applying these strategies—from reframing negativity to creating new opportunities for dialogue—leaders can rise above challenges and drive meaningful change.

To every civic leader facing these struggles: you are not alone. With resilience and creativity, we can build communities where reason and collaboration prevail, ensuring the public interest is effectively served.

Unreasonable is Un-American

Matt@MattLehrman.com (Matt Lehrman) — Thu, 16 Jan 2025 10:37:55 GMT

Building Bridges in Divided Communities

In today’s politically charged environment, the challenge of dealing with unreasonable people often dominates civic discussions. Whether fueled by obstinance (despite reason), demagoguery or inflammatory behavior (without reason), dogmatism (before reason), or undermining tactics (against reason), such behavior can paralyze a community’s progress. However, these challenges should not rest solely on the shoulders of elected, appointed, and staff municipal leaders. Instead, fostering unity and overcoming division requires the active participation of all citizens.

To address the pressing issues that divide us, communities must embrace a shared commitment to building bridges. This involves creating spaces for meaningful community dialogue and finding solutions that reflect collective values and goals. Let’s explore how unreasonable behavior impacts communities and outline strategies for counteracting it—together.

Recognizing the Problem: Why Unreasonable Behavior Divides Communities

At its core, unreasonable behavior erodes trust and civility. Whether it manifests as stubbornness in public meetings or inflammatory rhetoric on social media, it chips away at the foundation of respectful dialogue. In politically polarized communities, these tendencies can create echo chambers where different perspectives are dismissed outright, stifling collaboration.

Unreasonable is un-American.

The United States was built on the principles of discourse, debate, and compromise. While we may not always agree, our strength as a nation lies in our ability to find common ground. When individuals reject these principles—be it through name-calling, spreading misinformation, or refusing to engage in constructive discussions—they undermine the very fabric of democracy. This makes it imperative for all members of the community to step up and counteract these tendencies.

The Role of Citizens in Fostering Unity

While municipal leaders often serve as the face of conflict resolution, real change starts with everyday citizens. Last fall, I sat down with Town Councilmember Jim Torgeson of Gilbert, Arizona for an episode of Community Catalysts podcast. Known for his steadfast conservative principles, Torgeson shares how he navigates the tension between his commitment to conservative values and the demonstrated needs of his community. He reflects on recent difficult choices where he had to prioritize the greater good of his community over personal and political beliefs.

Here’s how communities can take collective responsibility for overcoming division:

1. Engage in Active Listening - Fostering unity begins with understanding. When faced with someone who appears unreasonable, it’s easy to dismiss them. Instead, practice active listening. Ask clarifying questions and seek to understand their concerns, even if you disagree. This doesn’t mean conceding to irrationality—it means creating a foundation for dialogue that builds trust.

2. Promote Values-Based Conversations - Divisive rhetoric often stems from a lack of shared vision. Communities like Cavalier, North Dakota, have demonstrated the power of committing to a shared set of civic values. By focusing on what unites rather than divides, citizens can steer discussions away from blame and name-calling and toward solutions that benefit everyone.

For example, instead of framing debates around partisan ideals, anchor discussions in universal values like fairness, safety, and prosperity. When participants see that their goals align with others, they’re more likely to engage constructively.

3. Call Out Demagoguery Without Escalating Tensions - Inflammatory behavior thrives on attention. When leaders or citizens resort to demagoguery, it’s essential to address it calmly and firmly. Use phrases like, “Let’s focus on solutions,” or, “How does this contribute to our shared goals?” to redirect the conversation. By refusing to engage in counterproductive arguments, you set the tone for reasoned dialogue.

4. Model Civility - Actions speak louder than words. By modeling civility in your interactions, you demonstrate how disagreements can be handled respectfully. This approach not only defuses tensions but also inspires others to follow suit. Leaders and citizens alike should strive to be exemplars of constructive engagement, showing that disagreement doesn’t have to mean discord.

5. Collaborate Across Divides - Collaboration is the ultimate antidote to division. Seek opportunities to work with people who hold different viewpoints. Whether through joint volunteer efforts, community forums, or informal gatherings, these interactions humanize opposing perspectives. They also build the trust necessary to tackle larger issues collaboratively.

Practical Strategies for Overcoming Division In Your Community

While these principles are important, actionable steps are key to creating lasting change. Here are some specific initiatives communities can adopt to overcome division:

Host Community Dialogues: Organize regular forums where residents can discuss pressing issues in a moderated environment. Ensure diverse representation and establish ground rules for respectful conversation.

Create Shared Vision Statements: Work together to draft a community vision statement that reflects collective values and priorities. Use this document as a guidepost for decision-making and conflict resolution.

Implement Civility Pledges: Encourage residents and leaders to sign a civility pledge, committing to respectful dialogue and constructive behavior.

Leverage Local Media: Use local newspapers, radio, and social media platforms to share stories of collaboration and progress. Highlight examples of individuals or groups working together to solve problems.

The Path Forward: Unity Through Shared Responsibility

When addressing unreasonable behavior, the stakes are too high to rely solely on municipal leaders. Every citizen has a role to play in fostering unity and overcoming division. By practicing active listening, promoting values-based conversations, and modeling civility, communities can counteract the forces that threaten to divide them.

Building bridges isn’t just an ideal—it’s a necessity. To move forward, we must reject the false dichotomy of “us versus them” and embrace the shared responsibility of creating a better future. This means recognizing that “unreasonable is un-American” and committing to the hard work of collaboration. Together, we can ensure that our communities remain places of hope, opportunity, and connection for generations to come.

Cheryl Mayes, School Board Member, Metro Nashville Public Schools

Matt@MattLehrman.com (Matt Lehrman) — Tue, 14 Jan 2025 19:28:46 GMT

C heryl Mayes

School Board Member, Metro Nashville Public Schools

“Keep Your Promises”

I’m excited to share the first episode of Season 2 of Community Catalysts ! Hearing from so many of you about how these conversations inspire and offer practical guidance has been deeply gratifying. Your feedback reaffirms the value of sharing stories that strengthen the heart of community leadership.

To launch the new season, I’m honored to feature an interview with Cheryl Mayes, a two-term school board member for Metro Nashville Public Schools. At the heart of Cheryl’s philosophy is this powerful advice: "Keep your promises and never compromise your integrity." Her story reveals what it means to serve with empathy, authenticity, and purpose.

Here at the start of a new year, I encourage you to reflect on her insights about the responsibility of representation . Cheryl’s unwavering commitment to ensuring every child and family in her diverse district feels seen and heard is a powerful example of inclusive service. Her emphasis on “showing up”—whether at community events or in one-on-one conversations—highlights how trust and connection are built through consistent engagement.

Cheryl’s thoughtful and practical approach offers lessons that can resonate with anyone committed to making a difference.

Through this episode—and all the Community Catalysts interviews, both past and future—I hope you’ll find inspiration to enrich your own leadership journey.

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Supervisor Matt Letourneau, Loudoun County Board of Supervisors

Matt@MattLehrman.com (Matt Lehrman) — Wed, 11 Dec 2024 12:00:04 GMT

Supervisor Matt Letourneau

Loudoun County Board of Supervisors

“Responsive at Every Level”

This week’s episode of the Community Catalyst Podcast features Supervisor Matt Letourneau of Loudoun County, VA, sharing insights into the challenges of being a leader in one of the nation’s fastest-growing regions.

Reflecting on a decade of elected public service, Supervisor Letourneau discusses navigating rapid development, balancing economic opportunities and community concerns, and what it takes to provide meaningful representation in service to a diverse constituency.

Key Takeaways:

Responsive Governance: Explore how Supervisor Letourneau works to remain attentive to individual constituent needs while addressing larger community challenges.

Managing Growth and Regional Priorities: Learn what he’s gained from fostering a sense of place and togetherness within Loudoun County while finding ways to coordinate and cooperate with nearby communities on shared priorities.

Leadership and Family Balance: Hear how Supervisor Letourneau navigates the challenges of public service while staying grounded in his role as a husband and father of four, including the sacrifices, teamwork, and intentional choices that help him prioritize both his family and his community.

This episode is part of a monthly series underwritten by RELI, the Regional Elected Leaders Initiative, a program of the Schar School of Policy and Government at George Mason University , which highlights transformative leadership shaping the public sector across Northern Virginia.

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Councilmember Jim Torgeson of Gilbert, Arizona

Matt@MattLehrman.com (Matt Lehrman) — Wed, 04 Dec 2024 12:15:00 GMT

Councilmember Jim Torgeson

Gilbert, Arizona

“The Weight of Doing Right”

This week’s episode of the Community Catalys t Podcast features an interview with Town Councilmember Jim Torgeson of Gilbert, Arizona. Known for his steadfast conservative principles, Torgeson shares the recent story of his agonizing decision to support a local tax increase—a choice that tested his deeply held beliefs. The conversation highlights three key themes:

Principled Leadership : How Torgeson navigated the tension between his commitment to conservative values and the demonstrated needs of his community.
Ethical Decision-Making : Insights into the courage and reflection required to make difficult choices that prioritize the greater good over personal or political beliefs.
Balancing Expectations : The ongoing struggle to reconcile constituent demands, community needs, and personal values while maintaining trust and integrity.

Join me for an episode filled with powerful insights and thought-provoking discussions on bearing the weight of community leadership.

PS: You may recall my September interview with Dr. Apryl Steele , CEO of the Dumb Friends League , about a first-in-the-nation Colorado ballot measure addressing the state’s veterinary care shortage. This week’s episode kicks off with an important update on the measure's outcome and the key lessons she took from the intense experience.

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Otis White's Interview with Kathy Swahn of The Drake House

Matt@MattLehrman.com (Matt Lehrman) — Wed, 27 Nov 2024 11:30:00 GMT

Otis White

Founder, Civic Strategies

“ Communities Are Built on Care ”

As we approach the holiday season, it's a time to reflect on what truly makes a community. It’s not just the buildings or roads—it’s the way we care for each other, especially those in need. On the Community Catalysts podcast this week, we revisit Otis White’s Civic Strategies interview with Kathy Swahn, then Executive Director of The Drake House in Roswell, Georgia. Kathy’s story is a heartwarming reminder of how compassion and collaboration can transform lives.

Here’s what you’ll take away:

The Power of Partnership: See how civic, corporate, and faith communities work together to uplift families in crisis.

From Vision to Vital Resource: Follow the journey of a small class project evolving into a lifeline for homeless mothers and their children.

Inspiration for Leadership: Discover how innovative leadership drives meaningful change during challenging times.

Tune in for inspiration on how to make a difference this season—and every season. Together, we can foster communities of care and connection.

Listen on Apple , Spotify , and all podcast platforms .

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Mayor Lisa Craig, Lodi, CA

Matt@MattLehrman.com (Matt Lehrman) — Tue, 19 Nov 2024 11:30:00 GMT

Mayor Lisa Craig

Lodi, CA

“From Expertise to Engagement”

This week on the Community Catalysts podcast, I had the pleasure of sitting down with Mayor Lisa Craig of Lodi, California. Her journey from revitalizing historic neighborhoods to leading a growing city is nothing short of remarkable.

Here’s what you’ll take away:

A Fresh Perspective: Mayor Craig talks candidly about the shift from being a professional expert to engaging as an elected leader, and how that transition changed her approach to community-building.
Valuable Governance Lessons : Discover how her deep experience in historic preservation shapes her leadership style, especially her focus on consensus and collaboration.
Real-World Impact: From downtown revitalization to clean energy projects, hear how Lodi is growing under her leadership and how her experience informs the city’s initiatives.
Leadership Wisdom: Gain practical insights into the power of listening, involving the community, and leading with vision and purpose.
Inspiration for the Future: Be inspired by her passion for creating a vibrant, sustainable future for Lodi that honors its history while embracing innovation.

Take a moment to listen—you won’t want to miss Mayor Craig’s inspiring and actionable ideas for connecting effective leadership to community engagement.

Listen on Apple , Spotify , and all podcast platforms .

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Mayor Catherine Read, Fairfax City, VA

Matt@MattLehrman.com (Matt Lehrman) — Wed, 13 Nov 2024 11:15:00 GMT

Mayor Catherine Read

Fairfax City, VA

“Standing Tall”

This week, I’m thrilled to bring you a deeply engaging Community Catalyst s conversation with Mayor Catherine S. Read of Fairfax City, Virginia. Mayor Read describes herself as small in stature, but her impact on community transformation is immense, and her perspectives are just as bold.

In this episode, Mayor Read talks about tackling some of the toughest challenges facing civic leaders today:

How do you foster inclusivity in a community with longstanding traditions?
How can you encourage growth and attract new residents without compromising the very essence of a town’s character?
And with increasing regional interdependence, what does it take to turn collaboration with neighboring communities into a source of strength, rather than competition?

Mayor Read’s story of stepping up to run for office unexpectedly and ultimately becoming mayor is both inspiring and relatable. She reveals her approach to engaging diverse voices, tackling governance challenges, and strategically partnering for regional success.

Her vision for Fairfax City as a vibrant, inclusive, and interconnected community offers practical insights and inspiration for anyone passionate about building stronger, more resilient communities.

This conversation will resonate with anyone who believes in the transformative power of local leadership. Join us!

This episode is part of a special series underwritten by RELI, the Regional Elected Leaders Initiative, a program of the Schar School of Policy and Government at George Mason University , which highlights transformative leadership shaping the public sector across Northern Virginia.

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Kimber Lanning, CEO, Local First Arizona

Matt@MattLehrman.com (Matt Lehrman) — Mon, 04 Nov 2024 12:04:04 GMT

Kimber Lanning

CEO, Local First Arizona

“ Empowering Economic Justice ”

If y ou notice that this week’s podcast runs longer than usual, it’s because my guest, whom I’ve known and deeply admired for over 20 years, shared such profound and practical wisdom that I couldn’t help but include it all.

This week on Community Catalysts , I’m joined by Kimber Lanning, CEO of Local First Arizona . Kimber and her team are reshaping Arizona’s economic landscape with innovative local business support initiatives and an unwavering commitment to economic justice.

Here’s what you can look forward to:

Addressing Financial Inequities : Discover how targeted programs are bridging financial gaps in underserved communities, ensuring equitable access to vital resources for all.
Enhancing Food Security : Learn about the strategies being employed to build a resilient and equitable food system that benefits urban, rural, and tribal communities alike.
Promoting Adaptive Reuse : Explore the transformative potential of adaptive reuse in local development, turning neglected spaces into vibrant community hubs.

Kimber’s insights reveal the power of investing in local businesses, fostering sustainability, and championing community-driven solutions. Her work demonstrates that by prioritizing community-centric economic strategies, we can create opportunity-rich environments that uplift communiti es nationwide.

Tune in to hear how Local First Arizona is not just envisioning but actively building a more equitable and prosperous future.

This episode is essential listening for civic and municipal leaders dedicated to fostering inclusive growth and driving impactful change within their communities.

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Otis White is Back to Discuss Urban Optimism

Matt@MattLehrman.com (Matt Lehrman) — Tue, 29 Oct 2024 10:44:48 GMT

Otis White

Founder, Civic Strategies

“ Urban Optimism ”

In our latest episode of the Community Catalysts podcast, we delve deep into the transformative power of community involvement with Otis White , the visionary founder of Civic Strategies. As he reflects on his journey and the inherent optimism that fuels cities, Otis reveals how urban areas thrive when residents are connected, respected, and heard.

Join us for the conclusion of a compelling 7-part series where Otis shares invaluable insights on the vitality of cities. Listen in as we revisit his impactful interview with Commissioner Kathy Gannon, exploring the remarkable transformation of a complex intersection in DeKalb County, Georgia, into a functional and efficient traffic circle. This case study exemplifies the power of collaboration between government, businesses, and the community, and serves as a testament to what can be achieved when everyone works together.

