Bragança’s heritage is natural, its science is cutting-edge and its tourism
is of great value. Managing all this is Hernâni Dias, who has been in office
for three terms now. In total, there are 43 parishes, an area of 1173.6 square
kilometres and 122,804 inhabitants. His management is demarcated by the
district’s borders, sowing the seeds that he hopes will later be reaped by the
country. The Mayor of Bragança Municipality puts on his wellies when necessary.
He puts on his lab coat when necessary. He wears the tradition and history he
proudly carries wherever he goes. Between reason and emotion, Hernâni opts for
both, emphasising the human character he never lacks when making decisions.
Here, now, a man of causes, the driving force behind his home region and his
passion.
You have taken on the leadership of the Bragança municipality and, at the
same time, you hold the position of President of the municipality’s Living
Science Centre. From a manager’s perspective, how do you manage the two
organisations?
Although they are different realities and completely different entities, the principles that, from the manager’s perspective, guide the leadership of these institutions are very much the same, as these are the principles that should always be at the basis of any manager’s conduct, with the main emphasis on the issue of managing public funds. The administration is done peacefully, not least because I have excellent employees in both organisations.
How would you describe your experience, stretching over three terms now, as the current Mayor of Bragança?
First of all, I have to say that from the outset I have regarded the mission of being mayor with great responsibility, because it is a mission to represent our fellow citizens, who place that trust in us (as a team), both in terms of representation and in terms of managing public assets, which belong to everyone. It’s also a very rewarding experience in terms of constant learning, both from a management point of view and from a personal point of view, which requires constant and demanding adaptation, leading to the search for a balance between decisiveness and rigour, but also understanding, active listening and the necessary affection. And finally, it’s a very satisfying experience. Almost at the end of my third term, looking back and thinking about the strategic vision we had devised for an entire community, then having implemented it, seeing the results and realising that we have contributed to improving the well-being, comfort and living conditions of the population, inevitably brings a feeling of great satisfaction, and of a duty humbly fulfilled.
How do you manage such different fields as culture, the economy and politics, without neglecting any aspect?
The mayor takes on a leadership and coordinating role at the top of the pyramid. But behind this coordination there is a lot of teamwork. Starting with the councillors, who are fundamental in making decisions and setting priorities in the areas delegated to them. And also, the middle managers, through the execution of measures and the implementation of the strategy defined by the council for the areas they are in charge of. The perfect coordination of these three levels of management is fundamental to the success of an organisation of the size and level of complexity of a municipality such as Bragança.
You also hold positions in foundations, associations, cooperation entities... How do you manage your time?
It’s a fact that time management is always a major challenge and that’s why you need the tool of knowing how to say no. Knowing how to say no in management, in a measured and assertive way, is a virtue and is essential for the organisation’s success. It’s important to maintain a balance between being close to the people and knowing how to say no when you have to.
«Knowing how to say no (...) is a virtue»
Although they are different realities and completely different entities, the principles that, from the manager’s perspective, guide the leadership of these institutions are very much the same, as these are the principles that should always be at the basis of any manager’s conduct, with the main emphasis on the issue of managing public funds. The administration is done peacefully, not least because I have excellent employees in both organisations.
How would you describe your experience, stretching over three terms now, as the current Mayor of Bragança?
First of all, I have to say that from the outset I have regarded the mission of being mayor with great responsibility, because it is a mission to represent our fellow citizens, who place that trust in us (as a team), both in terms of representation and in terms of managing public assets, which belong to everyone. It’s also a very rewarding experience in terms of constant learning, both from a management point of view and from a personal point of view, which requires constant and demanding adaptation, leading to the search for a balance between decisiveness and rigour, but also understanding, active listening and the necessary affection. And finally, it’s a very satisfying experience. Almost at the end of my third term, looking back and thinking about the strategic vision we had devised for an entire community, then having implemented it, seeing the results and realising that we have contributed to improving the well-being, comfort and living conditions of the population, inevitably brings a feeling of great satisfaction, and of a duty humbly fulfilled.
How do you manage such different fields as culture, the economy and politics, without neglecting any aspect?
The mayor takes on a leadership and coordinating role at the top of the pyramid. But behind this coordination there is a lot of teamwork. Starting with the councillors, who are fundamental in making decisions and setting priorities in the areas delegated to them. And also, the middle managers, through the execution of measures and the implementation of the strategy defined by the council for the areas they are in charge of. The perfect coordination of these three levels of management is fundamental to the success of an organisation of the size and level of complexity of a municipality such as Bragança.
You also hold positions in foundations, associations, cooperation entities... How do you manage your time?
It’s a fact that time management is always a major challenge and that’s why you need the tool of knowing how to say no. Knowing how to say no in management, in a measured and assertive way, is a virtue and is essential for the organisation’s success. It’s important to maintain a balance between being close to the people and knowing how to say no when you have to.
«Knowing how to say no (...) is a virtue»
