Time is a Virginia governor’s most valuable resource. From the moment a newly elected Virginia governor takes the oath of office, he or she has only 1,461 days remaining in office. As Gov. Glenn Youngkin finishes his second legislative session, he has now completed over 56% of his governorship and two-thirds of his opportunity to effectuate legislative initiatives. Virginia governors must learn quickly and “hit the ground running.”
In my nearly five decades of serving the people of Virginia in various capacities in the executive branch, legislative branch and an independent agency, I had the privilege of observing Virginia’s governing processes closely, often from a front-row seat. I personally worked with 12 governors, six Republicans and six Democrats. I learned a great deal about what makes an effective governor.
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My observation is that there really are only three styles of political leadership: transitional, transactional and theatrical.
Transitional leaders, such as Youngkin, believe they were elected to “transition” government from one place to another. Ronald Reagan is the quintessential example of a transitional leader. Much of Youngkin’s rhetoric is about transforming Virginia, even appointing a chief transformation officer and creating a cabinet-level office of transformation.
Transactional leaders, such as former Gov. Mark Warner, are masters at dealmaking and utilizing their extensive contacts to effectuate an agenda. Very few Virginians would hesitate to nickname him “the deal-maker.” Lyndon Johnson is an excellent example of a transactional leader.
Theatrical leaders are skilled at using the press to direct priorities and attention to issues. Former Gov. Doug Wilder is the classic example of a theatrical leader, creating a successful legacy in his historic term in office.
All three styles of leadership can be effective. However, to be successful, a leader must be aware of their dominant style (all leaders move between styles as dictated by the political environment) and complement, not duplicate, their style.
Transitional leaders, for example, need to surround themselves with transactional staff to carry out the vision that will be their legacy. Transitional leaders who surround themselves with transitional staff are doomed to leave a legacy as demagogues. Transactional leaders need to surround themselves with transitional staff to help refine a comprehensive and coherent vision that will refine their legacy. Theatrical leaders need a supporting staff skilled at messaging and media relations.
Unfortunately for all Virginians, Youngkin as an aspiring transitional leader has yet to grasp the importance of hiring significant numbers of staff with transactional experience, staff with an understanding of Virginia governmental processes and the nuances of Virginia’s legislative process. It appears that the Youngkin administration has deliberately shunned anyone with Virginia or legislative experience from Day One.
Because a new Virginia governor is sworn in after the General Assembly has organized and begun conducting business, a new governor always starts from behind. Employing staff and cabinet secretaries skilled in the legislative process should be a top priority. This was not done.
Understanding and recognizing the legitimacy of the General Assembly as an equal partner in governing Virginia is a difficult concept for all new governors, especially governors with no Virginia government experience. This makes employing those who do understand this concept critical to a good start for a governor.
A Virginia governor’s “midterm” session is supposed to be his or her “legacy session” — one in which they propose, and see enacted, the only budget they have the primary responsibility for formulating and ultimately the only budget they will live with for their final two years in office. The Virginia governor’s “legacy session” is usually marked advancing the key priorities of their administration.
While the latest session of the General Assembly is not quite completed, it has already firmly established the primacy of the legislature regarding budget formulation. And rather than celebrating the accomplishment of key initiatives, Youngkin’s legacy session will be marked only with setting a gubernatorial record for vetoes.
Of course, it is not too late for Youngkin to create a meaningful and enduring legacy not associated with setting a record for vetoes. He has one last General Assembly session of consequence.
But Youngkin will need to adjust his approach in two ways. First, he must realize that he will not accomplish anything without partnering with the legislature. And second, as a transitional leader, he needs to recruit and emphasize the hiring of transactional staff.
Any governor would prefer to have a great start to their administration because it is the nature of politics that success leads to success. But there is much to be said about ending well, where your accomplishments are fresh on the minds of the voters.
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Bill Leighty is the author of “Capitol Secrets: Leadership Wisdom from a Life of Public Service” and served as chief of staff to former Govs. Mark Warner and Tim Kaine. He served as assistant director of Gov. George Allen’s commission on government reform, an adviser on numerous gubernatorial transitions and authored a planning guide for new governors for the National Governors Association. He can be reached at bill@billleighty.org.