Don't miss this inspiring episode—your city’s future depends on the optimism and involvement of its residents.

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Mayor Joe LaRussa, Farmington, MI

Matt@MattLehrman.com (Matt Lehrman) — Wed, 23 Oct 2024 12:00:06 GMT

Mayor Joe LaRussa

Farmington, Michigan

“Engineering a Stronger Community”

In this week’s episode of the Community Catalyst podcast, I´m excited to share the compelling journey of Mayor Joe LaRussa from Farmington, Michigan. With an engineering background, Mayor LaRussa tackles local challenges with an eye toward efficiency and clear strategic outcomes.

His journey to leadership started as a concerned Dad who rallied his neighbors to breathe new life into a neglected park, turning it into a vibrant family hub for everyone to enjoy. Now he’s focused on initiatives for sustainable growth and modern infrastructure that aim to help Farmington thrive for years to come. His “tough but fair” leadership style, along with his dedication to community engagement, creative thinking, and persistence, are reshaping the city.

Politics, the adage goes, is the art of the possible. But Mayor LaRussa shows that building a stronger, more connected community can also be about intention, design, and diligence.

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Nichole Weiler, LCSW, Norfolk Virginia

Matt@MattLehrman.com (Matt Lehrman) — Mon, 14 Oct 2024 10:51:50 GMT

Nichole Weiler, LCSW

Norfork, Virginia

“ The Emotional Weight of Leadership ”

If there’s one thing we don’t talk about enough in civic leadership, it’s the emotional toll. Whether you’re a mayor or council member, a school board member, a city manager, or serve in any other public role, you know firsthand how the weight of your responsibilities can affect not just your work but your well-being. The decisions you make don’t just impact your community—they take a personal toll, too. That’s why I want to highlight our latest episode of Community Catalysts, titled "The Emotional Weight of Leadership".

In this episode, I have an important conversation with Nicole Weiler, LCSW, a licensed clinical social worker from Norfolk, Virginia, who has deep experience supporting first responders, military personnel, and civic leaders. Nicole will be joining me at the upcoming Virginia Municipal League’s Mayors Institute to support a courageous conversation about the mental and emotional challenges leaders face in public service. Her work is all about helping individuals handle the pressure and trauma of their roles—and the parallels to civic leadership are powerful.

We often associate stress with the immediate demands of our jobs—responding to emergencies, managing crises, and addressing public concerns. But as Nicole points out, the emotional toll doesn’t end when the crisis is over. It accumulates over time, leading to burnout, anxiety, and in some cases, long-term mental health challenges. This is something we can’t afford to ignore.

The reality is that prioritizing mental health isn’t just about self-care—it’s about being the best leader you can be for your community. And beyond the workplace, it’s also about protecting your relationships with family and friends. The stress you carry can spill over into your personal life, affecting those closest to you in ways you might not even realize. Nicole shares mindfulness techniques and practical strategies that anyone in public service can use to stay grounded, focused, and resilient—even in the face of intense pressure.

I know that taking time for yourself can feel impossible when the demands of your community are constant. But if we don’t prioritize our own mental health, how can we be there for the people we serve—or for the people we love? I encourage you to listen to this episode and take the opportunity to reflect on your own well-being. It’s not just an interesting conversation—it’s a vital one for all of us in leadership.

I hope you’ll join me in making mental health a priority in our work. Because in the long run, taking care of yourself is the most important thing you can do for your community—and for your loved ones.

Take a listen, and let’s start the conversation.

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Meagan Alderton, Board Member for Alexandria City Public Schools, Former Chair

Matt@MattLehrman.com (Matt Lehrman) — Wed, 09 Oct 2024 12:00:35 GMT

Meagan Alderton

Board Member for Alexandria City Public Schools, Former Chair

“Integrity over Popularity”

In the latest episode of Community Catalysts , I’m honored to welcome Meagan Alderton, a trailblazing leader in education. As a member and former chair of the Alexandria City Public Schools board, Meagan shares her powerful journey of leadership, shaped by her deep commitment to students and equity. From navigating school capacity issues to managing the complexities of the COVID pandemic, Meagan offers candid insights into leading with integrity during challenging times.

Her calm leadership style and focus on ensuring all voices are heard, particularly those often left out of the conversation, shine through in this episode. You’ll hear how Meagan balances the demands of public service while remaining true to her values. Plus, she opens up about the daunting challenges of being a Black woman in a high-profile leadership role and the realities of navigating identity politics.

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Mayor Thurman Bartie, Port Arthur Texas

Wed, 02 Oct 2024 09:34:44 GMT

Mayor Thurman Bartie

Port Arthur, Texas

“Ports, Progress, and People”

Mayor Thurman Bartie of Port Arthur, Texas, joins me for a candid conversation about resilience and vision in the just-published episode of Community Catalysts .

Port Arthur is a distinctive Gulf Coast city, renowned for its deep-water ports, essential role in the petrochemical industry, and growing prominence as a hub for liquefied natural gas exports. With over 57,000 residents, it also boasts a rich cultural history, a thriving shrimp and fish industry, and a diverse community shaped by global trade. But Port Arthur’s story goes beyond industry—its downtown is in the midst of a significant revitalization, aiming to blend historic charm with modern development.

Mayor Bartie shares insights about championing industrial development while ensuring the benefits reach all residents and revitalizing Port Arthur's neighborhoods and downtown area.

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Jonathan Reckford, CEO, Habitat for Humanity

Wed, 25 Sep 2024 10:13:34 GMT

Jonathan Reckford

CEO, Habitat for Humanity

“Balancing Tradition”

I’m thrilled to share the latest episode of Community Catalysts, where I sit down with Otis White, founder of Civic Strategies, for a conversation about one of the most universal challenges in community leadership: balancing tradition with innovation.

Otis reflects on decades of experience working with communities, and in this episode, he shares thoughtful insights on how local leaders can preserve what’s sacred while embracing change. He offers a vivid reminder that community decision-making is as much about listening and respecting as it is about vision and leadership.

In this episode, we also revisit one of Otis’ most inspiring Civic Strategies interviews, his conversation with Jonathan Reckford, CEO of Habitat for Humanity International.

Jonathan’s work with Habitat is a powerful testament to the transformative impact of volunteerism. He shares how Habitat’s unique model brings communities together—through hands-on efforts like building homes—and offers lessons on how local leaders can harness the power of volunteers to create lasting change.

Whether you're leading a city or a nonprofit, this episode is packed with wisdom on fostering collaboration and making an impact through community-driven efforts.

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Mayor Gary Petersen and The Positive Politics of Preparedness

Matt@MattLehrman.com (Matt Lehrman) — Wed, 18 Sep 2024 14:51:36 GMT

Mayor Gary Petersen

Nevada City, California

“The Positive Politics of Preparedness”

I’m excited to share the latest episode of Community Catalysts, featuring my conversation with Mayor Gary Petersen of Nevada City, California.

Nestled in the foothills of the Sierra Nevada Mountains, Nevada City is a historic town balancing its rich past with the modern-day risks of wildfire threats. Mayor Petersen shares how his community is not only preparing for these challenges but thriving with a vibrant, arts-centered economy.

In this episode, Mayor Petersen shares insights into leadership grounded in Western traditions of community service. He shares how Nevada City’s commitment to resilience and preparedness is about more than just survival—it’s a philosophy for building stronger communities. His neighbor-to-neighbor initiative is a powerful example of how local leadership, trust, and collaboration can strengthen a town’s social fabric in the face of natural disasters.

What an instructive & inspiring story!

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Dr. Apryl Steele and Pets on the Ballot

Matt@MattLehrman.com (Matt Lehrman) — Wed, 04 Sep 2024 14:32:05 GMT

Dr. Apryl Steele

President & CEO, Dumb Friends League, Denver, CO

“Pets on the Ballot”

I’m thrilled to share the just-published episode of Community Catalysts, where we take a deep dive into a groundbreaking initiative that could reshape the future of veterinary care in Colorado. My guest is Dr. Apryl Steele, President and CEO of Dumb Friends League , one of the nation's largest and most impactful animal welfare organizations.

In this episode, Dr. Steele and I explore a ballot measure set for this November that proposes creating a first-in-the-nation veterinary professional role, the Veterinary Professional Associate (VPA). This new position is designed to alleviate the critical shortage of veterinary care by expanding the range of services that trained professionals can provide under a licensed veterinarian's supervision.

Dr. Steele sheds light on the challenges facing the veterinary profession, the importance of this initiative, and the impact it could have on Colorado families and their pets. We also discuss the broader implications for veterinary care nationwide, should this measure pass.

Whether you care about animal welfare or just want to understand the mechanics of driving innovation through a ballot initiative, this episode is a fascinating must-listen.

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Otis White is back to discuss visionary leadership.

Matt@MattLehrman.com (Matt Lehrman) — Wed, 28 Aug 2024 14:18:08 GMT

Otis White

Founder, Civic Strategies

“Visionary Leadership”

I ’m excited to share a new episode of Community Catalysts with you, featuring a remarkable guest who has long been a voice for insightful civic leadership—Otis White, founder and CEO of Civic Strategies .

From 2011 to 2015, Otis hosted a podcast series in partnership with the Georgia Municipal Association, where he interviewed community leaders who shared invaluable lessons from their journeys—one of which is featured in this episode.

To begin, Otis and I discuss leadership that serves a community’s best interests versus leadership driven by personal or political agendas. He also dives into his book, The Great Project , which tells the incredible story of how a single civic project transformed Columbus, Georgia, and laid the foundation for ongoing progress in the community.

This episode includes Otis’ captivating archived Civic Strategies podcast conversation with Cathy Woolard, the political godmother of Atlanta’s BeltLine, offering a compelling glimpse into the transformative power of bold civic visions.

As always, thank you for being part of this community.

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Rooted in Leadership with Mayor Jonas Anderson, Cave City, AR

Matt@MattLehrman.com (Matt Lehrman) — Wed, 21 Aug 2024 14:08:30 GMT

Mayor Jonas Anderson

Cave City, Arkansas

“Rooted in Leadership”

A t the recent Arkansas Municipal League conference, I crossed paths with Jonas Anderson, Mayor of Cave City, and I was struck by his profound commitment to his town. Jonas’s approach to leadership is unassuming yet deeply impactful, anchored in a sense of place and personal history that goes back generations.

What’s remarkable about Jonas isn’t just that his family has been a part of Cave City’s story for over a century—it’s how he’s channeling that legacy into tangible progress. He didn’t set out to be mayor with grand ambitions, but his deep connection to his town led him to take on the role with a clear mission: to build on the past while ensuring Cave City thrives for future generations.

In talking with Jonas, what stood out was his focus on practical improvements that serve real needs. Whether it’s restoring historic buildings or keeping the local pool open for kids who depend on it during the summer, Jonas’s leadership is grounded in the understanding that the little things—things that foster connection and belonging—can have the biggest impact.

There’s an authenticity to his leadership, a sense that he’s not just governing but stewarding his town with the care of someone who sees himself as a guardian of its future. For Jonas, the work is never finished, but his dedication to his community is a testament to what’s possible when a leader cares deeply about the place they call home.

Meeting Mayor Jonas Anderson was a reminder that the best leaders often emerge from those who feel a deep personal responsibility for their communities, and his story is one of quiet but powerful leadership that others can learn from.

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Camisha Brown on Inner Confidence, Outer Leadership

Matt@MattLehrman.com (Matt Lehrman) — Wed, 14 Aug 2024 13:58:06 GMT

Camisha Brown

Executive Assistant to the County Administrator and

Clerk to the Board, Dinwiddie, VA

“Inner Confidence, Outer Leadership”

I had the pleasure of meeting Camisha Brown while speaking recently at the Virginia Municipal Clerks Association , and I was truly moved. Camisha’s willingness to open up about the critical role of self-confidence in her journey to leadership is something that I expect will resonate widely.

It takes a special kind of leader to bridge the gap between the responsibilities of civic duty and the emotions that fuel genuine community engagement. Camisha exemplifies this by demonstrating that inspiring confidence in others and fostering a vibrant community begins with the often difficult, yet essential, process of overcoming self-doubt.

Her story is not just about becoming a municipal clerk; it's about the courage to embrace one’s own potential and the power that comes from believing in oneself. Camisha’s journey is a testament to the strength that lies within, and a powerful reminder that the path to leadership is as much about personal growth as it is about serving others.

Thank you, Camisha, for sharing your story and for being an inspiration to those of us who are committed to making a difference in our communities.

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Stuart Graff, CEO of the Frank Lloyd Wright Foundation

Matt@MattLehrman.com (Matt Lehrman) — Tue, 06 Aug 2024 10:26:52 GMT

Stuart Graff

CEO of the Frank Lloyd Wright Foundation

"The Architecture of Democracy"

In this week's episode of the Community Catalysts podcast, Frank Lloyd Wright has a lot to say about democracy in America today.

What does a nonprofit foundation charged with preserving two historic properties have to say about housing, education, climate change, and the nature of community in present-day America?

The answer, says Stuart Graff, CEO of the F rank Lloyd Wright Foundation , is that Wright’s legacy has always been about reshaping the future.

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Otis White on your Day 1 priorities

Matt@MattLehrman.com (Matt Lehrman) — Tue, 30 Jul 2024 22:48:32 GMT

Let’s Talk: How to Deliver a Difficult Message

“Better the hard truth, I say, than the comforting fantasy.”

— Carl Sagan

“The truth will set you free, but first it will make you miserable.”

— Anonymous

What is the hardest truth you’ve ever had to tell? What did you learn from the experience?

Inspired by recent headlines — though we need not discuss them directly — “Delivering Difficult Messages” is the theme for our next Local Leadership Chat, which I will be facilitating on Friday, August 2.

Whether you are a city manager dealing with elected officials or a city council member talking with voters, telling people something they don’t want to hear will always be one of the greatest challenges in leadership.

Local Leadership Chats are free to attend, but space is limited. RSVP NOW to secure your spot on Zoom for August 2.

O tis White

Founder, Civic Strategies

My friend Otis White , formerly the President of Civic Strategies in Atlanta, has been an influential voice in strategic planning for decades. Now that he’s semi-retired, I am so grateful that he continues to share his wisdom on “Community Catalysts.”

In our monthly check-in, Otis sizes up the learning curve for new Mayors and Council Members and how they should prioritize their time immediately after taking office. After that, we dip into the “Civic Strategies” podcast archive to hear his conversation with Denise Brinson about Suwanee, Georgia, and its 2002 decision to build an entire new downtown.

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John London

Matt@MattLehrman.com (Matt Lehrman) — Tue, 23 Jul 2024 10:05:33 GMT

Pastor and City Council Member John London

Irondale, AL

"Steps to Leadership"

I enjoyed talking with John London so much that I had to share our conversation in two parts. In this week's episode of the Community Catalysts podcast, the Ironwood, Alabama, pastor, basketball coach, and City Council Member talks about taking flak from constituents who want him to prioritize one district over the needs of the city as a whole.

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Let’s Talk: How to Deliver a Difficult Message

Matt@MattLehrman.com (Matt Lehrman) — Tue, 23 Jul 2024 00:31:13 GMT

Let’s Talk: How to Deliver a Difficult Message

“Better the hard truth, I say, than the comforting fantasy.”

— Carl Sagan

“The truth will set you free, but first it will make you miserable.”

— Anonymous

What is the hardest truth you’ve ever had to tell? What did you learn from the experience?

Local Leadership Chats are free to attend, but space is limited. RSVP NOW to secure your spot on Zoom for August 2.

