Your Worship: I thought I'd be presumptuous and drop you a line, just to communicate a few thoughts on what's happening down at the old teachers' college on Lisgar Street. I know you didn't ask for any help from me, and I'd be the first to admit that it's a lot easier providing advice from a distance than when you're completely immersed in the day-to-day running of the city.

But this isn't about politics. This is about the city and its future.

It is my firm belief that once an election is over, then the politician who is elected mayor becomes the mayor and the mayor only – not the politician. I care about the future of this city, and you are the chief magistrate. Hence this letter.

I understand that you now have your own blog. Not a good idea from any way you look at it.

Everyone who reads the blog will read it with a jaundiced eye, knowing that it's not exactly being written with an objective point of view. And your critics will read it to try to find something to throw back at you. And the rationale for the blog is not a popularity builder – apparently, you believe the media is out to get you and this is your way of communicating directly to the people.

Mr. Mayor, I'm sorry to say this but ever since Richard Nixon lost the gubernatorial race in California, the public just doesn't buy it when politicians blame the media for all of their troubles.

In 99.99 per cent of cases, the media doesn't have a bone to pick. They have a job to do – report the news, not make it. And if there is that .0001-per-cent case, you cannot throw all of the media into one basket.

So my first two pieces of unsolicited advice are: forget the blog, and stop blaming the media for everything.

Let's now talk about your staff.

You've hired a group of energetic, bright and loyal people to provide advice and assist you in your mandate. Mr. Mayor – let them do their jobs. Take their advice. If you're doing something they believe is not the right way to go, you will want them to let you know behind closed doors. It's a confident manager who hires people who are strong in his or her weak areas, then lets them do their jobs. And there is no reason to doubt that you are a confident manager.

Around the table

Now that we've dealt with the media and your staff, let's discuss your relationship with council and vision for the city. It's your job to set the direction for council. You're the only one with a mandate from the entire city, and you have to use that mandate – and I'm not talking just about the budget. If we wanted a leader to deal exclusively with the budget and cutting services to reach specific numbers, we wouldn't have an election. We would just find a group of accountants and let them do their work.

You have to take the lead.

You have to set the direction, then use your city-wide mandate to convince your colleagues why they should follow you. And the transit plan doesn't count. That has to be completed.

You have two and a half years remaining in your term. Set a direction and then use your office and your office staff to make that proposed direction a reality. It's up to you to convince, cajole, flatter or whatever your council colleagues to be onside with you, and move forward.

We all need you to move on. We need the city to move forward.

Jeff Polowin is senior vice-president with Hill and Knowlton Canada where he heads up its Ottawa municipal public affairs practice. In addition, he is the municipal affairs analyst for CTV Ottawa. He served as director of communications for mayor Jim Durrell.