[Park Jong-il's Autonomous Communication] Create Your Own Brand Business... Strengthen Resident Contact as the Best Strategy for Reelection and Third Term... Increase Communication to Foster an Atmosphere Where Employees Enjoy Working, Along with Three Key Orders and a Reminder to Never Forget the Original Intention Held When Running for Office
[Asia Economy Reporter Park Jong-il] The fiercely contested 8th local election has concluded, giving rise to the heroes of glory. Alongside Seoul’s first-ever four-term Mayor Oh Se-hoon, 25 district mayors were elected and will begin their terms on July 1.
This election was held just 22 days after the inauguration of the 20th president, resulting in the election of 17 metropolitan governors and 226 basic local government heads nationwide.
First, congratulations to Mayor Oh Se-hoon and the 25 district mayors who were elected through intense competition.
For the next four years, they will serve as the frontline leaders of local government, sharing joys and hardships with residents. Basic local governments are the most fundamental administrative organizations that work closely with local residents to solve their concerns.
They must attend to every detail closely related to residents’ lives, from health issues and care systems for vulnerable neighbors to road damage and fire incidents.
The 8th term Seoul district mayors come from diverse backgrounds, including former members of the National Assembly, senior Seoul city officials, lawyers, internet media company CEOs, former investigators, and former daycare center directors. The administrative styles of Seoul’s autonomous districts are expected to be equally diverse starting next month.
However, I would like to offer a few words of advice especially to those newly elected Seoul district mayors, hoping that they will be recognized as ‘successful district mayors’ four years from now.
◇Create Your Own Brand Project
Veteran district mayors serving their second or third terms have already established solid philosophies and leadership, so there may be no need to advise them. Instead, I want to offer some suggestions to the newly elected district mayors.
First, I hope each creates their own unique ‘brand project.’
For example, during the 5th local government term, Yoojongpil, former mayor of Gwanak District, initiated the ‘Library Within 10 Minutes’ project, and Kim Seong-hwan, former mayor of Nowon District, launched a ‘Suicide Prevention Project.’ Both became nationwide benchmarking cases. Yoojongpil’s library project was so successful that it even attracted interviews from Japanese broadcasters.
Moon Seok-jin, mayor of Seodaemun District, is also highly regarded for the ‘100 Families Embrace Project.’
Ryu Kyung-gi, mayor of Jungnang District, implemented the ‘1,000 Books Reading Project for Preschool Children,’ a representative project reflecting the vulnerable characteristics of the area, making it a child-friendly district. It seems young mothers supported Mayor Ryu even during a difficult election.
It is not easy to create such unique brand projects in Seoul’s 25 districts.
Due to budget constraints, it is difficult for district mayors to launch large-scale projects, and identifying distinctive regional characteristics within Seoul’s autonomous districts is no easy task.
Nevertheless, I hope the elected officials will discover representative projects that will bring happiness to residents during their terms.
◇Strengthening Resident Contact Is the Key to Success
Second, district mayors must fully recognize that they are the frontline in contact with residents.
Many past district mayors have often complained that “it’s hard to even go to the restroom because of internal approvals and meeting residents with complaints,” calling it a ‘typical 3D job.’
However, being a district mayor means having the privilege of conducting ‘legal election campaigning’ 365 days a year, which is a tremendous advantage for politicians.
Looking at the success stories of current district mayors such as Jung Won-oh of Seongdong District, Oh Seung-rok of Nowon District, Park Jun-hee of Gwanak District, Ryu Kyung-gi of Jungnang District, Kim Mi-kyung of Eunpyeong District, Yoo Sung-hoon of Geumcheon District, and Lee Seung-ro of Seongbuk District, who all won by a landslide despite difficult elections, it is clear that strengthening resident contact is the path to expanding political influence.
Seonghyeon Sung, who served as Yongsan District mayor for four terms during the 2nd, 5th, 6th, and 7th local government terms, is a prime example of success through resident contact, starting his day at 6 a.m. almost every day.
District mayors who succeed in skinship by addressing residents’ complaints and resolving issues can overcome any political difficulties.
Resolving conflicts among residents is never easy. However, newly elected Gangdong District Mayor Lee Soo-hee is expected to take the lead in resuming the halted Dunchon Jugong reconstruction project in cooperation with Seoul City and the Ministry of Land, Infrastructure and Transport. This is because the conflict in the country’s largest reconstruction complex with over 10,000 households is not only a local issue but also Seoul’s biggest challenge.
◇Do Not Neglect Communication with Staff to Create a ‘Refreshing Workplace’
Third, district mayors must never neglect smooth communication with their staff. Trusting employees and creating an atmosphere where they can work enthusiastically is very important.
The authoritarian leadership style of the past, where employees had to follow the mayor unconditionally because they were elected by residents, can never succeed.
The public sector has changed.
The fact that the 8th local government Seoul mayor and district mayor elections, held 27 years after the start of local autonomy in 1995, used ‘split voting’ instead of ‘straight voting’ for the first time indicates the high political awareness of Seoul citizens.
It should never be forgotten that about one-third of district office employees are also residents. Their political awareness has also increased significantly.
One newly elected Seoul district mayor told a reporter during the campaign, “The head of the organization should act as a windbreaker (against unfair external interference) so that employees can work enthusiastically and take responsibility for everything.”
It was touching. However, putting such easy words into practice is not easy.
Once becoming a district mayor, one wields personnel authority over 1,500 to 2,000 employees (including non-regular workers) and controls budgets amounting to hundreds of millions to billions of won annually for various projects.
Calling Seoul district mayors ‘regional presidents’ is not an exaggeration. However, when intoxicated by such overwhelming power, some may distrust and oppress employees, leading to conflicts.
Issues of integrity may also arise. Employees may seem unaware, but if the district mayor is not honest, they will soon find out and spread the word after the mayor’s term ends.
I sincerely hope the newly elected district mayors will not fall into such old habits, as I have witnessed unfavorable cases.
Especially, it should never be forgotten that it is ultimately the employees who carry out regional development and enhance residents’ welfare.
Although employees may not speak up in front of the district mayor, they evaluate every move in their hearts. Their evaluations are directly conveyed to residents, becoming ‘local public opinion’ unknown to the mayor.
The powerful position entrusted by residents and citizens is that of the district mayor. I repeatedly urge you not to forget the original intention you had when running for office as I conclude this message.
I hope that four years after your term ends, you will be recognized as a ‘successful district mayor.’
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