John W. London

Coach, Pastor and Councilman

I enjoyed talking with John London so much that I had to share our conversation in two parts. In our latest podcast episode, the Ironwood, Alabama, pastor, basketball coach and City Council Member talks about taking flak from constituents who want him to prioritize one district over the needs of the city as a whole.

Listen on Apple , Spotify , and all podcast platforms .

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For pastor and city council member, faith in God means connecting with others.

jennamazel@icloud.com (Jenna Mazel) — Mon, 15 Jul 2024 20:00:05 GMT

John W. London

Coach, Pastor and Councilman

Interviewing John W. London for the podcast reminded me of the old parable about flood victims stranded on a roof but refusing help from passing boats because they had faith the Lord would save them.

As a pastor, high school basketball coach and City Council Member in Irondale, Alabama, London says he puts his relationship with God first in all endeavors. But he also says he was led both to the pulpit and into politics by earthly mentors, underlining the importance of lineage in both religious and secular callings.

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Mayor Greg Hines talks resilience after tornado strikes Rogers, Ark.

Matt@MattLehrman.com (Matt Lehrman) — Mon, 08 Jul 2024 19:34:53 GMT

Greg Hines

Mayor of Rogers, AR

I invited Greg Hines on our weekly podcast because I wanted to learn about his record of steady leadership over 14 years as Mayor of Rogers, Arkansas, home to the Daisy Airgun Museum , the last working stop on the Arkansas and Missouri Railroad , and America’s first Walmart store.

But I had to rewrite my question list after one of the largest tornadoes in state history struck the city on May 30 . I can’t say how grateful I am that Mayor Hines was able to keep our interview date and talk about crisis response and long-term resilience.

Listen on Apple , Spotify , and all podcast platforms .

ABOUT THE PODCAST: Mayors, council members, police chiefs, foundation CEOs and other local leaders share their hard-won lessons about making a difference in their community. More than a showcase for stories, “Community Catalysts” offers a durable demonstration that concepts like vision, courage, leadership, inclusivity, trust and collaboration are more than intangible values. The experiences shared convey specific knowledge and skills that deserve to be shared, honed and put into practice.

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This week on the podcast: Civility Starts Here

Matt@MattLehrman.com (Matt Lehrman) — Tue, 02 Jul 2024 03:38:24 GMT

Dr. Linda Olson

Former Director/Teaching Professor, University of Denver Leadership Studies Department

In this week's episode of the "Community Catalysts" podcast, I'm excited to compare perspectives with Dr. Linda Olson, former professor and director of the Leadership Studies Department at the University of Denver. Dr. Olson served as a City Council Member and Mayor of Englewood, Colorado, from 2009 to 2021, and she spent a recent sabbatical researching civility programs nationwide. Her findings support the Colorado Municipal League's just-launched Civility Starts Here initiative.

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SPECIAL DATE FOR JULY: Wednesday, July 10, 2024

THIS MONTH’S TOPIC: Where Does It Hurt? Incivility is causing rising stress in many communities, with varying causes and intensity. Following up on our recent FLASH SURVEY , let’s share perspectives on how different communities experience the "pain points" of incivility.

You're invited to connect with community leaders nationally in a monthly forum hosted by Matt Lehrman of Social Prosperity Partners. This lightly moderated group discussion is a chance for municipal officials, school board members, nonprofit directors, and other community leaders to consider shared challenges and opportunities in a supportive, inclusive space. T here is no formal presentation. Attendance is limited, so please register early.

Starting this month, there's a $6 charge to attend, providing an added incentive for those who register to show up. Thank you for your understanding and support!

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Otis White on democracy: Nothing worth doing is easy (Civic Strategies Part 3)

Matt@MattLehrman.com (Matt Lehrman) — Tue, 25 Jun 2024 17:47:54 GMT

In Part 3 of our conversation on the “Community Catalysts” podcast, Otis White brings some historical perspective to today’s political polarization.

“I don’t understand how it becomes a business model to make people angry at one another, but it has,” says the former president of Civic Strategies in Atlanta, Georgia.

Digital technology has made it “so much easier to spread bad ideas,” he adds. And yet Otis, whom I have long admired as a thought leader in the strategic planning sector, thinks today’s divisions aren’t as deep as some Americans fear.

That’s because even in the world’s oldest representative democracy, it has always been difficult to overcome conflict and self-interest to advance the common good.

Public education, for example, “was not seen as the responsibility of government until the middle of the 19th century,” Otis reminds us. “So convincing folks that somehow they should pay taxes so that other people’s children could be educated is an extraordinary feat in American government."

In this week’s episode, we also hear from Frank Turner, former City Manager and Foundation trustee in Covington, Georgia, from Otis’ “Civic Strategies” podcast archive.

Listen on Apple , Spotify , and all podcast platforms .

CLICK HERE TO LISTEN

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SPECIAL DATE FOR JULY: Wednesday, July 10, 2024

Connect with community leaders nationally in a monthly forum hosted by Matt Lehrman of Social Prosperity Partners. This lightly moderated group discussion is a chance for municipal officials, school board members, nonprofit directors, and other community leaders to consider shared challenges and opportunities in a supportive, inclusive space. T here is no formal presentation. Attendance is limited, so please register early.

Starting this month, there's a $6 charge to attend, providing an added incentive for those who register to show up. Thank you for your understanding and support!

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Learn more at SocialProsperity.us and MattLehrman.com .

A ‘slow burn’ path to leadership

Wed, 19 Jun 2024 01:20:41 GMT

In this week’s “Community Catalysts” podcast, I talk with first-term City Council Member Alisa Benson of Orono, Minnesota, about her “slow burn” journey from concerned mom to community activist and reluctant politician.

Listen on Apple , Spotify , and all podcast platforms .

CLICK HERE TO LISTEN

RECENT EPISODES:

Doug McLennan, Founder & Editor, ArtsJournal - Pt. 2

(June 11, 2024)

Doug McLennan, Founder & Editor, ArtsJournal- Pt. 1

(June 4, 2024)

Otis White, Civic Strategies- Pt. 2

(May 28, 2024)

APPLY HERE to be a podcast guest.

What does the Constitution have to say about community values?

WATCH NOW on YouTube

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Email me at Matt@SocialProsperity.us .
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Douglas McLennan, Founder & Editor, ArtsJournal (Part 2)

Matt@MattLehrman.com (Matt Lehrman) — Tue, 11 Jun 2024 22:05:37 GMT

Douglas McLennan

Founder & Editor, ArtsJournal

“It’s All About Audience” — Doug McLennan, the founder and editor of ArtsJournal, shares perspectives from 25 years at the confluence of journalism, arts and digital technology. As our conversation turns toward the future, Doug explores the exponential growth of AI and its far-reaching implications for society.

Listen on Apple , Spotify , and all podcast platforms .

APPLY HERE to be a podcast guest.

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Where are the fires of incivility burning?

Matt@MattLehrman.com (Matt Lehrman) — Mon, 10 Jun 2024 23:50:18 GMT

By Matt Lehrman

Social Prosperity Partners

Stress from incivility has been rising in many communities, but the causes and the intensity of conflict can vary. To help fill out this picture, two weeks ago I asked subscribers to share their experience in a personal email or by taking a one-question Civility Stress Survey online to “point where it hurts” in your community.

The results of that survey (below) suggest the highest levels of stress are being felt amongst the general public, as well as in strained relations between residents and their representatives on the city or town council.

Since such clashes are often newsworthy events, I’m not at all surprised to see that number. Yet the highest tension levels are being felt by the public at large, which only underscores the importance of transparent, inclusive leadership at the council level. Elected officials must recognize that their responsibility is not just to be “deciders,” but to advocate for public engagement and facilitate civil discourse in their communities.

It is somewhat heartening to observe that the tension between the council members and their staff scored rather low, suggesting most communities benefit from a strong working relationship there.

Of course, there are exceptions to every trend, and I also received stories of serious dysfunction between elected officials and professional managers. That’s an unfortunate situation I’ll be sure to return to in a future newsletter.

What’s the situation in your community? Send me a note and tell me more about it

“Personal attacks are a distraction from issues, and I think that’s effective sometimes, but it’s not a game that I want to play.”

— Alisa Benson,

City Council Member, Orono, Minnesot a

Watch “ Politics vs. Government ” on YouTube to hear more perspectives from community leaders like you.

NEW EPISODE — “IT’S ALL ABOUT AUDIENCE” (Part 2 of 2, June 11, 2024)

Doug McLennan, the founder and editor of ArtsJournal , shares perspectives from 25 years at the confluence of journalism, arts and digital technology. As our conversation turns toward the future, Doug explores the exponential growth of AI and its profound implications for society.

Listen on Apple , Spotify and all podcast platforms

CLICK HERE TO LISTEN

“Doug McLennan, Founder & Editor, ArtsJournal (Part 1)”

(June 4, 2024)

“Otis White, Civic Strategies- Part 2” (May 28, 2024)

“Signe Friedrichs, Former Council Member, Herndon, VA“ (May 14, 2024)

“Patrick Banger, Town Manager, Gilbert, AZ" (May 7, 2024)

Connect with Matt:

Email me at Matt@SocialProsperity.us .
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Douglas McLennan, Founder & Editor, ArtsJournal (Part 1)

Matt@MattLehrman.com (Matt Lehrman) — Tue, 04 Jun 2024 22:02:38 GMT

Douglas McLennan

Founder & Editor, ArtsJournal

“It’s All About Audience” — Doug McLennan, the founder and editor of ArtsJournal, shares perspectives from 25 years at the confluence of journalism, arts and digital technology. “To say that audiences for the arts are declining,” he says, “completely misses the idea. There’s more creativity, more ability to produce creative things. Arts education is flourishing in a way it never has before.”

Listen on Apple , Spotify , and all podcast platforms .

APPLY HERE to be a podcast guest.

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3 ways to make self-care part of your routine

Matt@MattLehrman.com (Matt Lehrman) — Tue, 04 Jun 2024 18:11:54 GMT

By Matt Lehrman

Social Prosperity Partners

“Self-care isn’t selfish.”

That’s the message that Victoria Woodards , the two-term mayor of Tacoma, Washington , would send back in time to her younger self, as she told me in her “ Community Catalysts ” podcast interview.

It’s a lesson so many community leaders have had to learn — or relearn — at critical moments in their lives. Taking on a role with greater responsibility, either as an elected official or as a professional manager, is often such a moment, but others are brought on by a family, personal or even a public crisis.

It was the last of these for Cindy Burchfield , Mayor Pro Tem of Daisetta, Texas , a tiny city of 1,000 residents that made headlines when a giant sinkhole opened up in town — not once but multiple times, in fact, but most recently in 2023 , as she shared during last month’s Local Leadership Chat on Zoom.

“When the crisis was over and it was OK to go completely melt down, that’s exactly what I did,” said Burchfield, an elected Alderman on the Daisetta City Council for the past 12 years.

“It was then that I realized I cannot serve people 24 hours a day, seven days a week, 365 days a year, for years on end. I had to pull back and tell the other council members, ‘I’ve got to step away a little bit.’ I turned to counseling, I turned to other council members in other places. This group actually has directly helped me in my very most trying times, just by being able to talk about it.”

THREE KEYS TO SELF-CARE

Special thanks to Alisa Benson , City Council Member in Orono, Minnesota , for kicking off the conversation with a virtual yoga exercise. Her upcoming interview on the “ Community Catalysts ” podcast will be available to listeners on June 18.

Here are three more takeaways on self-care from our May 3 Local Leadership Chat, “Reservoirs of Resilience.”

1. Take time to unplug

2. Make mental wellness ‘routine’

Counseling and therapy used to be taboo topics, but more and more community leaders are talking openly about mental wellness over a lifetime, and not just in terms of a mental health crisis.

“One of the things that I did this year after my birthday was I did a physical, and I also made time to meet with a psychologist,” Cox said, “because a pastor that I had used to always say, ‘Every two years when your birthday comes, you should get a physical and a mental and a spiritual checkup .”

3. Cultivate supportive relationships

Kevin Park , a City Council Member in Santa Clara, California , recognized the importance of setting limits on email and social media time. But even as people look for ways to unplug, Park wanted to talk about ways to connect with others for mutual support.

“With software engineering, the activity that I love is code review with another person, because the code review allows me to assess how I’m working with others. But more importantly, with the friends that are really close to me, it allows them to assess how I’m doing.

“Having something to do by yourself is great, but having people that you can work with and do something with is very valuable for me.”

NEW EPISODE — “IT’S ALL ABOUT AUDIENCE” (Part 1 of 2, June 4, 2024)

Doug McLennan, the founder and editor of ArtsJournal , shares perspectives from 25 years at the confluence of journalism, arts and digital technology. “To say that audiences for the arts are declining,” he says, “completely misses the idea. There’s more creativity, more ability to produce creative things. Arts education is flourishing in a way it never has before.”

Listen on Apple , Spotify and all podcast platforms

CLICK HERE TO LISTEN

“Otis White, Civic Strategies- Part 2” (May 28, 2024)

“Signe Friedrichs, Former Council Member, Herndon, VA“ (May 14, 2024)

“Patrick Banger, Town Manager, Gilbert, AZ" (May 7, 2024)

NEXT LOCAL LEADERSHIP CHAT: FRIDAY, JUNE 7

“Shaping Tomorrow”: What challenges and opportunities do you see right now that could make a lasting impact in your community or organization? Join civic leaders from across the country to discuss priorities and strategies for building resilience and prosperity in the future.

RSVP HERE to attend this free & friendly online discussion. Local Leadership Chats are facilitated by Matt Lehrman on the first Friday of every month.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
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Learn more at SocialProsperity.us and MattLehrman.com .

Otis White, Civic Strategies- Part 2

Matt@MattLehrman.com (Matt Lehrman) — Tue, 28 May 2024 22:09:41 GMT

Otis White

Civic Strategies

“CITIES, BUSINESSES, AND INCLUSIVE CIVIC STRATEGIES”: Otis White, an influential thought leader in community-based strategic planning, returns to the podcast to discuss the virtues as well as the costs of inclusivity. From the “Civic Strategies” podcast archive, Scott Tigchelaar, former president of Raleigh Studios Atlanta, talks with Otis about how cities and businesses can work together successfully.

Listen on Apple , Spotify , and all podcast platforms .

APPLY HERE to be a podcast guest.

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Where is your community’s Civility Stress?

Tue, 28 May 2024 17:05:24 GMT

By Matt Lehrman

Social Prosperity Partners

Everyone experiences stress sometimes, and so do communities as a whole. People get along well during periods of what we might call “low civility stress.” Tensions arise but are effectively managed, maintaining a state of civility. However, when stress becomes overwhelming, the problem of incivility can escalate.

When I work with communities around the country, I’m constantly taking their “civility stress” temperature in ways that distinguish both among and between three groups:

Among the General Public
Among the City/Town’s Council Members
Among the City/Town’s Staff
Between the Public and Council Members
Between the Council and the Staff
Between the Public and the Staff

Are you curious to know how your community compares with others? Let me invite you to send me an email with a brief, informal message about your own perspective. Which of these six is facing the highest level of stress in your community? Share a specific example if you can, and I promise to report out what I hear within two weeks, keeping confidential any personal or identifying information, of course.

NEW EPISODE — “CITIES, BUSINESSES, AND INCLUSIVE CIVIC STRATEGIES”

(May 28, 2024)

Otis White, an influential thought leader in community-based strategic planning, returns to the podcast to discuss the virtues as well as the costs of inclusivity. From the “Civic Strategies” podcast archive, Scott Tigchelaar, former president of Raleigh Studios Atlanta, talks with Otis about how cities and businesses can work together successfully.

