Observe and learn the people and processes. There is no template and it may take time. However, this should not deter anyone from trying new techniques, demonstration projects, or needed changes.
I would tell them that this business demands true believers. If you’re going to end up in leadership in public service, particularly at the municipal level, you have to believe in the power of cities to change lives for the better. You have to love people. If you don’t love people, if you are not empathetic in helping them solve their challenges, this is not the business for you.
If it isn’t the business for you, you shouldn’t be a public sector leader, because all you’re doing is making people more cynical. So know thyself. You know who you are, how you are, and why you are. And if you can check all those boxes and say, “Yeah”, this is where I want to be, then get here as quick as you can, because we need all the good leaders that we can get.
For the next generation of leadership, my advice would be to use technology to your advantage but don’t rely solely on that. Keeping open lines of communication with your staff, residents, and businesses is key to your success. Talking one-on-one with people shows your humanity and presenting yourself as part of the team (community) is so very important.
The most invaluable resource when considering a venue like this is to find the right management team to book entertainment and handle all logistics. It is a daunting task, and the music industry is quite complex, so having experienced partners is critical.
Many local government leaders haven’t been tasked with ownership of an amphitheater or arena in addition to everything else. If you’re going to build an entertainment venue, it’s imperative to learn from other cities. Knowing all the successes and pitfalls will help you navigate what is a very challenging, but rewarding, addition to your community. in a way that’s fair to the taxpayers.
