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GO DEEPER · LEADERSHIP & EXECUTION · How will you get it done?

L10 · question 10 of 10

Leadership temperament

What behaviour from another councillor or community member would make you walk away from negotiations, and what behaviour wouldn't?

Quick version: S20 · What would make you walk away from a negotiation?

Answer

Susan Chapelle

I would leave or pause a discussion involving credible threats, harassment, discriminatory abuse or pressure to conceal wrongdoing. I would not negotiate away someone's safety or accept a condition that requires breaking the law. Where necessary, I would document the incident and use the appropriate reporting process. A meeting may need a different setting, another representative or clearer ground rules. Residents still deserve a way to have legitimate concerns addressed, even when one conversation becomes unacceptable. Strong disagreement, criticism of my decisions and understandable frustration would not make me walk away. People can be angry about a permit, unsafe street or years of poor service. I would try to understand the concern and return the discussion to what can be resolved. I do not need someone to like me or share my politics to work with them. I would distinguish difficult behaviour from an actual threat. I would also be alert to communication differences and avoid treating directness or distress as deliberate hostility. My standard is respectful, lawful negotiation focused on the issue. I would explain boundaries clearly, give people an opportunity to continue constructively when safe and remain accountable for my own conduct.

Maria Voutsinas

I will tolerate and work with rudeness if it is displaced anger that comes from passion or injustice. However, I will not tolerate rudeness, incivility, misogyny, racism, ableism or any other breach of human rights if it is directed to me or to my staff. I will however, provide people with an opportunity to take a step back and rethink their approach before walking away, and even after walking away.

A concrete example from their experience

Susan Chapelle

If a resident angrily criticized a street redesign, I would hear the concern and ask which part affects their access or safety. Disagreement and sharp criticism would not end the conversation. If the person threatened staff or used discriminatory abuse, I would pause the meeting, state the boundary and follow the safety process. Where safe, I would offer a written response or a future discussion with agreed ground rules. The underlying service request would still be assessed on its merits. Staff and residents deserve protection, and an angry interaction should not determine whether a legitimate problem receives attention and action.

Supporting sources

Susan Chapelle

Toronto Integrity Commissioner guidance and current councillor conduct resources, on ethical public office and appropriate conduct. IAP2 Code of Ethics, on integrity, trust and respectful public participation. City public meeting and workplace safety procedures, the applicable framework for responding to unsafe conduct.

Responded, but not to this question

Denise Walcott

No response yet

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