Listen on Apple , Spotify and all podcast platforms

CLICK HERE TO LISTEN

"Mayor Craig McFarland, Casa Grande, AZ" (May 21, 2024)

“Signe Friedrichs, Former Council Member, Herndon, VA“ (May 14, 2024)

“Patrick Banger, Town Manager, Gilbert, AZ" (May 7, 2024)

“Otis White, Civic Strategies (Part 1)” (April 30, 2024)

NEXT LOCAL LEADERSHIP CHAT: FRIDAY, JUNE 7

RSVP HERE to attend this free & friendly online discussion. Local Leadership Chats are facilitated by Matt Lehrman on the first Friday of every month.

CONNECT WITH MATT:

Email me at Matt@SocialProsperity.us .
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Mayor Craig McFarland, Casa Grande, AZ

Tue, 21 May 2024 22:12:11 GMT

Mayor Craig McFarland

Casa Grande, AZ

“ROAD TO PROGRESS” - Mayor Craig McFarland of Casa Grande, Arizona, reflects on his two terms in office, highlighting a recent Federal freeway investment that marks a milestone in regional connectivity. This achievement underscores the collaborative efforts of local, regional, tribal, state, and federal entities.

Listen on Apple , Spotify , and all podcast platforms .

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This Memorial Day, honor the cause of civility, too

Tue, 21 May 2024 17:22:21 GMT

By Matt Lehrman

Social Prosperity Partners

Hypothetical question: If the President signed an official proclamation urging all Americans to unite in prayer for “permanent peace,” how would you respond?

(A) “Sign me up! This is just the kind of thoughtful leadership we need right now.”

(B) “Empty pieties won’t accomplish anything. He’s just pandering for votes.”

With apologies to Jeff Foxworthy , if you answered A or B, you might be living in a partisan bubble. If you answered C, however, you may also know it was Harry S. Truman who made a prayer for “permanent peace” a presidential tradition since at least 1949 . Now as then, the line between inspiring leadership and meaningless rhetoric is in the eye of the beholder.

We all know that politics can be ugly. We routinely describe the legislative process as “sausage making,” and every election season, voters are bombarded with negative ads and dirty tricks that turn many off from participating at all. We might not like it, but in a representative democracy, the political process is the only means we have to resolve societal conflicts peacefully.

There is no better time to face this difficult truth than on Memorial Day (May 27 this year). Although it didn’t officially become a national holiday until 1971 , it was first observed as Decoration Day in the years after the Civil War — the ultimate “breakdown of civility.” So when we honor the Americans who fought and died for their country, we must also remember that their sacrifice only became necessary because of a failure in politics or diplomacy , somewhere along the line.

“Permanent peace” may never be achievable, but in the aftermath of another devastating war, President Truman understood how important it was that we keep trying.

NEW EPISODE — “ “Mayor Craig McFarland, Casa Grande, AZ”” (May 21, 2024)

Mayor Craig McFarland of Casa Grande, Arizona, reflects on his two terms in office and a recent federal freeway investment that marks a milestone in regional connectivity. This achievement underscores the collaborative efforts of local, regional, tribal, state and federal entities.

Listen on Apple , Spotify and all podcast platforms

CLICK HERE TO LISTEN

“Signe Friedrichs, Former Council Member, Herndon, VA“ (May 14, 2024)

“Patrick Banger, Town Manager, Gilbert, AZ" (May 7, 2024)

“Otis White, Civic Strategies (Part 1)” (April 30, 2024)

NEXT LOCAL LEADERSHIP CHAT: FRIDAY, JUNE 7

RSVP HERE to attend this free & friendly online discussion. Local Leadership Chats are facilitated by Matt Lehrman on the first Friday of every month.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram , YouTube and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

Signe Friedrichs, Former Council Member, Herndon, VA

Matt@MattLehrman.com (Matt Lehrman) — Tue, 14 May 2024 22:16:24 GMT

Signe Friedrichs

Former Council Member, Herndon, VA

“ADVOCATE’S DILEMMA” - Signe Friedrichs, former Herndon (Virginia) Town Council Member, reflects on her 2022 re-election loss and balancing the passion to drive change with the weight of responsible governance for an entire community.

Listen on Apple , Spotify , and all podcast platforms .

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Unite & conquer? Why disagreement is natural

Tue, 14 May 2024 18:27:59 GMT

By Matt Lehrman

Social Prosperity Partners

From campus protests to epic rapper beefs, we all know conflict drives headlines. But it’s pointless to criticize “the mainstream media” for a reality that’s equally true in alternative media and our own social media feeds, not to mention every bestselling novel and blockbuster movie ever.

Conflict is the heart of all stories, and that’s why one of the founding principles of Social Prosperity Partners is this simple statement: Conflict isn’t only natural, it’s necessary.

When I say conflict is natural, I don’t just mean it casually, as in, “Naturally, not everyone in the family loves musical theater (or football, or Star Trek )”. I’m talking about something more fundamental. Not just science fiction, but science.

In his 2012 bestseller The Social Conquest of Earth , biologist Edward O. Wilson compares cooperation among insects versus mammals, particularly humans. At every level from micro to macro, from the individual to the global, success is determined by the dynamic push-and-pull of competition and cooperation .

Wilson writes that an “iron rule” in evolution is that “ selfish individuals beat altruistic individuals, while groups of altruists beat groups of selfish individuals .” However, he adds, “The victory can never be complete; the balance of selection pressures cannot move to either extreme. If individual selection were to dominate, societies would dissolve. If group selection were to dominate, human groups would come to resemble ant colonies.”

When I first read these words, I felt inspired because they helped me understand in a deeper way that conflict, or disagreement, is fundamental not simply as a problem to solve — though sometimes it’s that, too — but as an essential mechanism for learning and advancement.

So, conflict isn’t a hurdle to be avoided, but rather a natural and necessary occurrence that can be anticipated and channeled into a productive catalyst for growth.

NEW EPISODE — “ADVOCATE’S DILEMMA” (May 14, 2024)

Signe Friedrichs, former Herndon (Virginia) Town Council Member, reflects on her 2022 re-election loss and balancing the passion to drive change with the weight of responsible governance for an entire community.

Listen on Apple , Spotify and all podcast platforms

CLICK HERE TO LISTEN

“FUTURE IN FOCUS” (May 7, 2024)

“CIVIC STRATEGIES REVISITED” (April 30, 2024)

“BUILDING COMMUNITY WITH AUTHENTICITY” (April 23, 2024)

NEXT LOCAL LEADERSHIP CHAT: FRIDAY, JUNE 7

RSVP HERE to attend this free & friendly online discussion. Local Leadership Chats are facilitated by Matt Lehrman on the first Friday of every month.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
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Patrick Banger, Town Manager, Gilbert, AZ

Tue, 07 May 2024 22:19:18 GMT

Patrick Banger

Town Manager, Gilbert, AZ

"Future in Focus" - Patrick Banger, City Manager of Gilbert, Arizona, guides a forward-focused team endeavor to pursue the town's strategic vision of becoming the "City of the Future.".

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What to Do in the Face of Incivility

Matt@MattLehrman.com (Matt Lehrman) — Tue, 07 May 2024 20:39:11 GMT

By Matt Lehrman

Social Prosperity Partners

In the months before Election Day, the problem of incivility in public life isn’t going away . So, when you find yourself dealing with inappropriate, disruptive behavior, whether by members of the public or by your colleagues, there are three distinct approaches you can take to manage the situation.

1. MAKE THEM STOP — Same in preschool as on a governing board, there’s nothing like a good timeout when emotions get overheated. Take a breath. Walk out of the room. If necessary, temporarily suspend or adjourn a meeting completely. Clear, fair rules with consistent enforcement are key. Whatever the issue, remember your responsibility to your community or organization and its governance. This isn’t a time to “fight fire with fire,” but to deprive the fire of oxygen.

2. MEDIATE — When there is a necessary decision to be made and a mutual desire for dialogue, it can be useful for disagreeing parties to engage a trained facilitator. They can provide the structure, objectivity, and cool-headedness necessary to find a workable solution. Mediation works best when it’s voluntary, that is, not imposed in some way. Remember our mantra at Social Prosperity Partners: “Where people work together courageously, their potential is unlimited.”

3. MOVE FORWARD — At some point, you may simply need to “agree to disagree,” which means either calling the question or moving on to other important business. However, while it’s never good to let perfection be the enemy of progress, remember that issues left unresolved today likely will fester and erupt again later. So make a plan to address them as soon as possible.

NEW EPISODE — “FUTURE IN FOCUS” (May 7, 2024)

As Town Manager of Gilbert, Arizona, Patrick Banger is responsible for transforming the largest town in America (according to the U.S. Census) into the “City of the Future.”

Listen on Apple , Spotify and all podcast platforms

CLICK HERE TO LISTEN

“CIVIC STRATEGIES REVISITED” (April 30, 2024)

“BUILDING COMMUNITY WITH AUTHENTICITY” (April 23, 2024)

“ENTREPRENEURIAL CITIZENSHIP” (April 16, 2024)

Connect with Matt:

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Otis White, Civic Strategies (Part 1)

Matt@MattLehrman.com (Matt Lehrman) — Tue, 30 Apr 2024 22:23:08 GMT

Otis White

Civic Strategies

"Civic Strategies (Part 1)" - Otis White, the former President of Civic Strategies (now retired), is one of America’s foremost analysts and thought leaders on community decision-making and civic leadership. Starting today, we feature his interviews conducted from 2011 to 2015, in collaboration with the Georgia Municipal Association, for the Civic Strategies podcast.

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Otis White on tapping into citizens’ expertise.

Matt@MattLehrman.com (Matt Lehrman) — Tue, 30 Apr 2024 16:08:13 GMT

By Matt Lehrman

Social Prosperity Partners

In the first nine episodes of the “Community Catalysts” podcast , I’ve interviewed 3 mayors, a city council member, 3 nonprofit executives, a police chief, and a police detective turned social media strategist. This week, I want to introduce a voice you’ll hear more from in future episodes.

In his 22-year career as principal of Civic Strategies , an Atlanta-based consulting firm, Otis White became one of the country’s top strategic planning experts. When I asked him to describe the job for an 8-year-old, he said, “I tried to make cities better by trying to make some of the institutions in cities work a little better.”

For four years, Otis hosted his own podcast, also called “Civic Strategies,” produced in cooperation with the Georgia Municipal Association . Those 39 interviews are no longer available anywhere, but Otis has generously gifted his audio archive to “Community Catalysts,” so I will be sharing some highlights from that series on a monthly basis, along with more of my interview with Otis.

This week’s takeaway from an elder statesperson in civic planning facilitation?

“We’re all experts, but we don’t recognize each other’s expertise,” he said. “ The citizens are experts in what kind of community they want. And they’re also experts, by the way, in fairness. But the experts we think of as experts — planners, city department leaders — are experts in something else. They’re experts not in the what but the how .”

Listen now on Apple , Spotify and other podcast platforms .

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Mayor Victoria Woodards, Tacoma, Washington

Matt@MattLehrman.com (Matt Lehrman) — Tue, 23 Apr 2024 22:26:23 GMT

Mayor Victoria Woodards

Tacoma, Washington

"Building Community with Authenticity" - Victoria Woodards, Mayor of Tacoma, Washington, and Immediate Past President of the National League of Cities, links the essence of authentic leadership to the art of cultivating community collaboration.

Listen on Apple , Spotify , and all podcast platforms .

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3 Keys to Building Trust in Your Community

Matt@MattLehrman.com (Matt Lehrman) — Tue, 23 Apr 2024 19:26:47 GMT

By Matt Lehrman

Social Prosperity Partners

Trust is the essential ingredient that holds all human societies together. Autocracy reigns when people place their trust in dictators and kings, but for a democratic society to survive and thrive, we must build trust in the values, institutions and processes of representative self-government.

This is a job that’s never done, a race without a finish line. Why? Because, as my partner John Little said in our latest Local Leadership Chat, “It takes a long time to build trust, but trust can be lost in a moment.”

Some of the participants in our April 5 roundtable had experience rebuilding trust after just such a breach, but everyone understood that maintaining trust with the community is an ever-evolving challenge. Here are three takeaways from our discussion on “The Mechanics of Trust”:

1. Build trust by being ACCESSIBLE

How we welcome citizens to public meetings is important, but the fact is, most people don’t have the time to follow the sometimes laborious processes of local governance. It’s important to find opportunities to engage with residents informally .

“I’ve set up regular office hours, I buy people coffee one Monday a month, and I try to show up to all the local festivals and events, just to make myself available without agenda to talk to people,” said first-term Mayor Mike Krachmer of Vadnais Heights, Minnesota.

Attending community events, such as her city’s pancake breakfast, is also a priority for Alisa Benson , a City Council member in nearby Orono.

“I wear my City of Orono name placard, and I just try to go around and meet people. They're not going to come to a council meeting, but they want the pancakes.”

2. Build trust by being RESPONSIVE

Just as important as accessibility is your responsiveness — answering people’s questions, returning calls and emails, following up with further facts or new developments.

“ People have confidence when they feel that they are getting a response in real time, and when they feel that they are heard when they are overwhelmed or confused,” said Mayor Elaine McLain of Birmingham, Michigan.

During public meetings, McLain and Benson both try to actively translate the bureaucratic details into everyday language.

“Most folks don’t understand a lot of these concepts and are uncomfortable asking in public ,” Benson said. “So I do the asking for the community.”

“One problem,” she added, “is when elected officials are unable or unwilling to say ‘I don’t know’ or to have difficult conversations in public.”

3. Build trust by being TRANSPARENT

Most people agree on the need for open meeting laws and transparency in government, but all too often, the legalistic language and formal processes of government can be anything but transparent.

To residents attending their first council meeting, for example, the routine business of passing a consent agenda , without discussion or explanation, could create a false impression of back-room dealing , rather than the true but much less exciting reality of committees, subcommittees and long-term budget planning — not to mention Robert’s Rules of Order.

“As much as we would love to bring everybody along, most people, until it affects them, we never see them,” said Sona Cooper , Mayor pro tem in the Town of Spring Lake, North Carolina. In 2021, she was the only incumbent re-elected to the Town Council after years of financial mismanagement erupted into a public crisis.

“What we have learned is that we have to tell the story and tell the information over and over again ,” she said. “If someone asks for information through a public records request, we have to respond. We can’t hide. So we do a lot of explaining, and that’s how you build trust.”

LEVEL UP YOUR LEADERSHIP: CLICK HERE TO RSVP today (April 24 by 5 p.m. Pacific time) and attend our May 3 chat on “Reservoirs of Resilience” for a chance to win a free Leadership & Collaboration Skills Assessment & Personal Coaching Session (a $475 value). Three winners will be notified by 7 p.m. May 4. Local Leadership Chats are facilitated by Matt Lehrman on first Friday of every month and are always free to join. Our next discussion focuses on self-care and mental wellness for community leaders.

NEW EPISODE — ““BUILDING COMMUNITY WITH AUTHENTICITY”” (April 23, 2024)

Victoria Woodards, Mayor of Tacoma, Washington, and Immediate Past President of the National League of Cities, links the essence of authentic leadership to the art of cultivating community collaboration.

Listen on Apple , Spotify and all podcast platforms

CLICK HERE TO LISTEN

“ENTREPRENEURIAL CITIZENSHIP” ( April 16, 2024)

“POLITICAL MINDFIELD” (April 9, 2024)

“ALAINA'S VOICE” (April 2, 2024)

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Eugene Carr, Founder, Berkshire Busk!

Matt@MattLehrman.com (Matt Lehrman) — Tue, 16 Apr 2024 22:35:28 GMT

Eugene Carr

Founder, Berkshire Busk!

"Entrepreneurial Citizenship" - Eugene Carr, founder of the Berkshire Busk! festival in Great Barrington, Massachusetts, talks about how local government can nurture private initiatives.

