Listening will be the key for mayor-elect's early days

It is imperative to get in front of "the other side"

Cook County Commissioner Brandon Johnson added another title to his resume on April 4-mayor elect . After a contentious and grueling battle with Paul Vallas, and vanquishing seven other candidates in the primary, Johnson emerged as the top vote-getter. He will assume office May 15.Over the next weeks Johnson, the man who instilled Lake Michigan-size hope in so many, will be involved in the transition to plot out his strategy for at least the coming year, and probably beyond.

Johnson’s transition should probably be more like a listening tour than strategic sessions. While running in his first-ever citywide campaign, Johnson not only stepped on some toes, he grinded his heels in while doing so. In every case it may not be possible to make amends, but he owes it to himself as the 57th mayor to at least listen to the aggrieved parties-starting with members of the Chicago Police Department.Despite being seen and heard on videotape, Johnson vacillated about his remarks regarding defunding the police. His opponent used the on-again, off-again defense employed by Johnson like a battering ram. Having to repeatedly defend himself by saying he didn’t say what he said kept Johnson on his heels. In the end though it apparently didn’t matter as we see he bested Paul Vallas by a mere 5,800 votes.

No doubt some hard feelings still exist which is why Johnson immediately should start showing up at roll calls at CPD headquarters and speaking to, but more importantly listening intently to what they all have to say-from patrol officers to commanders. He may not like what he is hearing, but it certainly will generate respect that he had the chutzpah to come and hear them. There also are likely some who are supportive of him, despite the threats by their union boss about how harmful a Johnson win would be in Chicago.

And no one has a better idea of how to increase the morale and effectiveness within the department than the people living it every day..His next stops, which will be equally uncomfortable, if not more so than CPD, should be one-on-one and small group meetings with members of the business community-CEOs of the major companies in the city. Johnson’s promise of a new head tax for major corporations saw many in this crowd practically run to Vallas with campaign contributions.

The mayor-elect came up glaringly short in comparable contributions. It is key for Johnson to get in front of and listen to these men and women as they can be instrumental in future economic development downtown as well as key neighborhoods. They will not be shy about telling him what they need to press forward, and like the cops ratchet up their respect as he stepped forward and didn’t send an emissary.

Simultaneously, the mayor-elect must weave his way through the city, especially in parts where he lost to Vallas, to hear why he didn’t get their vote. He needs to hear firsthand what the residents want and need and then determine how to deliver. No matter what audience he is engaging, Johnson must be particularly careful not to make any promises-only acknowledge that he hears all of those voices and will carefully and dutifully analyze what he has been told. He also needs to commitment to regularly interacting with all these same cohorts if he wants to get any sense of progress.

The transition team Johnson will assemble should not only be charged with developing a six-month and one-year city strategy; the team must evaluate the information from the listening tour and assess how much of it can realistically be incorporated into the administration in the first few months.U.S. Rep Ayanna Presley and U.S. Sen. Bernie Sanders made it to Chicago to endorse and stump for Brandon Johnson

Determining the number of individuals who comprise his transition team is up to Johnson and his “kitchen cabinet.” It can’t be too large or it will be unruly. If it is too small it won’t be representative of the city. It is critical that every member of that time brings something needed and unique. An overarching factor is the team must be heard by someone who will not be awestruck by the ‘star power’ in the room; and who is highly adept at facilitating and herding diverse egos. It is key that the mayor-elect shed any notions that the team leader be rooted in loyalty to him. The loyalty of that person should be to the city and its future.

Many top business people have been ad hoc advisors to multiple mayors over the decades.Johnson’s early success, or lack thereof, will be tied directly to his communications team. It is imperative that as soon as possible, he brings on board someone skilled in media relations, politics and government. As much as he will be asked to, the mayor-elect will have to ignore those who are seeking on-the-job-training. At the forefront, Johnson must always keep in mind this is the big league and he and those around have to act accordingly.