City of Progress II

5.10 City of Progress II

Controversies: 3.11 Key Words: leadership, change, city management, team Case Complexity → Moderate CD: 6.2 International City/County Management Association Code of Ethics

Consider an alternative outcome to the case “City of Progress I”: What if you suc- ceed in persuading three commissioners to support you? Let’s imagine.

You (now Susan) report to work dressed in female clothing complemented by feminine styling and makeup even though you have not yet completed gender reas- signment. Your first days on the job evoke some stares, some evasiveness, and some smirks by city employees, all which you politely ignore. As days pass, city employees appear to adjust. You are no longer a physical oddity in city hall.

Nonetheless, you recognize that you have a leadership challenge.

Discussion Questions

1. What should you do to alleviate the anxiety still felt by some rank-and-file city employees about their “new” boss? For example, from a practical perspec- tive, should you use the men’s or women’s bathroom? Neither?

2. What should you do to ensure that the management team stays a team?

3. What should you do about the commissioners who voted to dismiss you?

166 ◾ Ethics Moments in Government: Cases and Controversies

4. What should you do to persuade a doubting community about your commit- ment to the well-being of the city?

5. What leadership style or approach should you assume toward city employees? Your management team? The community?

6. Is it hypocritical to believe that you can lead with integrity? Why or why not?

Case Assessment

Robert C. Chope, Professor and Chair, Department of Counseling, San Francisco State University:

Th ere will be individuals who yearn for things as they were and will never feel comfortable in Steve’s presence. That was true for multiethnic, multi- cultural, and diversified people who had to work closely with an entirely Caucasian workforce in their place of employment. Neither group neces- sarily felt comfortable. But teams can develop as individuals and work toward common goals with no direct competition with each other.

Th e use of bathroom facilities comes under the rubric of the “Principle of Least Astonishment,” which suggests that a person who presents as a woman should be least astonishing to others and should use the women’s bathroom. Steve should know that an employer has the right to instruct transgender employees to use the facilities that match their presentation. So when Steve becomes Sue, she should use the women’s bathroom.

Regarding the commissioners, there will always be opposing sides in politics. Steve might consider meeting with the opposing commis- sioners and point out their history together and that they should work for the betterment of the city. He would, of course, expect them to rep- resent their constituencies and vote according to issues. Much of the council legislation will require that the city managers carry out their wishes, and Steve should ensure that he would continue to act as he always has for his many years of successful management. He serves at their pleasure and he should be attuned to the politics that push com-

missioners away from him because of the feelings of the constituents.

City commissioners address the business of the city and the city manager makes it all work. Most residents have little contact with their city manager and it is an appointed, not an elected, position. While the mayor of a city is regularly in the spotlight, the city manager is not. Steve has worked successfully for fourteen years and the residents will probably need some time to adjust because of their own discomfort. If the city is operating well, they can be expected to move on when his transgender story is off the front pages.

Building Organizations of Integrity ◾ 167

Th e head of the police commission in San Francisco is a trans- woman and yet if asked, most citizens of San Francisco would not know who was the head of the police commission and fewer would know that she is a trans-woman. She is often on the news and while her voice belies her dress, most people in San Francisco are unaware of her gender status.

It is said that adversity often makes winners out of potential losers. The adverse circumstances that Steve experienced could very well make him, as Susan, a more sensitive, respected, and powerful city manger. If Susan is able to retain her integrity, energy, playful- ness, and eagerness as she has in the past, her story may turn out to

be ok. Author’s Note: Based on a real case published in the St. Petersburg Times,

March 24, 2007.

Controversies