Leading When It Matters Most
Being a mayor is about more than ribbon cuttings and city council meetings. It’s about showing up—especially in moments of crisis. During my time as Mayor of Anaheim, I saw firsthand how quickly things can change. Whether it was a public health emergency, civil unrest, or natural disaster, the way we respond as local leaders can either calm the storm or add fuel to the fire.
Crises don’t give you a heads-up. They arrive suddenly and demand immediate action. And in those moments, people don’t look to Washington or the statehouse—they look to their mayor. They look for direction, for reassurance, and for hope. That’s why it’s critical for mayors to be ready, steady, and connected to their communities when it matters most.
Communicate Clearly and Often
One of the most important things a mayor can do in a crisis is communicate—clearly, honestly, and often. People need to know what’s happening, what their local government is doing, and what they should expect next. Uncertainty breeds fear, and fear spreads faster than facts. That’s why strong communication is your first tool in building public trust.
When COVID-19 hit Anaheim, we held regular updates for residents and business owners. I made sure our city’s website and social media were constantly updated with accurate information from trusted sources. We didn’t sugarcoat the situation, but we didn’t panic either. We gave people the facts and a plan—and that made a difference.
In a crisis, silence is not an option. A mayor’s voice must be one of calm, clarity, and confidence.
Be Visible, Be Present
During emergencies, people want to see their leaders—not just hear about them. That doesn’t mean you always have to be on camera or in the spotlight, but it does mean you have to be present. Go out into the community. Visit shelters. Talk to first responders. Walk the neighborhoods that are most affected.
I remember visiting food distribution centers and vaccination clinics during the pandemic. I shook hands, I listened, I thanked volunteers. Those moments weren’t about photo ops—they were about connection. They reminded people that their local government cared and was working hard for them.
Being visible builds trust. It shows that you’re not just leading from behind a desk—you’re in the trenches with your people.
Lean on Partnerships
No one can manage a crisis alone. The best local leaders know how to work with others—law enforcement, public health officials, nonprofits, faith-based groups, and business leaders. A mayor’s job isn’t to do everything; it’s to coordinate and connect the people who can.
In Anaheim, we worked closely with hospitals, community groups, and neighboring cities to share resources and information. When wildfires threatened parts of Orange County, we collaborated with regional emergency services to prepare for evacuations and keep residents safe.
Strong partnerships save time, money, and lives. Build those relationships before a crisis hits—because when it does, you’ll need all hands on deck.
Make Decisions with Compassion and Data
Emergencies often force leaders to make tough calls. Should schools close? Should businesses shut down? Should we evacuate certain areas? These are not easy questions, and no decision will please everyone. But good leaders use both heart and logic. They look at the data, consult with experts, and consider the impact on real people.
During the early days of COVID-19, I faced pushback from both sides—some wanted everything reopened immediately, others wanted even tighter restrictions. We had to balance public health with economic survival. In every decision, I asked myself: What protects lives and livelihoods?
That balance isn’t always perfect, but if people see that you’re thinking things through and truly care, they’ll respect your leadership—even if they disagree.
Plan Ahead, Stay Flexible
The best crisis response begins before the crisis. That means having emergency plans in place, training city staff, running drills, and keeping supplies ready. But it also means being flexible. No matter how detailed your plans are, things will never unfold exactly the way you expect. You have to be ready to adjust on the fly.
When the pandemic hit, no one had a playbook. But because we had systems in place and staff who knew how to act quickly, we were able to pivot fast. We set up testing sites, worked with county health officials, and coordinated aid to struggling businesses. Flexibility was key to staying ahead of the curve.
Lead with Empathy
Above all, mayors need to lead with empathy. In a crisis, people are scared, stressed, and often grieving. It’s not enough to deliver solutions—you have to show compassion. Check in on seniors. Support small business owners. Acknowledge the pain people are feeling.
Leadership isn’t just about fixing problems—it’s about lifting people up. Remind your community that you see them, that they matter, and that you’re in it together.
Final Thoughts
Local leadership during a crisis is one of the hardest tests a mayor can face. But it’s also one of the most meaningful. When a city is hurting, the mayor sets the tone—either through fear or through hope.
My time in office taught me that people will remember how you made them feel long after the crisis has passed. They’ll remember whether you stood with them, whether you told the truth, and whether you led with courage.
To every local leader out there: be ready, be steady, and be human. Your city is counting on you.