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To create the Berkshire Busk! festival, Gene Carr needed partners in City Hall, on Main Street

Matt@MattLehrman.com (Matt Lehrman) — Tue, 16 Apr 2024 20:08:08 GMT

By Matt Lehrman

Social Prosperity Partners

When we launched the “Community Catalysts” podcast in February, we promised real-life stories about local leadership that contain practical advice for anyone looking to make a difference in their own community, whether or not they hold elected office or other official title. That’s because innovation often requires some kind of public-private partnership.

1. Active support from local government.

“This entire festival wouldn’t have happened at all, and I wouldn’t have lifted a finger to do it, if it weren’t for the town manager,” Gene says. “He basically said, I will help you knock down the inevitable barriers that you’re going to encounter — I’m on your side.” One example: extending the town’s insurance coverage to an adjacent church’s lawn for the performance of aerial dancers.

2. Financial support from the business community.

“My first question to that town manager was, who are the movers and shakers that I need to talk to who are likely to be open-minded and entrepreneurial?” In the episode, he gets into specifics such as sponsorship incentives and realistic budgeting.

“These kinds of festivals are unlikely to spring from within an administration of an existing town and municipality,” Gene says. “It’s more likely that an individual in the community is gonna come and approach the town and say, I wanna make this happen. And if that’s the case, that individual has to feel supported because they’re creating an idea out of nothing, and they are suddenly going to take this huge project on their shoulders.”

Listen now on Apple , Spotify and all podcast platforms .

CHAT TO WIN A LEADERSHIP PERSONALITY ASSESSMENT

Enhance your leadership toolkit by joining our next Local Leadership Chat, titled “Reservoirs of Resilience,” via Zoom on Friday, May 3. This month’s free, facilitated discussion will explore the importance of self-care and mental wellness in sustaining effective leadership.

Early Registration Sweepstake s: RSVP HERE by Wednesday, April 24 (5 p.m. Pacific Time) and attend the session for a chance to win a free Leadership & Collaboration Skills Assessment & Personal Coaching Session (a $475 value). This scientifically validated, EEOC-compliant tool includes a 10-minute survey and one-hour private review with Matt, providing insights into how your personality traits interact with others and empowering you to navigate relationships more mindfully and confidently. Three (3) winners will be notified by 5 p.m. May 4 (PST). Don’t miss out on this opportunity to elevate your leadership abilities!

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Mayor practices ‘radical transparency’

Matt@MattLehrman.com (Matt Lehrman) — Tue, 09 Apr 2024 21:57:23 GMT

By Matt Lehrman

Social Prosperity Partners

Turning around a dysfunctional city government requires tough-minded leadership. For Mayor Elaine McLain of Birmingham, Michigan, that toughness came from her background as a psychiatric nurse. My guest this week on the “Community Catalysts” podcast took on an infrastructure crisis in her city, which required her to rally support for something that was “necessary, unpopular and expensive.”

Among the leadership practices the Mayor champions is “ radical transparency .”

“On the street, I am the person who answers the question with the facts or finds out who knows and refers people,” she says. “That gives people confidence in their government even when they disagree.”

As so many communities face challenges of engaging public dialogue and building trust, I’m particularly drawn to the Mayor’s assertion that it is a leader’s role to manage “boundaries on facts & behaviors.”

Listen now on Apple , Spotify and all podcast platforms .

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Arik Housely, Founder, Alaina's Voice Foundation

Matt@MattLehrman.com (Matt Lehrman) — Tue, 02 Apr 2024 18:53:18 GMT

Eugene Carr

Founder, Berkshire Busk!

"Alaina's Voice" - Arik Housely’s call to community leadership begins with unimaginable loss and follows a heartbreaking path of grief that has emerged into an initiative for making positive change in the world.

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Sign up now for this Friday's Local Leadership Chat

Matt@MattLehrman.com (Matt Lehrman) — Tue, 02 Apr 2024 16:13:12 GMT

By Matt Lehrman

Social Prosperity Partners

What happened when an armed militia showed up for a Parks Department meeting in a Tennessee town? Nothing too out of the ordinary, it turns out — just a regularly scheduled public comment period, conducted under the watchful eye of the local sheriff.

The topic for last month’s Local Leadership Chat was “The Trouble With Public Comments,” so I was expecting to hear about angry protesters clashing with local officials. I just didn’t expect the issue sparking the most controversy would be … disc golf in Texas . For those who participated, the discussion was incredibly insightful and instructive.

Local Leadership Chats are virtual gatherings, held monthly, that offer the chance to hear stories and share advice with people serving in various leadership positions all across the country. They are always free to join, but space is limited. There’s no presentation; just a gently facilitated, welcoming, and supportive conversation.

By popular request, I’m pleased to announce topics & open registration for April, May & June’s conversations. Be sure to reserve your spot for each of these revealing and helpful conversations:

April 5 — The Mechanics of Trust: Let’s talk about how civic leaders earn trust, both individually and for our governing boards and councils. From our experiences, we'll share what works and what doesn't. Join us for a conversation about practical ways to build confidence and credibility in our communities.
REGISTER HERE

May 3 — Reservoirs of Resilience: Community leadership is a marathon, not a sprint, so let’s talk about self-care and mental wellness as a form of endurance training. This is an opportunity to share stories and compare strategies about balancing personal needs against the demands of civic service for the long term.
REGISTER HERE

June 7 — Shaping Tomorrow: What challenges and opportunities do you see right now that could make a lasting impact in your community or organization? Join civic leaders from across the country to discuss priorities and strategies for building resilience and prosperity in the future.
REGISTER HERE

WHISKEY, JAZZ & LEADERSHIP

I’m thrilled to be the featured guest on the latest episode of “Whiskey, Jazz & Leadership,” the podcast hosted by Galen Bingham, The Leadership Strategist®. Our paths first crossed a decade ago at a conference, where we quickly discovered we shared a passion for exploring the qualities of effective leadership. With my background in nonprofit management and public administration, it was fascinating to compare n otes with Galen, who’s worked for corporate titans like Kraft and Coca-Cola. I hope you enjoy listening to our latest conversation on your favorite podcast platform. (Part 2 will be posted this Friday, April 5.)

NEW EPISODE — “ALAINA’S VOICE” (April 2, 2024)

Martin Podsiad, a New Haven police detective, took over the department’s social media and discovered that his interview and interrogation skills seamlessly translate into captivating social media engagement, offering a fresh perspective on audience connection.

Listen on Apple , Spotify and all podcast platforms

CLICK HERE TO LISTEN

“LAW & ORDER AND SOCIAL MEDIA” ( March 26, 2024)

“THE WELLNESS POLICE” (March 5, 2024)

“CHURCH & STATE” (February 27, 2024)

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Martin Podsiad, Detective, New Haven Police Department

Matt@MattLehrman.com (Matt Lehrman) — Tue, 26 Mar 2024 18:56:39 GMT

Detective Martin Podsiad

New Haven Police Department

"Law & Order and Social Media" - Martin Podsiad, a New Haven police detective, took over the department’s social media and discovered that his interview and interrogation skills seamlessly translate into captivating social media engagement, offering a fresh perspective on audience connection.

Listen on Apple , Spotify , and all podcast platforms .

APPLY HERE to be a podcast guest.

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SWOT SQUARED: A tool for planning a stellar future

Matt@MattLehrman.com (Matt Lehrman) — Tue, 26 Mar 2024 17:46:39 GMT

By Matt Lehrman

Social Prosperity Partners

The SWOT analysis is a well-known and highly valuable tool in strategic planning. The acronym reminds leaders to analyze their organization in four ways:

Strengths — What do we do better than others?
Weaknesses — What could we improve (or what should we avoid)?
Opportunities — What ideas deserve to be explored?
Threats — What might interfere with our plans?

The S and W assess internal factors, O and T external ones. Often visualized as four squares, this simple but effective analysis has been in wide use for decades. In my own strategic planning work, however, I add a second set of “SWOT” questions that complement the familiar four.

What Is SACRED? — Before we map out a vision for the future, what essential aspects of our organization do we agree must be protected along the way?

What Would Be WONDERFUL? — What can we accomplish that would make a real difference to our audiences, stakeholders and community?

What Are We OVER? — What beliefs, practices or projects are we ready to replace?

Who Should Be on Our TEAM? — Who shares our objectives and values, and how can we connect with those communities and organizations?

The next time someone asks what SWOT stands for, tell them “Sacred, Wonderful, Over, Team.” Who knows? It might be the start of a great collaboration.

Adapted from a column originally published o n ArtsJournal.com .

APRIL 5 COMMUNITY CHAT

“The Mechanics of Trust” — How can civic leaders earn trust, both individually and for their governing boards and councils? Let’s talk about what works and what doesn’t. Free to join, but REGISTER NOW as space is limited in this virtual leadership roundtable facilitated by Matt Lehrman.

NEW EPISODE — “LAW & ORDER AND SOCIAL MEDIA” (March 26, 2024)

Listen on Apple , Spotify and all podcast platforms

CLICK HERE TO LISTEN

“ S TRATEGIC OUTCOMES ” ( March 19, 2024)

“THE WELLNESS POLICE” (March 5, 2024)

“CHURCH & STATE” (February 27, 2024)

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Matthew Pepper, President & CEO, Michigan Humane

Matt@MattLehrman.com (Matt Lehrman) — Tue, 19 Mar 2024 18:58:55 GMT

Matthew Pepper

President & CEO, Michigan Humane

"Strategic Outcomes" - Matthew Pepper, President & CEO of Michigan Humane, transformed how this 147-year-old nonprofit approaches strategic planning, replacing the conventional chase of statistics with a focus on the impactful outcomes of "healthy communities, safe neighborhoods, and a thriving workforce & economy.”

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3 Myths About Boundaries, Debunked

Tue, 19 Mar 2024 18:29:31 GMT

By Matt Lehrman

Social Prosperity Partners

Dear Social Prosperity Partners: As a school board president who also has years of classroom experience, I know how to manage a contentious public meeting. However, when the personal attacks are coming from my fellow board members, I can’t just shush them with my “teacher voice.” These are my colleagues, not my students. How do I get them to maintain professional boundaries? I feel like I’m being bullied.

— Stuck in the Schoolyard

Dear Stuck in School: I’m sorry you feel bullied, and you need to know you are not alone. I hear similar tales of frustration from all sorts of community leaders across the country, and the subject of “boundaries” keeps coming up in our monthly Community Chat on Zoom.

Thankfully, the formal structure of a school board imposes some basic limits on speech and behavior. Assuming those are being properly enforced, the boundaries you need to maintain aren’t “professional,” they are interpersonal. More importantly, boundaries can’t be imposed on others, but only upon ourselves.

3 MISCONCEPTIONS ABOUT BOUNDARIES

This insight comes from Dr. Robert Weiss, an addiction and recovery expert whose blog post on boundaries debunks three myths or “misconceptions”:

Myth #1: “Healthy boundaries are how we control the behavior of other people.” (The only behavior we control is our own.)

Myth #2: “Healthy boundaries are about keeping unsafe people out of our lives.” (Boundaries create a path to let others in, safely.)

Myth #3: “Boundaries limit our thinking and behavior.” (Boundaries enable and empower us.)

WATCH: Highlights from our Jan. 5 Community Chat on “Governance vs. Politics”

A real-world example came up in ou r January Community Chat when Kwame Kamau James talked about improving communications on his Michigan school board, and I have tremendous admiration for the candor and clarity of their response. “We’ve been very pointed about verbalizing, articulating the harm as it’s being done,” he said, when someone engages in personal attacks or other uncivil behavior.

So, when facing a situation of incivility, remember that your choice is not between “fighting fire with fire” and “turning the other cheek.” Controlling your own behavior and keeping communication lines open is your key to dignity, respect and a constructive resolution.

Looking for advice on a leadership challenge ? Ask Matt@SocialProsperity.us .

NEW EPISODE — ““STRATEGIC OUTCOMES” (March 19, 2024)

Matthew Pepper, President & CEO of Michigan Humane, transformed how this 147-year-old nonprofit approaches strategic planning, replacing the conventional chase of statistics with a focus on the impactful outcomes of "healthy communities, safe neighborhoods, and a thriving workforce & economy.”

Listen on Apple , Spotify and all podcast platforms

CLICK HERE TO LISTEN

“BACK IN BLACK” ( March 5, 2024)

“THE WELLNESS POLICE” (March 5, 2024)

“CHURCH & STATE” (February 27, 2024)

Connect with Matt:

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Mayor Annette Blackwell, Maple Heights, Ohio

Matt@MattLehrman.com (Matt Lehrman) — Tue, 12 Mar 2024 19:03:50 GMT

Mayor Annette Blackwell

Maple Heights, Ohio

"Back in Black" - As both the first woman and African American mayor in Maple Heights, Ohio, Annette Blackwell faced a racist and sexist backlash while putting the Cleveland suburb’s finances back on track. But her biggest challenge wasn’t winning over white voters, but other Black politicians.

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To test your values, rephrase the question

Matt@MattLehrman.com (Matt Lehrman) — Sun, 10 Mar 2024 23:30:45 GMT

By Matt Lehrman

Social Prosperity Partners

Defining mission, vision and values is a powerful tool for any organization, but it’s not the rhetoric of such statements that matters so much as their ability to inform practical decision-making at all levels.

To test whether your organization’s thoughtfully crafted principles are doing the job, sometimes it helps to rephrase the question. For example, I was in Nebraska recently facilitating separate (but identical) annual planning retreats for the Fremont City Council and the city’s senior staff. The Cit y’s official values statement is: “St rong Leadership,” “Public Safety,” “Fiscally Responsible,” “Quality of Life,” and “Teamwork” — all strong, results-oriented phrases. But are they the most important values driving both Council members and their professional staff?

To find out, I asked each group what qualities, rather than values, energized them in pursuit of their stated mission, even in challenging times. Both expressed a commitment to “Service,” and beyond that, it was fascinating to hear Council members orient to “Public Trust” and accountability to “The Future,” while staffers emphasized the importance of “Professionalism” and “Teamwork.”

My advice to the Fremont City Council (shared with their permission) was that their currently stated values are well-chosen promises to residents, but this shouldn’t stop them from continuing to explore the values — er, sorry, qualities — that inform how they work together to accomplish those goals.

3 KEYS TO A VALUES STATEMENT THAT LASTS

A values statement isn’t about branding, marketing, public relations or virtue signaling. The purpose of articulating the foundational beliefs of an organization is to make sure they continue guiding actions and decisions.

Here are three keys to a values statement that will serve as a lasting beacon:

Universality: The statement should apply across all levels of the organization, from leadership to frontline staff.
Discernment: The values should embody distinct choices or priorities to decide among potentially conflicting option
Authenticity: These values must be derived from observed behaviors and actions, not just lofty ideals or noble rhetoric.

Finally, it’s crucial to avoid temptingly vague words like “excellence,” “transparency” or “inclusivity,” which are unquestionably expected of every municipal entity and nonprofit organization. If you can’t imagine one that publicly embraces the opposite of those qualities, then what’s the point of including them?

NEW EPISODE — “BACK IN BLACK” (March 12, 2024)

As the first woman and first African American mayor of her Cleveland suburb, Annette Blackwell endured a social media backlash while turning around the city’s finances. Her biggest challenge, however, wasn’t winning over white voters, but her fellow Black politicians.

Listen on Apple , Spotify and all podcast platforms

CLICK HERE TO LISTEN

“THE WELLNESS POLICE” (March 5, 2024)

“CHURCH & STATE” (February 27, 2024)

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Rudy Mendoza, Police Chief, Tolleson, Arizona

Matt@MattLehrman.com (Matt Lehrman) — Tue, 05 Mar 2024 19:06:58 GMT

Police Chief Rudy Mendoza,

Tolleson, Arizona

"The Wellness Police" - As part of his wellness agenda in Tolleson, Arizona, Police Chief Rudy Mendoza wanted to make therapy mandatory. But cultural change doesn’t always follow a chain of command.

