Making a Difference in the U.S.A.

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In the aftermath of Hurricane Katrina, some Covington citizens camp outside to wait for essential social services. (Paul J. Richards/ AFP/Getty Images)

Learning About Leadership on the Job

By Michelle Austein

As mayor of a small city, Candace Watkins has faced some big challenges.

During her time as mayor of Covington, a southeast Louisiana city of about 9,600 people 40 miles from New Orleans, the city weathered hurricane Katrina in August 2005 and saw its city hall set on fire in September 2006.

Above, Candace Watkins. (Sophisticated Woman Magazine) Bottom, da- mage caused by Hurricane Katrina to Watkins’ home. (Courtesy Candace Watkins)

These events, while difficult, provided new opportunities for both Watkins and her city.

Covington was hit by Katrina's winds, which spread half a million cubic yards of debris through the city. Many houses were severely damaged, including the mayor's. Watkins and her family spent 13 months living in a dormitory while their home was repaired.

Rebuilding and cleaning up from the storm damage was "an opportunity to step up and show people what [the city] could do," Watkins says. "It was a group effort; I was just fortunate enough to be in the position of the top person in that group."

Katrina helped Watkins realize how well she can handle a crisis, she said. "People will say they really saw a change in me at that point. … I became a much stronger leader in that environment."

"If you're in leadership … these are not the things you want to happen," Watkins says. "But what an opportunity to show people what you can do. It really gave me the opportunity to rise to the occasion and show what leadership skills I had."

The city hall fire, which made several government and police department offices unusable, became an opportunity for Covington as well. It provided motivation to find a new home for the offices, which had been in a building in need of renovation. Now the city is considering Watkins' proposal to buy a beverage distributor property and turn that into the city government's center.

Watkins has faced challenges from the beginning of her political career. Elected in 2003, she became the city's first female and first Republican leader.

During a recession in the 1980s, both Watkins and her husband — with three children to support — lost their jobs.

Having to start over, she tried many different jobs over the years and ended up taking a position as the city's downtown development director. It was Watkins' first exposure to government operations.

"I love public service," Watkins says. "Every business I was ever involved in had some level of customer service and that's what I really enjoy."

After serving as downtown development director for four years, "I really wanted to go forward, and the only full-time job that would afford me the ability to graduate to the next level was running for mayor. And so I did."

But she almost did not.

In order to run for office, Watkins had to leave her job with the city. She accepted an offer with a local bank, on the condition that she would be able to campaign while working there. But after she started the job, Watkins was told that she could not accept campaign contributions.

Without campaign contributions, Watkins could not afford to run.

"Feeling totally deflated," Watkins says she told her husband she would not be running. He instead encouraged Watkins to quit her job, despite her doubts about whether the family could afford her being out of work.

Watkins' husband told her, "We are in this as a group." Watkins says her family was very supportive while she was unemployed for a year during the campaign.

Watkins' campaign material featured a pamphlet with a picture of her walking with an umbrella that said "Walking for mayor: Rain or shine." It was not just a slogan – Watkins walked door to door talking to residents. Watkins estimates that she knocked on about 2,500 of Covington's 3,500 doors. "And it rained a lot that year," she remembers.

"We made the campaign about the people," she says. "Not so much about me. … we made it about the people and what they wanted."

Watkins won by one of the largest margins in about 60 years. She defeated four men for the job, including the son of a former mayor who had served for 24 years.

Watkins was re-elected in 2007. But because of term limits, she cannot run again for mayor and does not intend to run for another office. "There aren't a lot of other jobs that I want," Watkins says. "I love this job because I'm a caretaker. And I'm a caretaker of a place that I really love."

Watkins wants to continue to be active in her community. She notes that community involvement and volunteering is "like a drug … you get this great rush out of it."

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