WEEK 13- Mayors of American Cities

Ranking of best mayors of big cities (top 15 in population) from 1820-1993, by "urban historians and social scientists who had published work related to cities and mayors" (p. 3). All info and quotes are from: The American Mayor: The Best and Worst Big-City Leaders, by Melvin G. Holli, Pennsylvania State University Press, 1999.

Top 10 mayors historically follow (with some leadership lessons in bold print):

• Fiorello La Guardia- New York, 1934-45- a reformer, Republican fusionist, born of Italian immigrants. "A stouthearted fireplug of a man who built modern New York, La Guardia also fought 'Murder Incorporated,' read the comics to children over the air during a newspaper strike, and was a symbol of ethnic probity and honesty." (p. 4) He fought corruption by "cutting off kickbacks and patronage." (p. 87) Pursued "merit employment" and fired city workers for "graft or loafing, the latter being from the mayor's point of view stealing from the taxpayers." (p. 91) Symbolism was important- appearing all over town, marching into a marketplace accompanied by "bugles and reading a proclamation against the racketeers." (p. 92). Got federal money from FDR by telling a sad story to him, so that "tears run down my cheeks and tears run down his cheeks..." (p. 89) Got FDR to create Fair Employment Practices Commission (for defense contractors) after black job discrimination protests. Locked "both sides of a labor- management conflict in city hall overnight until they settled their dispute." (p. 93). However, he was accused of having a "volatile personality and lone-ranger political style" and "emotional instability." (p. 95) Also called an "abrasive personality" who was a "combative, fiery, strong-willed bulldog" with a "hectic administration." But he was "perfect for the time" in order to take on the corrupt Tammany Hall machine and to provide "compassion for the poor" and a "pugnacious defense of the 'little guy's' interests" (p. 165). He was a "one-man walking 'league of nations'" with "an Italian surname, a Jewish mother, a German Lutheran wife, and was once a practicing Episcopalian." (P. 165-6) He had regular radio broadcasts from city hall. "The stubby crusader had the inner stuff to pick himself up after pratfalls, reverses, and defeats, to face the enemy..." (p. 167)
• Tom L. Johnson- Cleveland, 1901-9- a businessman who was a Progressive Era reformer, who fought for "good city government," and fought for "low utility and streetcar rates, just taxation, and home rule..." (p. 4-5) Independently wealthy, he "used his own money in politics." Instead of fighting the Democratic machine, he "took it over, controlled, directed it and measurably kept it clean." (p. 57) He "brought in privately owned but quasi-publicly controlled low-fare" streetcar line to compete with GOP Boss Mark Hanna's company, and fought a local court injunction by "ordering the new company's section crews to work at night, and under cover of darkness..." (p. 53, 57). He was a "public educator" who reduced the unfairly high tax burden on small homeowners compared to businesses. (p. 58) He was accused of being "greedy for affection and greedy for accomplishment." (p. 55)
• David Lawrence- Pittsburgh, 1946-59- He "helped bring about the 'Pittsburgh Renaissance,'" and was a "Democratic Party boss who reduced smoke pollution and rebuilt Downtown Pittsburgh..." with a "'growth coalition' of capital, labor..." (p. 5, 102) He stressed that the "common good" required that individual workers' homes be demolished, and pledged that urban renewal was "a Pittsburgh project, not a Democratic or Republican project." (p. 105,106) Yet he maintained a political machine and refused to clean up graft in two departments, since they provided his political machine foot soldiers.
• Hazen S. Pingree- Detroit, 1890-97- A pre-Progressive reform mayor who supported "a novel work-relief program for the poor" and fought for "municipal ownership and for low utility and tax rates for the urban masses." (p. 5,7) Got 2 corrupt school board members jailed for accepting kickbacks from suppliers, by personally hiring "several private detectives" and working with a school furniture salesman (p. 37). "Attempted to force public employees to put in a full day's work." (p. 38) He "invited a privately owned company to build a low-fare system" for the street railway, and had a parade celebrating it, showing his "pyrotechnical skills" by being "ebullient, confident, waving his hat, gesticulating and shouting to the crowd." (p. 40) He led a Republican machine that stressed Loyalty to himself, or they would lose their city jobs.