Listen on Apple , Spotify , and all podcast platforms .

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Invitation to a “Futurecast” on March 13

Matt@MattLehrman.com (Matt Lehrman) — Tue, 05 Mar 2024 17:55:30 GMT

By Matt Lehrman

Social Prosperity Partners

One of the great joys of working in the field of group facilitation and transformative decision-making is the opportunity to collaborate with incredibly insightful and inspiring people.

Brent Robertson is a founding partner at Fathom ( fathom.net ), a Connecticut-based consultancy firm that describes themselves as “facilitators, thinkers, and makers obsessed with leaving you with renewed enthusiasm for and a clearer path to your ideal future.” (He was also a guest in one of the most riveting episodes of my “Tell Me More…” podcast, from September 2021, on the topi c “ White Responsibility .”)

Brent has invited me to lead a virtual Sip Session , Fathom’s monthly roundtable for thought leaders. Please join us for this free (and sales pitch–free) exchange of ideas. There’s no speechifying - just a great exercise of sharing perspectives and sparking fresh thinking.

Futurecast: A Collaborative Journey into Forward-Focused Leadership

The future is unknowable, but it’s incredibly malleable. So, let’s elevate our focus beyond today’s worries, distractions and constraints and embrace the possibilities of tomorrow. This exercise isn’t just about guessing what might happen, it’s a precious opportunity to collaborate in recognizing the skills, resources, and connections we can cultivate now to prepare for what lies ahead.

NEW EPISODE — “THE WELLNESS POLICE” (March 5, 2024)

Chief Rudy Mendoza wanted to make therapy mandatory for all police officers in Tolleson, Arizona — but cultural change doesn’t always follow a chain of command.

Listen on Apple , Spotify and all podcast platforms

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Introducing ‘Community Catalysts,’ a weekly podcast on leadership

Matt@MattLehrman.com (Matt Lehrman) — Tue, 27 Feb 2024 23:39:06 GMT

By Matt Lehrman

Social Prosperity Partners

There are many paths to leadership and many ways to lead, whether you’re in the spotlight or working behind the scenes. And that’s why I am excited, proud and grateful to be hosting “Community Catalysts,” a new weekly podcast for and about community leaders like you.

In the inaugural episode, “Church & State,” I talk with the Reverend Audrey Hartness Reese about balancing her dual callings as a Presbyterian pastor and City Council Member in rural South Carolina.

You can listen to our conversation now on Apple , Spotify and other podcast platforms. New episodes drop every Tuesday, so be sure to subscribe to hear advice and inspiration from future guests such as Rudy Mendoza , Chief of Police in Tolleson, Arizona, and Annette Blackwell , the first African American mayor of Maple Heights, Ohio.

More than a showcase for stories, “Community Catalysts” is intended to be a durable demonstration that concepts like vision, courage, leadership, inclusivity, trust and collaboration are more than intangible values. They represent specific knowledge and skills that deserve to be shared, honed and put into practice

HOW TO BECOME A GUEST ON THE PODCAST

Are you a Community Catalyst? We aim to learn from a diversity of community leaders — elected, appointed, staff, board members, activists, and more. Are you willing to talk about your aspirations, achievements, and the hurdles you’ve faced along the way? Please tell us of your interest by taking our GUEST SURVEY .

CLICK HERE TO LISTEN

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Rev. Audrey Hartness Reese, Councilwoman, Westminster, South Carolina

Matt@MattLehrman.com (Matt Lehrman) — Tue, 27 Feb 2024 19:10:02 GMT

Reverend Audrey Hartness Reese

Councilwoman, Westminster, South Carolina

“Church & State” - In the inaugural episode of “Community Catalysts,” host Matt Lehrman talks with the Reverend Audrey Hartness Reese about balancing her dual callings as a church pastor and City Councilwoman in Westminster, South Carolina.

Listen on Apple , Spotify , and all podcast platforms .

APPLY HERE to be a podcast guest.

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We have nothing to fear but … the fears of others?

Matt@MattLehrman.com (Matt Lehrman) — Tue, 20 Feb 2024 19:16:20 GMT

By Matt Lehrman

Social Prosperity Partners

It’s hard enough to overcome our own fears, but for those in leadership positions, the greater challenge is navigating the fears of others.

That was one takeaway from our Feb. 2 Community Chat on “Putting Fear in Its Place.” I always learn something new when facilitating these leadership roundtables, and this month was no exception. I was especially struck by two moments of clarity, which I’ve also shared on YouTube.

WATCH NOW: “Putting Fear in Its Place” — Highlights From our February Community Chat

First Jessica Elston , school board president in Plainfield, Indiana, turned the focus to an underlying cause of fear-based attacks and conflict: a lack of trust. Later, however, Mayor Elaine McLain of Birmingham, Michigan, noted that the work of rebuilding trust “is not for the faint of heart.”

“The only way to handle fear,” she said, “is to hear it, identify it, and make sure there are boundaries on facts and behavior, especially in public civil discourse.”

“Boundaries on facts and behavior” are sure to come up again in our next Community Chat on March 1. It’s free to join, but space is limited, so register early to reserve a spot.

Community Chat: ‘The Trouble With Public Comments’

Public comments a re a regular agenda item at council, commission and board meetings across the country. In many communities, however, the traditional Call to the Public is in trouble, as speakers line up to spread misinformation and make personal attacks with which elected officials, by law, are not permitted to respond from the dais. Increasingly, community leaders question the value of providing such a one-sided platform for social media’s outrage merchants. Has anyone found a way to sustain civility in public comments, or has this American democratic tradition outlived its usefulness? Let’s discuss.

PODCAST FLASHBACK: ‘FEAR ITSELF’

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Directions from Hart, MI: Inward, Outward, Forward

Tue, 13 Feb 2024 19:27:42 GMT

By Matt Lehrman

Social Prosperity partners

Opinion polls show Americans are more pessimistic about their democratic institutions than ever before, with younger voters increasingly questioning the idea and ideals of democracy itself.

I don’t blame them, and I don’t dismiss their concerns. But on this Valentine’s Day, I want to share a more optimistic view of American democracy than you might see on cable news or TikTok.

Last month I visited Hart, Michigan, engaged to facilitate strategic planning sessions w ith the City Council and local families. What I experienced in Hart not only reaffirms my faith in democracy, it offers a great example of leaders looking inward and outward to move their community forward.

INWARD, OUTWARD & FORWARD

These words are directions for a journey, three steps in a successful strategic planning process.

INWARD — Successful collaboration begins with a respect and appreciation for each community leader’s unique abilities, knowledge and life experience. So before visiting Hart, I invited City Council members to take a workplace personality assessment to be shared later with the group. I admire the courage it takes to open up in this way, to be vulnerable, and I’m always amazed by the insights gained. By candidly exploring their unique leadership styles, Council members showed their commitment to improving their group dynamic and decision making.
OUTWARD — In partnership with the local school district, Council members met with a cross-section of residents, including several middle and high school students, to talk about their hopes and concerns for the future of their small rural city. I was especially impressed with the teenagers who schooled Council members on social media and talked about the importance of community organizations such as 4-H . I lov e facilitating this kind of conversation, where leaders are willing to listen and learn more than they talk and explain.
FORWARD — At the end of the weekend, Council members pulled together everything they had learned in a strategic planning session focused on long-term goals for improving life in their community, while taking care to preserve the things people said they loved about Hart in the present.

Some of the issues discussed, including education and affordable housing, are part of the national political debate. But while I heard many different ideas and concerns from Hart residents and Council members, their conversations didn’t descend into anger, bickering or partisan cheerleading. No dwelling on the “red-blue” divide. Just concerned citizens joining together and working to make their community better.

Truly heartening.

Matt Lehrman on How (Not) to Ask for Input

“If it’s a simple choice between two things, any answer is inevitably wrong.”

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Appointee: I didn’t sign up for a debate club

Tue, 06 Feb 2024 21:48:11 GMT

By Matt Lehrman

Social Prosperity partners

Dear Social Prosperity Partners: Several months ago I was appointed to fill a vacancy on the City Council. I’m not a newbie to the issues we’re addressing, but I’ve been frustrated to find that the normal dynamic among my fellow Council members is to jump to conclusions and argue their positions rather than, as I would prefer, collecting facts and carefully weighing options together. Am I too idealistic to expect a more thoughtful, collaborative relationship?

— Uncomfortable at the Table

Dear Uncomfortable: Adjusting to a Council’s pre-existing dynamic can be challenging, but your desire for collaboration isn’t naive. In fact, it’s vital for effective governance.

When facilitating a retreat, I often ask Council members to describe the most effective ways to engage with one another, even in disagreement. Typical words in response include “respectfully,” “calmly” and “open-minded.” However, some people prefer more “vigorous,” “candid” or “spirited” exchanges, and this can pose a challenge to those who favor a quieter or more analytical style.

In such situations, I recommend shifting your focus from mere preparedness to more active engagement. Of course you should study the issues, but you don’t need all the answers upfront — and you don’t need to dominate the discussion in order to influence the debate. Instead, ask cogent questions about conflicting priorities, and use your position to bring new information or perspectives into the conversation.

Among the services we offer at Social Prosperity Partners is a workplace personality assessment that helps leaders understand and better exercise their natural abilities. After analyzing and comparing dozens of these tests, I can attest that not all politicians are extroverts or take-charge types. Never forget that what you bring to the table isn’t just your decision, it’s your participation. Exploring your leadership style will help you become more mindful and purposeful in the ways you engage with others.

Have a question or need advice on a leadership challenge? As k Matt@SocialProsperity.us .

Ready to explore your own leadership style? Take the assessment and schedule an ap pointment HERE .

Matt Lehrman on Courageous Conversations

“Your leadership imperative is not to assume that the absence of comment means satisfaction.”

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To make a difference, learn how to disagree

Wed, 31 Jan 2024 17:53:21 GMT

By Matt Lehrman

Social Prosperity partners

Reality TV and social media thrive on conflict, but most people are uncomfortable disagreeing with strangers in a public setting. A one-sided shouting match may be entertaining on Real Housewives or Bar Rescue , but it’s no fun when it happens at your workplace — especially when you’re the target.

It is frustrating and perhaps even maddening, as a member of a governing council or board, to be on the receiving end of angry and unfounded accusations, especially when voiced during public comment periods in which, by law, council members are not permitted to respond. Many times I’ve been asked whether it’s absolutely necessary to offer such a one-sided platform.

I empathize, but I’m also here to offer some tough love. Disagreement isn’t only natural , it’s necessary . It is how humans, both as a social species and as autonomous individuals, are able to make group decisions. The art of leadership is learning to disagree productively — and empowering others to do so as well.

DOES DISAGREEMENT HAVE TO BE DISAGREEABLE?

Here’s some more tough love. Yes, sometimes disagreement does need to be disagreeable. As I emphasize in my keynote “From Conflict to Conversation,” the Constitution protects those who feel unheard or disrespected by assuring that the right to free speech, and even protest, is sacred. Though sometimes uncomfortable, it is one of those non-negotiables that we as Americans want to defend for the future.

Indeed, that is the point of the “call to the public” at open meetings. Providing a platform to be disagreeable preserves everyone’s First Amendment right “to petition the Government for a redress of grievances.” It puts their demands on the record, available to public scrutiny and (more importantly) public discussion and group deliberation, whether formal or informal.

A leader’s job is to be part of those further discussions, creating opportunities for productive disagreement that makes people feel heard and respected.

Podcast Flashback: “The Nature of Our Division” (S2E1)

Experts from across the political spectrum weigh in on individual choice, group responsibility, and whether to “leave the past in the pasture.” Tell Me More: The Podcast of Courageous Conversations is hosted by Matt Lehrman of Social Prosperity Partners. Listen on Apple , Spotify and all podcast platforms .

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

Mired in Dysfunction? Here Are 5 Ways Out

Matt@MattLehrman.com (Matt Lehrman) — Tue, 23 Jan 2024 18:07:43 GMT

By Kerry Stewart Lengel

Special Contributor

“All politics is local” is a nearly century-old axiom in America. But today, hyperpartisanship at the national level is spreading division and dysfunction to local governing boards across the country.

That was the bad news from a virtual roundtable of elected officials and other community leaders in more than a dozen states, hosted on Jan. 5 by Social Prosperity Partners and facilitated by strategic planning expert Matt Lehrman .

The good news? Not everybody was feeling “frustrated and ignored” — and they offered moral support as well as practical ideas for colleagues looking for ways to promote inclusivity and collaboration.

“Sometimes you find connections with people in ways you never thought you would.”

Highlights from our Jan. 5 Community Chat on “Governance vs. Politics”New Paragraph

Our topic on Feb. 2 is “Putting Fear in Its Place,” in which we’ll explore the balance between aspiration and fear as drivers of policy in local government. Matt Lehrman facilitates a virtual roundtable for community leaders on the first Friday of every month (10 a.m. Pacific/1 p.m. Eastern). Free to join, but space is limited, so early registration is encouraged ( HERE ).

NATIONAL PARTISANSHIP FUELS LOCAL DYSFUNCTION

“We just had an election in November, and the campaign was about who was a Democrat and who was a Republican,” said Rap Hankins , former member of the officially nonpartisan City Council in Trotwood, Ohio.

“It was more about politics than it was about policy, and I’d argue if we didn’t have a city manager’s form of government, it would be chaos in our city.”

Jessica Elston , president of “a strong, healthy school board” in Plainfield, Indiana, said she opposed a movement in the state legislature to make school board elections partisan. “It did not pass in this last session, but I know we’ll see it again,” she said.

Alisa Benson , first-term City Council member in Orono, Minnesota, said she has struggled at times to ignore partisan and personal attacks.

“I’ve had to consciously and continually pull myself away from conversations that residents wanted to engage in sometimes that put social issues or issues on the national scene into our city,” she said.

“I campaigned on civility, and it’s something that I think about all the time. It’s not what the public wants. They don’t want to see dysfunction. Personal attacks are a distraction from issues, and I think that’s effective sometimes, but it’s not a game I want to play.”

NO, THE ‘CHAOS’ ISN’T EVERYWHERE

One chat participant went so far as to call their City Council experience “abusive,” but others had hopeful stories to share, including the Reverend Audrey Hartness Reese , a Presbyterian pastor and City Council member in deep-red Westminster, South Carolina.

“I called and talked to the mayor, who’s a good friend of mine, and I said very candidly, ‘I’m a Democrat,’” Reese recalls, “and his response was, ‘Well, that doesn’t matter when we’re sitting at the table.’ And I really didn’t believe him, but I will say that when we have decisions that are very clearly divisive, we don’t have the animosity that I feel like is sounding more prevalent. It’s a pleasant surprise, because it’s not what I expected in my small Southern town.”

Kwame Kamau James , an African American school board member in Muskegon, Michigan, credited the current board president, who is white, for working to mend racial fences in the majority-black district. “There has been a really concerted effort to work towards some harmony and some team spirit, and it is happening,” he said.

SOMETIMES, THE WAY FORWARD IS … SIDEWAYS

For community leaders struggling with institutional conflict, colleagues offered empathy as well as practical advice.

“They say the people who need to go to therapy don’t go,” said Kitty Moore , a City Council member in Cupertino, California, pointing out that there will always be some officials who care more about scoring political points than solving community problems.

For such situations, roundtable participants had these suggestions:

1. Don’t ignore the problem

In an effort to improve communication on his Michigan school board, James said, “we’ve been very pointed about verbalizing, articulating the harm as it’s being done” when someone engages in personal attacks or other uncivil behavior.

