**Leadership Is More Than Pointing Out Problems**

Leadership Is More Than Pointing Out Problems

Leadership is about more than pointing out what is wrong. It requires understanding the problem, considering the alternatives, weighing the financial and community impacts, and presenting practical solutions.

Recent discussions about municipal debt, rising taxes, declining reserves, community engagement, and the role residents play in shaping Greater Madawaska raise important issues. Residents deserve honest discussions about all of them.

But identifying a problem is only the starting point. The real test of leadership is what comes next.

During the Ward 1 all-candidates meeting, I said in my introductory remarks, “I am not running because I think I have all the answers. I probably have more questions.”

As someone who is newer to the community as a full-time resident, I recognize the importance of listening, learning from those who have lived here for years, and understanding the history behind the decisions that have shaped our Township. I also believe that asking difficult questions is an essential part of responsible leadership.

Financial responsibility requires more than opposing debt.

We need to understand what borrowing is being used for, whether investments are necessary, what they will cost over their lifetime, and how they will benefit residents. We must also consider the consequences of delaying infrastructure projects, the cost of maintaining existing assets, and how the Township can fund its future obligations without placing an unreasonable burden on taxpayers.

Being fiscally responsible doesn’t simply mean saying no to spending or warning about rising debt. It means understanding when borrowing is justified, when spending should be deferred, and how to balance today’s needs against tomorrow’s obligations. It means considering the cost of action as well as the cost of inaction.

A responsible financial strategy must look beyond today’s numbers and plan for the years ahead.

What should be prioritized? What can reasonably be deferred? How should necessary investments be funded? And what happens if projected growth or revenues fail to materialize?

These are the questions that require thoughtful answers, not just criticism of the current situation.

Community engagement requires more than saying residents have lost their voice.

If committees and volunteer organizations are not being heard, what specific changes would improve the situation? How would residents be involved earlier in the decision-making process? How would their input be considered, and how would council demonstrate that it had been taken seriously?

Community involvement matters. But meaningful engagement also requires a clear process, realistic expectations, and a willingness to work together when residents have competing priorities.

If we believe something isn’t working, we should be prepared to explain what we would change and how we would make it better.

Foresight means considering the whole picture.

Greater Madawaska must manage today’s financial pressures while planning for tomorrow’s infrastructure, housing, recreation, and economic opportunities.

We cannot assume that growth will pay for everything, but neither should we ignore the potential benefits of responsible residential and commercial growth.

Likewise, we cannot simply say that spending must be reduced without explaining which services or investments would be affected and what the long-term consequences might be.

Every decision involves trade-offs. Leadership means being prepared to explain them honestly and take responsibility for the decisions we support.

I believe residents deserve more than a list of problems. They deserve clear priorities, practical solutions, financial accountability, and a plan that considers both today’s taxpayers and future generations.

Criticism has a place in public life. But leadership also requires foresight, sound judgment, accountability, and a willingness to work through difficult decisions.

The questions residents should ask anyone seeking a seat on council are straightforward:

What is your proposed solution? How will it work? What will it cost? What alternatives have you considered? And how will we know whether it delivers results?

As a candidate, I don’t claim to have all the answers. But I believe I have a responsibility to ask the right questions, examine the facts, listen to residents, and work toward solutions that serve the long-term interests of our community.

I also believe leadership means being willing to listen to residents who are vocal about their concerns. Rather than dismissing their frustration, I want to understand what is behind it, hear their ideas, and explore how we might address the issues they raise.

Early in my career in the Air Force, I worked for a supervisor who was widely respected. I learned a great deal about leadership from him, but one piece of advice has stayed with me throughout my career:

“Don’t come to me with a problem; come to me with a solution.”

I used that principle many times when managing people. It wasn’t about discouraging anyone from bringing forward a problem. It was about encouraging people to think critically, contribute ideas, and become part of the solution.

When people are encouraged to offer solutions, they feel their knowledge and experience are valued. They become involved in the process rather than feeling that decisions are simply being made for them.

I believe the same principle applies to municipal government.

Residents know their neighbourhoods, their roads, their concerns, and the challenges they face every day. They often have valuable ideas that deserve to be heard. As councillors, we should create opportunities for those ideas to be shared, discussed, and considered.

That doesn’t mean every suggestion will be adopted or every problem can be solved immediately. Budgets, regulations, competing priorities, and practical limitations all have to be considered. But residents deserve an honest explanation, a fair hearing, and a genuine effort to find a way forward.

Leadership isn’t about having all the answers or dismissing those who ask difficult questions. It’s about listening, asking better questions, encouraging solutions, and working together to achieve results.

That is the approach I would bring to council: respect for residents, thoughtful decision-making, and a willingness to work with people rather than simply tell them why something cannot be done.

Keep what works. Improve what doesn’t. Plan for what’s next.