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Facilitator and Consensus-Builder

               The ability of an economic development professional to function effectively
               within the  organization  depends to a great degree on how well the
               professional’s style of leadership can be merged with the expectations of

               existing  leaders  of that organization as well as those of the larger
               community.  Ideally, the expectations of both parties should be compatible,
               if not identical.

               The economic developer will more closely meet the expectations of local
               leadership if he or she serves more as a facilitator and coordinator than as a

               “boss.”   The facilitator must listen carefully to the desires of the local
               leaders, probing relentlessly, but gently, to discover their hopes and
               agendas.  With a clear understanding of the motivation of the leaders, the
               economic developer must cautiously pull these divergent “visions” in line
               with mutually agreed upon realistic possibilities.  Success in economic

               development for the community is the marriage of varying expectations to
               economic and societal reality.

               Ultimately, local leadership should perceive that the economic developer is
               helping them  achieve their expectations, even if that means that the
               professional assists them in formulating more  attainable goals.  This
               perception will encourage the leaders to accept the recommendations and

               suggestions of the professional,  which will result in  a more favorable
               environment for  developing  a consensus  about the direction  of the
               development program.

               Once general  agreement is reached as to the nature and direction of the

               program, the economic developer  should  become  a catalyst for  action,
               moving to the implementation stage.  A clear statement of organizational
               goals and outcomes facilitates the designing  and carrying out of those
               strategies that will accomplish them. During the implementation of various
               planned activities it becomes clear as to whether or not the program has
               been well designed, or the organization’s resources are adequate, or the

               expectations are  appropriate.  Leaders are now in  a position to  evaluate
               and to hold the economic developer accountable for the results, or lack of




               David Kolzow                                                                          305
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