• Samuel M. Jones- Toledo, 1897-1904- as a businessman, provided higher pay and more leisure time for his workers. As mayor, he "tried to humanize the city's treatment of the poor and unemployed, took nightsticks away from the police" and fought for "municipal ownership of the utilities, public ownership of national trusts, fair pay for labor, and a better social order for all." (p. 8) "He refused to fire good people who were already on the job simply because of party disloyalty," and when denied party renomination he won reelection as an Independent. (p. 48) He mobilized public support, a "petition in boots" of citizens who showed up at a city council meeting to successfully oppose a franchise extension for the street railway company (p. 46). He developed Toledo's park system, instituted a public playground for kids, stressed criminal rehabilitation, and instituted an "officer friendly" system (p. 51).
• Richard J. Daley- Chicago, 1955-76- an Irish-American, big city Democratic boss, he headed "off downtown blight," encouraged "an unprecedented building boom in the Chicago Loop while keeping the city solvent and the books balanced..." (p. 10) Born in a "working-class neighborhood ... worked in the stockyards." (p. 107) Established tradition of walking rather than riding in the St. Patrick's Day Parade. Gave rise to the slogan of Chicago, "The City That Works," Daley helped businesses with "liberal tax laws, workable zoning ordinances, and good services and bureaucratic cooperation on big projects," so long as "the larger benefits were public." (p. 110) Socially conservative after 1968, his law and order and anti-quota position was popular among white voters. A confused public speaker, his press secretary told reporters "not to print what the 'mayor says but what the mayor means'" (p. 113-4).
• Frank Murphy- Detroit, 1930-33- known for fairness. As a judge, his instructions to a jury helped get an African American exercising self-defense off of a murder charge. He used merit appointments, so despite being a Democrat he did appoint some Republican businessmen. Sought to get people to help themselves by planting their own gardens including "vacant-lot" gardens (p. 79). He "established emergency lodges in old factory buildings to house and feed homeless and unemployed men." (p. 78) Sought middle ground of fiscal austerity and got many businessmen to support his budget cuts and to oppose land speculators who wanted a more drastic budget cut. Established and was the first president of the U.S. Conference of Mayors, beginning a new era of federal funding support for cities during the Great Depression.
• Daniel Hoan- Milwaukee, 1916-40- A Socialist known for "honesty, efficiency, and delivery of services." (p. 11) Used the merit system, while savings from a more efficient and honest system went into social welfare programs. Reduced crime by taking on the Black Hand Sicilian Italian American gangs by going "directly to Italian American citizens, telling them they would get no favors from gang leaders but would get his ear if they came directly to his office with their problems, pleas, and petitions." (p. 67-8) Successful programs included public health, safety, and fire prevention measures, first city public housing project, and "modern playgrounds and wholesome play activity" to reduce juvenile crime (p. 69).
• Tom Bradley- Los Angeles, 1973-93- an African American "elected five times by a predominantly white and Hispanic electorate," he "possessed diplomatic and conciliatory political skills," and was "a calm and moderate voice of reason" in a turbulent time. (p. 11) From an impoverished childhood "when I could not afford to buy socks and my shoes often had holes in them." (p. 116). Was a policeman for 21 years. He preferred to be known as "the mayor of all Los Angeles," rather than as the "black mayor." (p. 116) He made government more personal by having "open house days, where citizens could meet their mayor in branch offices in various parts of the city." (p. 119) He projected a "soft, low-key, and in-control image to the public," and in labor relations he "had the reputation of being a soft-spoken conciliator who got things done." (p. 119,121). He created 95,000 new jobs by using "$38 million in federal funds to leverage out more than $100 million in private building and expansion." (p. 120) He brought in the 1984 Olympics. He "established contract set-asides and preferential hiring for blacks and minorities." (p. 120) The Rodney King police beating, and associated riots hurt him.
• Josiah Quincy- Boston, 1823-28- a Federalist Party mayor, known for "strong executive leadership," "an early version of city planning and renewal," "improving sewage, sanitation, and pure water supplies," "enforcement of the vice and gaming laws," separating the 'worthy' from the 'unworthy' poor, and juveniles from hardened criminals," and "encouraging business development." (p. 11) He rode horseback at 5AM conducting "tours of inspection" to check out "the city's orderliness and cleanliness," so sanitation and street sweeping increased. (p. 30) He "rebuilt the city's commercial and market sector" (p. 29) by creating new land so that this urban renewal paid for itself.

