Mike Lindblom, The Seattle Times:
Above all, the position “requires incredible soft skills,” the search firm, CPS-HR of Sacramento, heard from staff and interest groups. “Most often, we heard about the need to listen,” a report said.
While relevant to any top executive, the feedback reflects worries by the board about reliving Rogoff’s first year, when colleagues complained to the human resources department about his abrasive manner. Rogoff apologized, narrowly escaped being fired, and completed executive coaching.
“I think it’s a great callout. A leader does need to have soft skills and we certainly need that in a CEO,” said board Chair Kent Keel, a council member from University Place near Tacoma. Keel mentioned a distinction between hard-charging “East Coast” and a subtler “West Coast” public agency culture.
Are we building consensus or are we building public transit?
Soft skills are fine, if what Keel means balancing stakeholder interests while building useful and usable transit projects. If he means the Seattle Process on steroids, that’s deeply concerning. The primary goal is to provide excellent and useful transit, not simply appease the squeakiest wheels, who often times don’t actually care about great rider experiences.
There is simply no transit agency in America attempting to build anything as ambitious as ST3 (arguably excepting Los Angeles?). The agency probably needs to look overseas, to Europe or Asia, where complicated transit projects actually get built in a reasonable frame for a reasonable budget.