2. Get outside the boardroom or council chambers

Organized retreats can help improve communication for groups mired in conflict, Elston said. “Not only do we learn a lot, but it gives us a chance to talk to each other on a non–subject matter basis. It’s shared events, going out and having dinner together. You start to learn about these people as human beings. What are their interests? What do you have in common? Sometimes you find connections with people in ways you never thought you would.”

3. Bring more voices into the conversation

“I’m sorry that you’re serving on divisive councils,” Reese told colleagues, “because while I don’t know what it’s like to serve on one, I definitely know what it looks like to sit in the audience of one, and it is unpleasant. Hopefully there are ways that you can find some common ground with community members and maybe bring them into the conversation.”

4. Plug in to state, regional and national networks

“It’s always important to have different input instead of just living in your bubble,” said Hankins, who recommends attending conferences held by the National League of Cities as well as state municipal leagues. Added James: “I found a lot of support from the Michigan Association of School Boards, just with training and the opportunity to dialogue with other school board members from across the state, who do face similar issues.”

5. Focus on core values

“When you think about governance and politics, there’s a very thin line,” said Anne Fischhaber of the Eden Valley City Council in Minnesota. “I come at it from this point of view — and this is something I’m planning to work on — start by what we value, and how we plan to work for the community. If residents value certain things and care about them, how do we come to an understanding where we can sometimes do both, or compromise? I’m trying to figure out how to navigate those spaces for the good of the community. And I think that’s why we are all here today. We want to learn from each other and see how we can be better, we can do better.”

About the writer: Kerry Stewart Lengel is a media strategist and independent producer specializing in politics, culture and the arts.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

To chart a path forward, ask this question

Wed, 17 Jan 2024 01:44:50 GMT

By Matt Lehrman

Social Prosperity Partners

At Social Prosperity Partners, we challenge our clients to slow down and open up. We facilitate courageous conversations that help people feel connected, respected and heard. And all of those conversations begin with the same question:

“What is sacred?”

This is not a religious or spiritual question, but rather an invitation to recognize and respect the history behind the moment. In the strategic planning process, asking “What is sacred?” is the essential starting place because it challenges stakeholders to clarify what they most want to carry forward into the future.

Before you can get someone to agree to change, you have to understand what they most cherish that needs to stay the same.

This is the key to any negotiation or group decision-making, really. You have to establish what’s non-negotiable, whether you’re a diplomat brokering a peace treaty or a wedding planner choosing the caterer. (Vegan or vegetarian options? Kosher or halal? Any future in-laws with rare food allergies?)

Strategic planning is building a map to the future. Whether the stakes are epic or ordinary, asking “What is sacred?” gives the map its compass. Recognizing and agreeing to protect one another’s “sacreds” is the foundation of trust. This is what makes collaboration and compromise possible, empowering people to chart a path forward, step by step, toward shared goals and aspirations.

Does the Constitution have anything to say about community values?

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

What Civility Isn't

Matt@MattLehrman.com (Matt Lehrman) — Wed, 10 Jan 2024 02:21:51 GMT

By Matt Lehrman

Social Prosperity Partners

Last week, inspired by New Ye ar’s tradition, we resolved to nurture civility together in 2024. The next major holiday on the calendar suggests a way to begin: by reminding ourselves what civility is, and also what it isn’t.

Martin Luther King Jr., the Civil Rights icon whose birthday we celebrate on Jan. 15, didn’t use the word “civility” much, as Los Angeles Times columnist Michael Hiltzik wrote in 2018 . Nevertheless, he had a clear message for political leaders who told protesters to “watch their tone” or “wait for a better time.”

“Justice too long delayed is justice denied,” King wrot e from Birmingham Jail in 1963. “The time is always right to do right,” he said in a 1964 speech.

CIVILITY IS NOT AN EXCUSE

In other words, civility is not an excuse. It’s not an excuse for inaction, and it’s not an excuse to stop listening to questions and concerns in your community. Not even when the loudest voices in the room can be unreasonable, ill-informed and downright insulting.

Effective leadership transcends personal agendas; it’s about empowering and facilitating the success of others. It’s about being open to compromise. Cultivating true civility demands pushing past our own defensiveness and practicing what I call fearless inclusivity — a willingness to work respectfully with others to build trust and forge solutions that benefit everyone.

“Sometimes disagreement does need to be disagreeable. The right of protest, under the Constitution, is sacred.”
- Matt Lehrman

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

Resolve to Make 2024 a Year of Civility

Wed, 03 Jan 2024 15:36:33 GMT

By Matt Lehrman

Social Prosperity Partners

Conflict mediation has always been part of my job as a strategic planning consultant, but in 2023, it became a big part. And if you’re reading this newsletter, you can probably guess why.

I meet with community leaders all across the country — elected officials, city managers, nonprofit directors and more — and everywhere I go, I hear horror stories about angry, obstinate people shouting in public meetings and refusing to listen to facts or reason. Indeed, there are countless examples you can watch on YouTube, toxic fallout from the culture wars and our polarized politics.

This trend might be good for my short-term bottom line, but here at Social Prosperity Partners, we are all about the long term. That’s why I’m inviting you to join in my New Year’s resolution for 2024: Make the decision to rise above cynicism, outrage and exhaustion.

THREE WAYS TO PROMOTE CIVILITY

When faced with outrage and incivility, our instinct is to fight back — defend ourselves — or else to hunker down and wait for the storm to pass. But a leader’s job isn’t to throw more fuel on the fire, it is to model civility by practicing it. Here are three habits to nurture:

Verify facts (and share your rationale). Don’t let the angry tone stop you from listening for substance in the message. Be willing to share the rationale for your decisions while remaining open to new information that might change your perspective.
Be fearlessly inclusive. Never be afraid to slow down and open up. Conversation leads to connection and creativity.
Develop your skills of teamwork, communication and self-care. Good intentions alone won’t suffice — commit to investing in your capabilities this year.

JOIN THE CONVERSATION

These building blocks of civility sound simple enough, but simple doesn’t mean easy. So to help us all keep our New Year’s resolution, my commitment for 2024 is to bring as many of you into the conversation as possible.

Weekly newsletter : Fostering dialogue and championing courageous conversations among diverse community leaders. (Invite your colleagues to subscribe HERE .)

Monthly group chat: Connect with community leaders from across the country on the First Friday of every month for a candid discussion in a supportive, inclusive environment. No cost to join, but attendance is limited, so please register early. Our topic this Friday, Jan. 5, will be “Governance vs. Politics.”

New podcast: Debuting later this month, Community Catalysts will feature one-on-one conversations about leadership success stories that will illuminate and inspire. Coming soon to Apple, Spotify and all podcast platforms.

Connect with Matt:

Email me at Matt@SocialProsperity.us .
Follow me on Facebook , Instagram and LinkedIn .
Learn more at SocialProsperity.us and MattLehrman.com .

About this Friday’s GROUP CHAT…

You’re still invited to join in a free, friendly and supportive conversation with other community leaders to share perspectives on Governance vs. Politics: Where does politics end and policy making begin?

RSVP HERE & NOW for the Friday, January 5, Group Chat. Space is limited.

What Do We Owe Each Other?

Matt@MattLehrman.com (Matt Lehrman) — Mon, 12 Jun 2023 17:47:46 GMT

As humans we are both interdependent and independent. How do we reconcile our intrinsic togetherness with our inherent sense of individual identity, intellect, and choices?

This episode offers a thought-provoking discussion into essential beliefs about freedom and cooperation in an increasingly polarized world. Are such values as empathy, respect, compassion, and tolerance shared by all?

Matt Lehrman’s guests are business owner Paul Mitchell , Ben Bayer , a Fellow with the Ayn Rand Institute, and acclaimed speaker Valerie Alexander for an exploration of the natural tension between our collective ties and our personal independence.

Available on all podcast platforms: http://tellmemorepodcast.us/

Is Remote Working Working?

Matt@MattLehrman.com (Matt Lehrman) — Sun, 04 Jun 2023 01:47:19 GMT

Some argue that remote work provides flexibility and increases productivity, while others raise concerns about the impact on employee well-being, team collaboration, and company culture.

In recent years there has been a significant shift towards remote work, with more companies adopting a dispersed structure due to the pandemic. But is remote work fully effective? Is it sustainable? Is it even healthy?

Matt Lehrman’s guests are business owner Becky Sharpe, corporate culture strategist Sentari Minor, and business owner and licensed therapist Ken Clark for a discussion that asks: Is remote working fully effective? Is it sustainable? Is it even healthy?

Available on all podcast platforms: http://tellmemorepodcast.us/

Failure to Launch

Matt@MattLehrman.com (Matt Lehrman) — Fri, 12 May 2023 14:42:37 GMT

A candid discussion of the roots of anxiety, alienation, and social isolation among younger adult populations.

Let’s discuss the rise of anxiety, alienation, and social isolation among younger adult populations as those concerns link to such factors as social media, student debt, a tight job market, and coming of age during the pandemic.

In the May 17 episode of Tell Me More , the podcast of courageous conversations , Matt Lehrman’s guests are college senior and political activist Camden Robertson, executive coach Chip Webster, and Dr. Kristen Allott, a naturopathic physician, national speaker, and pioneering advocate for the use of whole foods nutrition in the treatment of mental health disorders.

Available on all podcast platforms: https://www.socialprosperity.us/tell-me-more-podcast#WhereToListen

Does Capitalism Have a Conscience?

Matt@MattLehrman.com (Matt Lehrman) — Thu, 04 May 2023 19:39:55 GMT

Ethical and effective vs. self-centered and amoral?

Some argue that capitalism is an ethical and effective system that encourages creative collaboration in problem-solving. Others argue that it's a self-centered and amoral system that puts power into one central place, exhausts resources, and exploits the vulnerable.

Eric Holsapple, Dayn Broder, and Lanny Goodman join host Matt Lehrman for a courageous conversation on the virtues and flaws of capitalism. (TMM Podcast, Season 2/Episode 2)

Listen now on Apple, Spotify, and all other podcast platforms: https://www.socialprosperity.us/tell-me-more-podcast#WhereToListen

The Nature of Our Division

Matt@MattLehrman.com (Matt Lehrman) — Wed, 19 Apr 2023 22:26:59 GMT

Tell Me More Podcast (Season 2/Episode 1) explores the many ways we are a divided country

This first episode of the second season, The Nature of Our Division , takes a high-altitude approach. Instead of a single issue, we discuss the fault lines of division across American society. Valerie Alexander, Dr. Roger Blackwell, and Curt Bear join host Matt Lehrman for a courageous conversation on what divides us - and what just might hold us together as a nation.

Listen now on: Apple , Spotify , Amazon or any other podcast platform .

What Makes Community Values So Important?

Matt@MattLehrman.com (Matt Lehrman) — Tue, 18 Apr 2023 03:23:18 GMT

Community values are not just a set of rules or guidelines; they are a continually evolving expression of community members' needs and aspirations.

From his keynote presentation, From Conflict to Conversation , Matt Lehrman helps community leaders reflect on the local relevance of values expressed in the Preamble to the US Constitution.

Humans are social beings who thrive on connection and belonging, which is why articulating shared values is essential to building a sense of community. For cities, towns, school districts, nonprofits, and even big businesses, the choice of values sets the standard for the quality of their united identity.

However, having a mere statement of values is not enough. Even more important is the inclusive process of crafting them. By bringing people together to discuss what matters, a diversity of perspectives and experiences can be represented. This process also fosters a sense of connection, ownership, and investment in these values, making them more likely to be understood, upheld, and respected.

Community values are not just a set of rules or guidelines; they are a continually evolving expression of community members' needs and aspirations. A community that involves everyone in the process of articulating its values cultivates a strong sense of civility and togetherness.

As President Eisenhower famously said, "plans are worthless, planning is everything." That holds true for community values as well. It is not enough to simply have a set of values; rather, it is the ongoing process of coming together to articulate and embody a fresh take on the values that are meaningful in people's daily lives that truly matters.

Here's a question that EVERY Town Council should be asking itself...

Matt@MattLehrman.com (Matt Lehrman) — Fri, 07 Apr 2023 16:00:10 GMT

"How can we, individually, contribute to making the Town Council's governing process even stronger?"

Recently, my Social Prosperity Partner John Little and I facilitated a visioning workshop for the Carefree Town Council in Arizona. The entire 2 1/2 hour discussion is available to view online, but we would like to specifically invite you to watch the 14 minute discussion prompted by the question, "How can we, as individuals, contribute to strengthening the Town Council's governing process?"

It's absolutely heartening to see that even council members with varying perspectives and priorities share a deep and personal sense of responsibility to ensure that people throughout their community feel connected, respected, and heard.

Isn't that the kind of community you'd want to live in?

(The video link above will take you directly to the start of that particular discussion.)

Matt Lehrman on Courageous Conversations

Matt@MattLehrman.com (Matt Lehrman) — Thu, 06 Apr 2023 15:36:04 GMT

"Your leadership imperative is not to assume that the absence of comment means satisfaction..."

From his keynote presentation, From Conflict to Conversation , Matt Lehrman shares an insight about the nature of courageous conversations.

Welcome to our PERSPECTIVES blog

Matt@MattLehrman.com (Matt Lehrman) — Tue, 04 Apr 2023 15:29:44 GMT

"Insights and resources for building better, more connected communities"

Welcome to Perspectives , the new blog from Social Prosperity Partners ! Our platform provides insights and resources for building better and more connected communities, the foundation for a thriving society.

As a trusted partner to cities & towns, school boards, and nonprofit organizations, we look forward to covering such topics as strategic planning, championing civility, building partnerships, measuring impact, and agile fundraising. Expect our blog to offer a combination of practical advice, insightful connections, and thought-provoking perspectives on the challenges and opportunities facing communities today.

We invite all community leaders to join us in an ongoing dialogue about advancing the cause of togetherness through the art (and skill) of courageous conversation. We look forward to sharing our knowledge and resources with you, and hearing your thoughts and feedback along the way.

Please connect with us on social media, too:

The UnAmericanism of Obstinacy

Matt@MattLehrman.com (Matt Lehrman) — Tue, 28 Mar 2023 15:43:01 GMT

"For sure, people are entitled to their own opinion, but the very idea of democracy exists upon implicit confidence in the virtue of disagreement, the necessity of debate, and the imperative of compromise ... based on the essential premise that its citizens must be willing to negotiate in good faith, based on facts and reason."

Yesterday, as I do every month, I hosted a Zoom chat that brought together a diverse group of elected, appointed, and staff officials from town and city councils, school boards, state agencies, and nonprofit organizations across the country for an hour of sharing and mutual support.

Our topic was "How to practice civility in even the sharpest moments of contention," and the discussion quickly differentiated among three (somewhat simplified) levels of disagreement:

At one, residents naturally possess differing perspectives on what constitutes a smart or desirable decision for the community, which can lead to conflict.

At another, residents have legitimate reasons to be upset when a town has not done a good job of anticipating a situation or communicating its preparation or response.

But the majority of our discussion focused on the alarming third level where someone’s ire exceeds specific issues and actually attacks opponents, injects chaos, and aims to undermine confidence in entire systems of governance. It’s a ‘scorched earth” approach to community dialogue that’s seeks dominance and disruption over meaningful consideration of various viewpoints.

Obstinance is defined as stubborn adherence to one’s opinion despite reason or persuasion.

For sure, people are entitled to their own opinion, but the very idea of democracy is exists upon implicit confidence in the virtue of disagreement, the necessity of debate, and the imperative of compromise. Though not perfect, the system of government set forth by our nation’s founding fathers is based on the essential premise that its citizens must be willing to negotiate in good faith, based on facts and reason.

Obstinacy is antithetical to the foundation of democracy, impeding progress and fostering a toxic environment that views empathy and compromise as undesirable traits.

