|Training for Elected Leadership - The Councillor as Power Broker (HABITAT, 1994, 18 p.)|
|Part I - The Councillor as Power Broker|
· The power broker role is the one councillors perform that is most prone to abuse.
· It is also the one that can help them be most effective in bringing about community change.
· It is also the most complex to manage, individually and collectively.
· Authority is the legal framework, and power base, within which councillors work to accomplish changes on behalf of the community.
· Councillors have many different kinds of power sources they can tap to get things done.
· The individual councillors greatest power contribution is refraining from exercising power for personal gain and directing it to help the council be more powerful on behalf of the community.
· Power is not just a top-down phenomenon. Power flows in all directions.
· Power is dynamic, subject to constant renegotiation between those who think they have power and those who dont.
· It is more important to fill power voids in the community than to engineer power surges.
· Managing the power relationship with the local-government staff is as important as managing power relationships within the community. However, it may not be quite as interesting.
· The first thing to do in any power relationship is to see that your adversary is empowered.
· Sharing power is not the same as giving it away. This is the first maxim of power brokering.