I sat down with Eugene Greenstein, a longtime resident of Farmington Hills, Michigan, for Part 1 of a two part conversation on I Can See Clearly Now. Eugene brings experience from both the private and public sectors, and our discussion focused on a sequence of events that raised serious questions about governance, trust, and management within city government.
The context for our conversation was a special City Council meeting that was quietly scheduled during the holiday period, later postponed, and followed by the cancellation of the annual City Council goal setting session. Not all council members were informed about the purpose of the special meeting, which reportedly involved a performance evaluation and possible termination of the city manager. For many residents, this raised concerns not only about the decision itself, but about the way the process unfolded.
When I asked Eugene for his initial reaction, he framed the situation in stark terms, emphasizing the disconnect between what residents were told during the recent election and what appeared to be happening afterward.
“All of a sudden, we’re going to get rid of the city manager under very strange circumstances.”
Eugene Greenstein
Eugene noted that during the campaign, residents were not told that the city was being mismanaged or that a major administrative change was imminent. On the contrary, messaging suggested stability and effective operations. That contrast, he argued, undermines confidence when dramatic actions appear without public explanation.
Drawing on his experience managing large organizations, Eugene emphasized that effective leadership depends on trust, relationships, and consistent communication. When those elements are disrupted at the top, uncertainty spreads quickly throughout an organization.
“For to be successful, I had to make sure they could work together. The key was relationships and trust.”
Eugene Greenstein
We discussed how city employees inevitably feel the impact of instability at the council level. Department heads and staff begin to question job security, leadership direction, and long term planning. In Eugene’s view, this is especially troubling in a city that appears to be functioning well by most observable measures.
“We have a very successful city based on everything I know. Why would I want to disturb success?”
Eugene Greenstein
Our conversation also addressed the distinction between political roles and administrative roles in Farmington Hills. Under the city charter, the mayor serves as one vote among seven council members and has no administrative authority. The city manager, by contrast, oversees five major departments and is responsible for day to day operations. Eugene stressed that concerns about management should be raised openly, evaluated objectively, and addressed through established processes.
“These aren’t political issues. They’re management issues.”
Eugene Greenstein
Part 1 of this conversation centers on a fundamental question facing Farmington Hills residents. How should trust be maintained when major decisions are contemplated behind the scenes. As Eugene made clear, confidence in local government depends not only on outcomes, but on honesty, consistency, and respect for the public process.
