Why are Councils like Cruise Liners?

My years of governance and business experience have been effectively used as the Chairperson of the Puketapu-Bell Block Community Board. The board has had some major wins, and you can read more about that in my post called ‘Puketapu-Bell Block Community Board Term Review’

What have I learned being a small cog in the machine we call council? Being effective at a councillor level is more nuanced and requires additional skills that I am fortunate enough to have through previous training and roles. I am glad to have had three years of observing Mayor/Councillors, forging deeper relationships with councillors, the CEO and Council Officers, learning how they operate and the best way to collaborate with them in my current role.

Attending various council meetings and experiencing council processes firsthand has given me insight into how the council operates and the best way to approach being effective in the machine. Efecting certain outcomes is more challenging as a Community Board Member, as we don’t have a casting vote/say.

So, what are my learnings? Why Councils are Like Cruise Liners

Councils, like cruise liners, are large, structured, and not quick to change direction.

·       Large and slow-moving: Just as a cruise ship takes time and effort to alter course, councils must follow due process, which can make change gradual.

·       Hierarchical and procedural: A ship has its captain, officers, and crew — councils have mayors, councillors, and staff — all working within clear rules.

·       Service providers: Cruise liners serve passengers with food, entertainment, and safety; councils deliver essential services like water, roads, parks, and waste management.

·       Limited agility: A ship sticks to its set route, and councils often must stick to long-term plans and past commitments.

This can mean less flexibility when new needs arise. This metaphor reminds us that while councils may not always turn quickly, the steady pace exists to protect resources, ensure stability, and keep the journey safe for everyone.

Our focus must always be on people, not systems or bureaucracy.

To be effective as an elected member, you need to take your community, fellow councillors, and the mayor on a shared journey. That journey is anchored by what the community truly wants and needs, in order of priority. By balancing those needs, we can find common ground with one another — ensuring the whole district wins and thrives.

Observations & learnings — how effective councillors win

·       Build trust: Form authentic relationships with the Mayor, fellow councillors, the CEO and council officers.

·       Play as a team: Council isn’t an individual sport; lone-wolf politics rarely deliver outcomes.

·       Park your bias: Listen to the entire community—not just the loudest—and balance competing needs.

·       Listen to Understand: Because only when we truly hear our community can we make the right decisions for today and tomorrow.”

·       Sequence the wins: Aim for short-, medium- and long-term wins, and align as a team to achieve them.

·       Respect the rules: Understand the frameworks that govern councils—they exist for good reason.

·       Unlock efficiencies: Treat budgets as ceilings, not targets; reward delivering under budget.

·       Read critically: Read everything, watch for framing, ask “what problem are we solving?”, request alternatives (cheaper, faster, phased), and be willing to say no.