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Bill Knight was a numbers man during his successful career as a certified public accountant.

Some numbers will continue to be important as he embarks on his new career in local government, especially 8, 4 and 1.

As mayor of Greensboro, he'll work with eight fellow City Council members. He'll need the support of at least four to set policies that will be carried out by the council's one and only employee, the city manager.

Knight defeated incumbent Mayor Yvonne Johnson Tuesday probably in part because she did not manage the 8-4-1 equation very well at key times.

The council during the past two years was often quarrelsome and divided. Its most contentious discussions revolved around former City Manager Mitchell Johnson, whom five members eventually voted to force into retirement. Those five did not include Mayor Johnson. Not only did she let the eight fracture, she failed to hold four on her side. Worse, matters reached that point because the council did a poor job of directing the manager. As mayor, Johnson must take at least a share of the blame for that.

Mayor's power is limited

Knight inherits the same challenge and has the same limited authority in a weak-mayor form of government. His office lets him preside at meetings, but he can cast only one vote and can't veto measures approved by the council. He should run meetings by accepted rules of order, allowing fair debate and discussion but not bickering or filibusters. Although what he says about the issues may draw more attention -- and scrutiny -- than what is afforded to others, he will alienate council members if he tries to dominate the conversation, manipulate the decision-making process, attempt to speak for them, or claim credit for their ideas.

Knight is untested in these matters, at least in a public setting. He seems to have a congenial manner, but being a nice guy won't always get things done. He'll have to practice the art of persuasion mixed with the right amount of firmness, and earn the respect of council members -- most of whom have a lot of experience in elective office.

Still, Knight inspired many followers during the campaign and earned the chance to lead on the City Council. The first step is to set a vision and create an agenda. What should the council accomplish in 30 days, 60 days, 90 days? Where does it ultimately want to take Greensboro? What objectives does it want to give the new city manager, Rashad Young? By what criteria will it weigh his performance and that of city departments?

What about the police chief?

The police department is everyone's concern. Knight steps into office having already created a problem there: He said during the campaign that he believes Chief Tim Bellamy was awarded the position because he's black, not because he was the best candidate. The mayor can't replace a police chief, who reports to the manager, but in this case the mayor and council should have candid discussions with the manager. Either Bellamy deserves and should get a vote of confidence, or Young should begin planning for the transition to new leadership in the department. It doesn't build public trust in local law enforcement when the mayor is on record as doubting the police chief's abilities.

With his accounting expertise, Knight also promises to look closely at city budgeting. This could prove to be a conservative council when it comes to fiscal matters. With tax revenues likely to fall or remain flat, it will have to find ways to maintain essential services, while still making strategic investments, with limited resources. Young's had plenty of practice managing declining resources in Dayton, Ohio; more of that here, hopefully to a lesser extent, may be required.

Leaders must move city forward

At the same time, Knight and a business-friendly council must find ways to encourage private-sector job creation. Maintaining a sound infrastructure and promoting quality-of-life initiatives are key pieces of that puzzle. Projects will include road improvements; bringing Randleman Lake water on line; developing a sensible long-range plan for solid-waste disposal, preferably with regional partners; engagement with colleges and universities to advance such initiatives as a pharmacy school and school of nanoscience and nanoengineering; further enhancement of the downtown experience; extending public transportation; and supporting the "aerotropolis" concept.

The outgoing council wasn't seen as making enough progress in any key areas, except replacing an embattled manager with one who's been very well-received so far. That's one important building block. If Knight can add the numbers eight and four to his calculations over the next two years, his new career will be successful, too.