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Leading With Compassion

Aug 02, 2018 02:28PM ● Published by Emily Stevenson

By Reba Hull Campbell

Compassion, a willingness to listen, and the simple act of showing up to lower-profile gatherings—such as events at local schools—can all go a long way toward communicating a commitment to public service and building bonds between local government officials and residents.

Those are just a few of the ways Jennifer Pinckney urged elected officials and city staff to show leadership during the recent annual meeting of the Municipal Association of South Carolina.

Pinckney was the wife of the late Rev. Clementa Pinckney, a South Carolina state senator who was killed in the shootings at Mother Emanuel AME Church in Charleston. In the three years since the shooting, she has established a foundation to continue her husband's legacy of improving the quality of life for all South Carolina residents.

At the Association’s July Annual Meeting, Pinckney urged those in public life to accept that one of the greatest challenges will be balancing the often-competing needs and desires of a diverse population.

“As a leader, you’re never going to satisfy everyone,” she said. “Everyone is going to have their own opinions, their own thoughts, their own feelings on different issues.”

Don’t always delegate
“When you’re serving the public, you basically need to first listen to figure out what’s going on and to find out what the problems are before you try to jump in and solve them,” she said. “Be more compassionate with people. Get down and work with the people. Don’t always delegate.”

Roll up your sleeves
“Instead of finding out information from other people, roll up your sleeves and get down in the valley and work with people,” said Pinckney. Part of that means connecting with a wide swath of residents.

“You shouldn’t always talk to the president or the top tier people because they may not always know a lot of the general problems,” she said. “Sometimes, you need to talk to the workers themselves.

“And you’ve got to do the good and the bad side of it. You just can’t go to those with the authority—the upper class or the middle class,” she said. “You’ve got to go to the lower class people, too. Figure out what problems are out there and how can we all come together in unity to solve the problems.”

Everyone wants to be heard
Municipal elected officials and staff know they have a unique challenge: To communicate with residents from all walks of life, with a variety of needs, expectations, and life experiences. But some things draw them together. Start by identifying attributes that all residents share.

“We all want to be heard. We all want to feel that whenever we speak, regardless of who we are, that we are heard and that our opinions are being valued,” said Pinckney.

“Everyone should be treated fairly. And everyone should be entitled to give their thoughts and their opinions.”

This goes beyond merely going through the motions, however.

“Value people’s opinions and consider what people have to say,” she added.

‘Be with the people’
Pinckney had a special message for municipal elected officials: Get active in the whole city, including places they wouldn’t immediately think to visit.

“Go out and visit the schools. Go to some of the parent events that are being held,” she said. “Sometimes, you should just show your face to let people know you care, versus the only time they see you [being] during election time.”

It comes down to social capital. Local government officials, and law enforcement in particular, know that establishing rapport in the absence of conflict is a powerful proactive step.

“I think you’ve got to be with the people and create opportunities. You can either create them or go to community events that are already out there,” she said. “Talk to the people. And not just when you need a vote. Show them that you care.”

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