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It’s a long way culturally and historically from 19th-century Germany to 2012 Greensboro. However, after reflecting on a recent lunch with our new mayor, Robbie Perkins, I was reminded of the political insight of Otto von Bismarck, first chancellor of Germany from 1871 to 1890.

He is quoted as saying, “Politics is not a science, as the professors are apt to suppose. It is an art.” I left that lunch with the impression that our mayor is, indeed, an artist.

His art form is one-on-one relationships. His technique is what he describes as “touching.” Only time will tell if his political art will stabilize the political proclivities of his fellow council members or resonate with our citizens. One thing is certain: Mayor Perkins is very different in style and substance from his predecessor.

Contrasting his approach with that of former Mayor Bill Knight, Perkins indicated that while Knight preferred to conduct the city’s business “inside” formal meetings, he liked to individually “touch” others — including council members — outside the constraints of formal sessions.  By “touch,” he means asking their opinions, searching for compromise and smoothing potentially rough edges. 

Leadership research supports a “touching” style. Open, trusting, one-on-one relationships between leaders and followers increase individual motivation and group commitment. Despite the media’s tendency to glorify charismatic leaders who make galvanizing speeches to adoring crowds, the reality is that most effective leadership behavior occurs in the trenches of day-to-day, one-on-one relationships.

If there is a downside to Perkins’ “touching” strategy, it has to do with the notion that strengths overused become weaknesses.

With 16 years of council experience, he comes across as an articulate, widely networked and persuasive “toucher.” It’s impossible to be all things to all people, and an overdose of pleasing, touching and compromising can result in the perception of being slick, manipulative and insincere. 

Leadership research also indicates that, despite the positive benefits of strong one-on-one relationships, a potential hazard is the creation of “in groups” and “out groups,” such as those that contributed to the dysfunctional fragmentation of the past regime. Although he was a member of one of these groups in the past, Perkins now seems to be aware of the need to avoid the perception of playing favorites and creating nonproductive factions. He needs to work hard to keep his “touching” nonpartisan.

At stake is the ability of the council, as Perkins advocates, to function as a true board of directors.  A well-functioning board articulates and assures compliance with a limited number of strategic objectives. Perkins states them as job creation, adequate infrastructure and increasing the tax base.

Aside from monitoring the performance of the city manager, that’s all it should do. Uniquely, this council has the additional initial task of hiring its only two employees, the city manager and the city attorney. 

There are three phases to the way a leader begins a new job: a honeymoon stage, a make-or-break stage and a stage of sustained performance. Initially, the leader is given much latitude and the benefit of the doubt. The key make-or-break phase involves major decisions and leadership processes that either positively or negatively impact performance and follower acceptance for the remainder of his tenure.

With expenses up, tax revenues down, two key hires to be made, and the great Greensboro garbage grope still unresolved, it will be a very short honeymoon phase for our new mayor.

In the finial analysis, the leader we have is the leader we should support. Perkins is optimistic and proud of past accomplishments such as helping secure the Greensboro Aquatic Center and the revitalization efforts for the High Point Road-Lee Street corridor.  Regardless of whether we voted for him or agree with his style, he seems to be doing a lot of things right.

Hopefully, our new mayor can personally remain and keep our City Council on the high road. We have too much at stake to have council members in unproductive conflict with each other and our citizens.

Back to 19th-century Germany: Bismarck is also quoted as saying, “The truth is that with a gentleman I am always a gentleman and a half, and when I have to do with a pirate, I try to be a pirate and a half.” We want our mayor and council members to be gentlewomen and gentlemen; we don’t need any more pirates in Greensboro.

David Noer (dnoer@elon.edu) writes about leadership, organizational behavior and community issues.