When Mayors Choose Council: Rethinking Leadership in Local Government

In local government, there is often an assumption that political careers move in one direction. A resident runs for council. A councillor becomes deputy mayor. Eventually, that person may seek election as mayor, or reeve, or warden. The progression seems pretty straightforward.

What is less common, and often more surprising, is when a sitting mayor decides to run for council in the next election instead of seeking another term as mayor. From time to time though, this is exactly what happens.

Recent examples have emerged in Alberta and elsewhere across Canada, where experienced mayors have chosen to remain in municipal government while stepping back from the mayor's chair. In these cases, the now former mayors are not leaving public service at all; they are simply changing how they serve.

The decision often surprises citizens. After all, why would someone voluntarily move from the municipality's highest elected office to a role that appears to carry less authority and visibility? The answer is likely personal and at least somewhat different in every case and every situation.

The Difference Between Being Mayor and Being on Council

To many residents, the mayor and council perform essentially the same role. Those of us involved in local government know that the reality is that the experience can be quite different.

The mayor serves as the public face of the municipality. In most of Canada, where we use a weak mayor system, we see the responsibilities of the mayor including ceremonial responsibilities, extensive community commitments, relationships with other orders of government, media obligations, regional committees, and expectations that often extend far beyond regular council or committee meetings. This puts a big weight on the mayor, on their families, and in many cases, their ‘real’ career as well.

While councillors face substantial demands of their own, the mayor's workload can be significantly greater. Over time, that reality can influence how an individual thinks about public service. Some mayors discover that they still have the desire to contribute but no longer wish to maintain the unique demands associated with the mayoralty.

Experience Still Has Value

One reason mayors seek council positions is simple: their experience still matters.

Local government is increasingly complex. Infrastructure funding, land use planning, intergovernmental relations, economic development, housing, controversial community additions, public engagement, and financial sustainability all require significant knowledge and experience.

An experienced mayor often possesses a deep understanding of municipal operations, governance, and regional relationships. By remaining on council, that experience is not lost. Instead, their experience becomes part of the collective knowledge available to a newly elected mayor and council.

In many respects, the transition can create continuity during periods of leadership change.

A Different Way to Lead

Municipal leadership is not limited to one position. While mayors often receive the most public attention, leadership occurs all around the council table.

Former mayors who become councillors frequently continue to mentor newer elected officials, contribute to strategic discussions, and offer institutional knowledge that might otherwise disappear following an election.

Sometimes leadership is about being the person in the chair, and sometimes it’s about helping others succeed once they occupy it.

The Advantages

There are several potential benefits when a former mayor remains on council:

• The organization retains valuable experience and historical knowledge.

• A newly elected mayor may benefit from having an experienced colleague who understands the demands of the role.

• Residents continue to have access to a representative they know and trust.

• It can create a smoother leadership transition, particularly during periods of significant organizational change.

Municipalities routinely invest considerable effort in succession planning within administration. Perhaps there is value in thinking about political succession as well.

The Challenges

Of course, the arrangement is not without risks. The most obvious challenge is public perception.

Residents may question whether the former mayor will truly allow the new mayor to lead or whether there will be competing centres of influence around the council table.

The new mayor may also find it difficult to establish a distinct leadership style if comparisons are constantly being drawn with their predecessor.

Even where relationships are respectful and collaborative, the dynamics require careful navigation.

Both individuals must understand their roles and demonstrate a commitment to supporting good governance. Success depends largely on mutual respect and a shared understanding of responsibilities.

The Bigger Question

Perhaps the most interesting aspect of this phenomenon is what it says about public service. In many professions, career progression is measured by moving to positions of increasing authority.

Municipal government can be different. For some elected officials, the goal is not necessarily to hold the highest office possible. The goal is to contribute to their community in a meaningful way.

If serving as a councillor provides the right balance of impact, commitment, and personal sustainability, it may be the right decision for that individual at that point in their career. Leadership, after all, is not defined entirely by a title.

In my second book, The DNA of Great Leaders, I write extensively about the aptitudes of the best leaders, I speak to why people might want to get involved in local government.

Is it for reasons of self-service or reasons of public service. If it’s the former, I suspect those people would not take the step back from the mayor’s chair, but if the person is truly a public servant, that change becomes one that may make perfect sense.

Looking Forward

As municipal governments become more complex and demands on elected officials continue to increase, we may see more examples of mayors choosing to remain involved while stepping away from the mayoralty.

Some will view it as a step backward. Others may see it as an example of thoughtful succession planning and a different model of public service. Regardless of perspective, these decisions remind us that municipal leadership is rarely as simple as the organizational chart suggests.

Sometimes continuing to serve matters more than where your name appears on it.

Your Ideas

Have you seen examples of mayors running for council rather than seeking another term as mayor?

What do you see as the advantages and disadvantages? Does it strengthen continuity and succession planning, or does it create challenges for incoming leadership?

I would welcome your thoughts and experiences. These conversations often reveal how differently communities view leadership, governance, and public service. You can reach me at ian@strategicsteps.ca. I look forward to the conversation.