The following material and quotes are from the book, Leadership, by Rudolph W. Giuliani, Miramax books, New York, 2002. Giuliani became known as America’s Mayor and was Time Magazine’s 2001 Person of the Year for his leadership as Mayor during the 9-11 terrorist attack on New York City. (In 2022 Giuliani was threatened with disbarment by a D.C. bar disciplinary committee for alleged violation of legal ethics by bringing frivolous legal actions in support of Trump’s claims of election fraud.) Giuliani believes that leadership matters... who is chosen to lead and how he or she does so..." (p. 378). Also, he says "there's no substitute for personal experience when it comes to dealing with problems." (p. xiv) He also favors "politicians who have accomplished something substantial outside the political realm." (p. 171) After 9-11 addressing the U.N., he pointed out that "Americans emerge from all your nations. We are defined as Americans by our beliefs- not by our ethnic origins, our race, or our religion." (p. 185) Some leadership ideas with each based on a different chapter:

• Start Small, and focus on the small things first. Broken Windows, reducing crime started with removing graffiti and targeting the 180 squeegee men (car windshield washers in the streets) for jaywalking.
• Prepare Relentlessly. After election, set up a Mayor’s School of seminars given by experts (a job skills program for welfare recipients was one resulting idea). Huge transition of 800 people. His State of the City speech established the agenda. He "read the entire city charter." (p. 62) He prepared for disasters.
• I'm Responsible was a sign on his desk. A Compstat system of crime reporting by area resulted in more police accountability. A similar system was used in Corrections. Finally, CAP applied to most city agencies- Citywide Accountability Program.
• Hire Great People. "Find the person best suited for the job." (p. 99) "Balance your weaknesses with the strengths of others..." (p. 101) Look at what someone has accomplished, not just their resumes. A one-on-one interview with a job prospect might suggest that someone "really wanted to prove himself," and such a person might end up working on weekends and until 11 at night on weekdays (p. 116).
• Motivate your workers. Be willing to do the tougher job yourself. Try to continually challenge good people. He went "to scenes of fires and building collapses" to show support for city workers (p. 122). Publicly, tell "the positive stories about those who work for city government." (p. 121)
• Reflect, Then Decide. Only after "enough information had been presented and all sides had been heard" did he make a decision (p. 125). You need to "surround yourself with strong, independent people" to get contradictory views, and a leader "must be self-confident enough to solicit opinions and change his mind without worrying that he'll appear weak" (p. 151-3). Statistics are important, but you must also "apply your own intuition, gathered from your own experience." (p. 154).
• Underpromise and Overdeliver. Announce results rather than intentions. Don't promise unless you are sure you can deliver. Overly high promises and expectations can turn "a positive development into a disappointment." (p. 167)
• Develop and Communicate Strong Beliefs. He developed a strong belief that delivering quality education and healthcare to residents was the city's mission, "not to provide jobs and job protection" to city workers (p. 177). He also was Republican on foreign policy and law and order, but disliked the party being "only for rich people." (p. 181) He also disliked how Democrats would "water down the quality of the people that they brought into government" with symbolic appointments and including "every special interest group" (p. 183). Communicating "your true message directly" and connecting "with people first" included holding 96 official town hall meetings equally distributed across the town's boroughs, speaking without notes so people would pay attention (p. 189,191). Keep Things Simple, like a newspaper article's first paragraph. Word Choice is important (he used job center instead of welfare office), Stick to your Word (like Reagan's firing of striking air traffic controllers), Give Credit to Other People.
• Be Your Own Man. Trust your own "judgment, character, and intelligence," don't just listen to the polls (p. 207). His independence of party was shown by support for a woman's right to choose, and backing same sex couples. Work harder than anyone else, and perform "some of the tasks that you ask others to execute." (p. 212)
• Loyalty to your subordinates is important. Embrace "those who are attacked" unfairly (p. 237). Don't let others abuse you or your subordinates. At town hall meetings, angry questioners were asked to listen to the mayor's response, but then warned and then thrown out if they were disruptive. There were occasions when commissioners walked out of city council meetings "because of abusive conduct." (p. 248)
• Show Concern for Subordinates. He attended a lot of funerals after 9-11. He rushed to the hospital after a sanitation worker was shot.
• Stand Up to Bullies. "Do it early and resolutely... so you don't have to do it more than you should." (p. 284) Examples of the standing up to the Legal Aid Society and the Transport Workers Union, plus the Mafia and U.N. diplomats ignoring parking fines. "Standing up to people who don't think they have to play by the rules..." (p. 269) (Ironically, decades later he became a big Trump supporter, defending a President depicted by critics as a Mafia-like bully.)
• Learn Independently by Studying and Reading. Having your own substantive knowledge base keeps you from being conned by others.
• Organize Around a Purpose. Organizationally he: elevated the importance of the Department Commissioner of Investigation by adding him to the morning meetings; he created a new position of Senior Advisor to the Mayor to keep initiatives moving; created an overarching Office of Emergency Management encompassing five other offices; he "merged all the construction divisions of the various agencies into a single Department of Design and Construction." (p. 317)
• Live Up to Your End of the Deal. Though Republican, he worked well with Democratic leaders, such as a city council speaker, and he hired many Democrats. Ignore those who can't deliver, such as PLO President Yasser Arafat.