Oh, by the way, I've downloaded this amazing new piece of software to help with my blogging: it's called 'Euphemism-O-Detector', and it automatically bolds any use of euphemism in blog text. I thought I'd see how it went on this article.
Wanted: A new mayoral candidate with plenty of verve, business smarts and charisma to sharpen the leadership contest for the new Auckland Council.
That is the clear message sent by a big swag of Auckland's business power-brokers in the Herald's 2010 CEO survey.
"Most Aucklanders were expecting a tough challenge for this role," said Auckland Regional Chamber of Commerce chief executive Michael Barnett. "So far they have been disappointed."Can someone please untangle the logic of that sentence? Given that I don't like any vegetables, it's not surprising that I think I'll satisfy my nutritional requirements by dipping streaky bacon in chocolate.
[...] Neither main candidate achieved a particularly high rating from the respondents on whether they had the "vision, drive and execution skills to ensure the Auckland Council succeeds".
[...] "If Auckland isn't efficient then growth aspirations won't be met," commented a the [sic] head of a professional firm.
[...] A law firm head described Banks as a "proven performer" in managing complex change and demonstrating vision and leadership. But others noted that he polarises opinion. "The first mayor needs to be a consensus builder so that the various factions can move towards common ground," said Foodstuff's Tony Carter. "Balancing that, the mayor needs to be a consensus builder as a weak person won't achieve anything."
[...] Another said both Banks and Brown were much more politically interested than policy-oriented, and, questioned whether either would have the pragmatism to deal with critical commercial issues like the Ports of Auckland shareholding.
[...] The new candidate should be "someone with guts, who can take some hits (and has taken some hits), someone who understands business, someone with good relations to Wellington, but not someone who is a career politician," said a finance CEO.
[...] Given the lack of overwhelming confidence in either Banks or Brown, it's perhaps not surprising that more chief executives say the Auckland Council's CEO, rather than the mayor, will be more important to the Super City's success.
[...] Setting a clear vision for Auckland was important if the new council - which wraps together the present eight local authorities of Auckland into one structure - is not to become bogged down in factional fighting and local concerns.
[...] Among comments were: "too many of the existing crop have declared their interest in standing"; "the democratic structure does not allow for selection on skill matched to job requirements"; and "even C&R has too many has-beens who never were". A clear majority - 56 per cent - believed there were "too many retreads" at the expense of new blood; 40 per cent were unsure.Presumably leaving 4% who thought there were "not enough retreads". Sounds like a great survey.
[...] Just one-third of chief executives think the new council-controlled organisations will have sufficient independence to do what's best for Auckland.Leaving just... everyone else in the region upset that CCOs will be largely unaccountable to elected representatives.
Well, that worked quite nicely, didn't it, valued readers?