Civility demonstrates a commitment to constructive and respectful dialogue, which moves our communities and our nation from conflict to conversation.

I See You.

Matt@MattLehrman.com (Matt Lehrman) — Tue, 21 Mar 2023 15:31:37 GMT

"By saying "I see you," the speaker recognizes the unique qualities of the person they are addressing and validates that person’s knowledge, insights, and experiences - even if they differ from their own."

Have you had the chance to watch Avatar 2: The Way of the Water? I saw it last weekend and was blown away by the stunning visuals, which come as no surprise given the film's reported production cost of $2.3 million per minute .

But what really stood out to me was the Na'vi greeting "I see you." This greeting is more than just an acknowledgement of presence; it's a profound appreciation of personhood.

By saying "I see you," the speaker recognizes the unique qualities of the person they are addressing and validates that person’s knowledge, insights, and experiences - even if they differ from their own. It's a promise to work in partnership rather than trample over them. It’s more than a statement of respect between individuals but a pledge to be part of a community.

Too often in our daily interactions, we fall short of affording each other such basic respect. During meetings, notice how frequently people use phrases like "I hear what you're saying, but..." or "Hear me out..."? These phrases cut short conversation which can undermine the exchange of ideas and prevent progress.

What might you achieve by incorporating the concept of "I see you" into daily interactions? (As you may recall, my favorite term along these lines is, “Tell Me More.”)

That’s how community leaders foster a culture of respect, collaboration, and progress.

Incivility in the Moment

Matt@MattLehrman.com (Matt Lehrman) — Tue, 14 Mar 2023 15:26:20 GMT

Together, let's explore productive, intentional, and perhaps even wishful ways to respond to incivility in the moment in which we experience it.

The following haunting comment was returned in an evaluation of one of my recent From Conflict to Conversation keynote presentations to a state association of school boards:

“The speaker's message was a good one, but in these hyper-polarized times, it is not really possible to have a civil conversation or find common ground with people who think you are grooming children for sexual abuse, for example.”

Such a raw comment deserves deeper consideration. Our March Zoom Chat asks: "How do you practice civility in even the sharpest moments of contention?"

From school boards to town & city councils, leaders can be on the receiving end of so much misinformation, demands, and vitriol - whether from the public or even other council members.

Together, let's explore productive, intentional, and perhaps even wishful ways to respond. All perspectives and experiences are welcome in this safe and respectful space.

As always, there’s no presentation and no pressure. You’re welcome to engage in the group chat or to just observe. And there’s no cost. (Attendance is limited to 45 people.) Hosted & gently facilitated by Matt Lehrman, Social Prosperity Partners. [EVENT HAS PASSED]

Reach for your Organization's Real Values

Matt@MattLehrman.com (Matt Lehrman) — Tue, 07 Mar 2023 15:18:32 GMT

Your organization's values statement should convey specific and powerful choices beyond such platitudes as "excellence," "transparency," or "fiscal responsibility."

Too often organization’s deploy the same old platitudes to describe their values.

Excellence, transparency, and fiscal responsibility are fine words. EVERY organization in a position of trust should have those qualities baked into their DNA. But that’s the problem.

An organization’s values deserve to be specific, powerful, and meaningful, clarifying what you stand for and what you're unwilling to compromise on. A values statement is the nucleus of your organization’s ability to declare: “We embrace “this” but not “that.”

Finding that clarity can be a reach - but it’s well worth the effort. Articulating distinct and compelling values enables you to build a stronger organizational culture, attract like-minded supporters, and achieve greater impact.

So, ask yourself, what are your organization's real values, and how can they guide your path to success?

Are You Doing Enough Self Care?

Matt@MattLehrman.com (Matt Lehrman) — Tue, 28 Feb 2023 15:09:10 GMT

Responses to last week's question should make you ask: Are you really doing enough to take care of yourself?

Last week, I wrote about how personally draining can be the work of nonprofit and civic leadership. Prioritizing your mental and physical health doesn’t just benefit you personally but enables you to better serve your community.

So, I asked for examples of how YOU practice self care, and you were generous with your replies:

Gardening
Working on getting more rest at night
I take my time on weekends by doing crafts
Daily quiet time
Exercise
I sing in two church choirs
Working in my yard and walking
Run, ride, walk with my dog, & non-work reading breaks
Make sure I get enough sleep each night
Exercise, meditation, time management
I seek solitude, alone time, rest my mind
Thinking about the mission
Eat properly, relax, mediate, and exercise
I take out of town road trips whenever possible
Exercise and alcohol
Husband, grandchildren, walking and watching sports
Spend time with my church friends and family
Weekly sessions with my therapist
Walking
Unplug
Quality rest
Prayer/Meditation
Gym/water/silence
Play some smooth jazz and read something
Daily exercise

That’s not intended to be a comprehensive list. But it should be enough to make you ask this essential question: Are you really doing ENOUGH to take care of yourself?

Don’t just ask yourself. The truth is that you’re incapable of taking a full accounting of all the ways that stress is affecting you. So, make this a “courageous conversation” with your loved ones and most trusted partners.

THANK YOU for your service as a community leader and, please, don’t wait to take care of yourself.

How do Civic and Nonprofit Leaders Practice Self-Care?

Matt@MattLehrman.com (Matt Lehrman) — Tue, 21 Feb 2023 14:55:38 GMT

"Prioritizing your mental and physical health benefits you personally and enables you to better serve your community."

As a community leader, the demands on your time, attention, and energy can be immense.

From responding to community needs to navigating political pressures, it's easy to feel overwhelmed and overworked. It's important to recognize that self-care is not a luxury, but a necessity. Prioritizing your mental and physical health will not only benefit you personally but will also allow you to better serve your community.

So, how do YOU practice self-care? This is a personal question that requires an individualized answer. There is no one-size-fits-all approach to self-care. Some find that meditation or massage help to quiet their minds and release tension. Others prefer to engage in creative activities like painting or writing to alleviate stress. Some may find solace in prayer or engaging in outdoor activities.

Self-care is not selfish, it’s a necessary act of self-preservation. It's essential to set aside time for activities that promote relaxation and rejuvenation. By taking care of yourself, you will be better equipped to take care of your community.

Last week, the South Carolina School Boards Association invited me to lead a workshop for nearly 100 school board chairs - who shared with each other the methods of self-care that work for them. (Their answers appear in the graphic above, which you likely guessed from the “eat-more-grits” suggestion.)

So, what really works for YOU? How do you prioritize self-care amidst a demanding schedule?

Please take this One Question Survey by February 24th (and I’ll report the results in next week’s post): https://www.surveymonkey.com/r/QFHRB28

As always, THANK YOU for your service as a community leader.

Overcoming obstinance, demagoguery & ideologues.

Matt@MattLehrman.com (Matt Lehrman) — Tue, 14 Feb 2023 14:48:14 GMT

Let's sharpen our thinking about how to respectfully address the brick wall of obstinance, demagoguery and ideologues.

This week and next, I’ll be delivering the annual conference opening keynotes for the South Carolina School Boards Association and the Kentucky School Boards Association.

Given the particular complexities and passions of school board governance everywhere, I’ve spent the past few weeks sharpening my advice on how all sorts of local leaders should respectfully address:

Obstinance - stubborn adherence to an opinion, purpose, or course despite reason, arguments, or persuasion.
Demagoguery - political activity or practices that appeal to emotion and prejudice rather than to rational argument.
Ideologues - zealous partisan adherents to an inflexible or unyielding ideology.

I can’t over-emphasize the word “respectfully.” Engaging with anger and obstinance may be stressful and time consuming, but even such protest is a fair price for the right to free speech that’s a cornerstone of our democracy. Successful leaders don’t shut down disagreement, they focus on bringing people together in ways that aim to leave everyone feeling connected, respected, and heard. There’s no guarantee of consensus, but we can surely aim for community decision-making that’s grounded in inclusion, empathy, and strengthening trust.

Still, communities must make choices and its leaders bear the (sometimes thankless) responsibility to drive that process forward. And so I offer 4 quick pieces of advice for leaders to respectfully overcome obstinance, demagoguery, and ideologues:

Verify your facts & clarify your rationale - Informed decision-making depends on objectivity, accountability, and transparency. Don’t hesitate to share facts and the method by which you came to a position about what to do as a result.
Increase Participation - Engage more people in the process of consideration. The goal isn’t to drown out the protestors but to help distinguish individual hardheadedness from a keen insight that warrants even greater attention.
Broaden Places of Courageous Conversation - Create more opportunities for people to participate in community decision-making. A truly “courageous” community conversation provides forums for people to explore all sorts of creative possibilities and sparks their abilities to connect, take initiative, and exercise their own leadership.
Practice Patience, Diligence & Self-Care - Did you get involved in community leadership with the hope of making it better? Then don’t stop now - because that’s the work that you’re actually doing. Yes it’s hard. But don’t lose sight of why you got started. And please don’t forget to take care of yourself (and your loved ones) in the process.

As always, THANK YOU for the difficult, stressful, and incredibly important work that you do as a community leader.

Is this helpful? Got other advice to share? I’d love to hear your thoughts! Write me at: Matt@SocialProsperity.us .

The Unfortunate Impression of a Unanimous Council Vote.

Matt@MattLehrman.com (Matt Lehrman) — Tue, 07 Feb 2023 23:48:40 GMT

What message does it send when a council agrees, but with little discussion?

A town council member recently shared this concern:

“There’s an unfortunate impression that when our Council votes 7-0 on a matter that we are “pushovers” or are being “passive” to what has been proposed. As a Council, we need to do a better job of demonstrating the quality of research and the diligence of effort that goes into our decision making.”

It’s an intriguing point: One of the potential virtues of disagreement is its ability to illuminate and draw attention to a Council’s careful deliberation.

But does the absence of disagreement somehow signal that a Council is being less than thorough or reveal a lack of diligence? And if so, what can (or must!?) a mindful and purposeful Council do to combat that impression?

That’ll be the discussion topic of our February Zoom Chat for elected, appointed and staff municipal leaders. Whether you share the concern - or have direct experience in meeting the challenge - you’re invited to a discussion that’s all about asking questions, sharing experiences, and exchanging advice.

There’s absolutely no presentation. There’s no pressure. (You’re welcome to chat or just to observe). And there’s no cost.

You’re invited to a friendly, focused, and fruitful conversation among colleagues nationwide. Our January chat involved municipal leaders from cities and towns in Kansas, Washington, Colorado, Alaska, North Dakota, Virginia, South Carolina, Arizona, Tennessee, Missouri, Texas, and Pennsylvania - so it’s a supportive and far-reaching networking opportunity, too!

It’s taking place live on Monday, February 27 at 1pm EDT, 10am PDT. [EVENT HAS PASSED.]

Disagreement Isn't Only Natural, It's Necessary.

Matt@MattLehrman.com (Matt Lehrman) — Tue, 31 Jan 2023 23:33:15 GMT

That's Right, Disagreement is Necessary.

The following paragraph comes right from my new MattLehrman.com website, and I’m sharing it here because it’s such an important statement about the imperative of community leadership.

Disagreement is an inherent aspect of human interaction, and it is the unique responsibility (and opportunity) of every local leader to navigate it in a way that fosters understanding and strengthens community.

When someone says something which you oppose, instead of confronting them with an immediate "I disagree," try saying, "Tell me more" and invite them to share more deeply of the experience and knowledge that informs their perspective. It may test your patience, but it's never a weakness to listen to someone with genuine interest.

The most elemental job of community leadership is to "slow down & open up" moments of disagreement so that everyone feels connected, respected, and heard. There's no promise of a magic solution to satisfy all - but the process by which leaders make mindful and purposeful decisions is crucial for building more inclusive and resilient communities and organizations.

Make People Happy vs. Make Good Public Policy

Matt@MattLehrman.com (Matt Lehrman) — Tue, 24 Jan 2023 23:27:44 GMT

What do you say to a Mayor who says, "It's not my job to make people happy..."

While facilitating the breakout session of a municipal league conference recently, a Mayor rose to challenge her peers. She said, “It’s not my job to make people happy. It’s my job to make good public policy.”

I wish someone had recorded the ensuing conversation because it’s rare to hear elected officials speak so candidly about their various approaches to the essential accountability of their positions.

So, what would YOU have contributed to that conversation? Do you see making people happy and making good public policy as being mutually exclusive objectives? How might you advise others to find balance between those role?

Let’s have that dialogue together!

I’m hosting a free and friendly chat via Zoom next Monday January 30 (at 2pm EDT/11am PST) and YOU are invited to join a nationwide gathering of:

Elected leaders
Appointed leaders
Municipal staff (at every level)
and anyone else who is interested - to join us.

Let’s inspire each other to think more deeply about this important question.

Space is limited to 40 participants. [Event has passed] .

I look forward to your participation.

Courage Beyond Bravery

Matt@MattLehrman.com (Matt Lehrman) — Tue, 17 Jan 2023 22:50:29 GMT

Watch this 2 minute video to learn how to be courageous in civic situations.

There’s a particular type of courage that’s absolutely essential for anyone in a position of community leadership or who is responsible for gathering consensus among a diverse group of people. It's the courage to be open-minded - the willingness to say "Tell Me More" and be genuinely interested in what follows, even if you disagree with it.

In my FROM CONFLICT TO CONVERSATION presentation, I challenge community leaders to bring that specific type of courage to their community interactions.

It's Okay to Wake Up Sleeping Dogs

Matt@MattLehrman.com (Matt Lehrman) — Tue, 10 Jan 2023 22:31:52 GMT

Why “let sleeping dogs lie” is a lousy maxim for community leadership.

Civic Leadership Requires More Than Transparency

Transparency, the act of making information easily accessible and understood to the public, is an essential civic virtue. But transparency is passive; it responds to, but doesn’t drive, participation.

As a civic leader, it’s your job to inspire public participation in the affairs of their community. That means calling attention, making introductions, raising concerns, being welcoming, and above all, providing a meaningful process of engagement that leaves participants feeling that their voice was heard and their time was well-spent.

“Let sleeping dogs lie” is a lousy maxim for community leadership. Sure, civic engagement can be a loud and messy affair. But local government is supposed to be participatory, and that requires leaders who relish their role as champions of community engagement.

How Will You Work Differently in 2023?

Matt@MattLehrman.com (Matt Lehrman) — Tue, 03 Jan 2023 22:15:52 GMT

Wishing you a strategic new year!

Sure, you have the desire to get the new year off to a productive start. But what’s your plan? What decisions can you make today that will enable you to hold focus and sustain collaborative traction for the entire year?

What shall I choose to STOP doing?

Decide to relieve yourself of tasks, responsibilities, and expectations that aren’t critical to your success. Reclaim your precious time and attention so you can put it to even better use.

Whose support powers my potential for success?

It’s every leader’s job to provide the resources, skills, and/or recognition that your team needs and deserves. What can you invest in today that will enhance their effectiveness? Looking for guidance? Work one-on-one with Matt Lehrman for a personalized coaching experience designed specifically for civic, municipal, and nonprofit leaders. Take this opportunity to pause, reflect, and refocus—not just on your role but on your growth as a leader.

To where shall I sprint?

It may be common to set annual goals, but a year can be a very long time. But if you run at full speed right now for a short distance, what might you achieve of significance by, say, January 31, 2023? Nothing succeeds like success - Go!

What should I learn?

When you’re so busy being productive, it’s easy to forget the continual need to learn new techniques and technologies. Whether you’ll do that by reading a book, attending a conference, or taking a class, make a specific decision now to substantially improve your most important tool (yourself!).

Are we really together?

There’s never a bad time to reconfirm the bearing and velocity of your organization with your trustees, council members, committee, board of directors, management team, and other stakeholders.