"JH: Isabel Yates is well known to Lexingtonians, having served eleven years on city council, one in which she was Vice Mayor. Isabel is very well known for her many years of service in numerous community and nonprofit organizations, including the UK Center on Aging, the Philharmonic Guild and the Philharmonic Society, the Lexington Arts and Cultural Council, McConnell Springs, which she basically founded, and her work art the Arboretum, and so much more.
Tell me, first of all, how you came to Lexington and when was that?
IY: Well, I came in 1963, and we moved here from Louisville. My husband was a lawyer, and he was with Kentucky Central Life Insurance Company and when that company moved to Lexington, we had a choice of staying in Louisville or moving, and we decided to move with the company. And Lexington was not as large then. It was an awful small town.
JH: How big was it?
IY: Well, I don't know exactly. I'd say around 60,000, or maybe a little bit more than that, but certainly a small community. The fact that IBM had just come into this whole area was making a difference, but it had just really begun to be a bigger city and today, of course, it's very different. But I came from South Carolina to Kentucky, and now that I've been in Kentucky so many years, I've decided I'm a real Kentuckian.
JH: This is home, and we're glad you came and that you stayed here. Our talk today is about leadership, Isabel. What comes to mind when you think of leadership and leaders today?
IY: Well, I think that a leader persuades people to do what they really want to do anyway, gives them the opportunity, goes out and pulls them along. We don't push people into roles - we say I'm interested in this project, let's do it together. And I do think that's the best approach, but a leader usually doesn't mind recognizing others, and I think that's very important. I've always felt that way.
Sometimes the leader has bigger ideas, but very often other people who are following him give him good ideas, and he's able to say "Let's carry this out," and give other people responsibilities. I don't know how I've been in the role of leadership, but it's because I've wanted to do things in the community. I've always been a community person, and so I see a need and I say, "Let's get on with it, and please come help me."
JH: Do you think there's a difference in leadership styles with men and women, or a leader is a leader is a leader?
IY: There are some differences, yes. I think men are more apt to delegate. Women pull along and do a lot of the work themselves. I've just seen that happen, and I think it's pretty true. Men are more apt to go ahead and give more people a chance to succeed, and I do think, though, that women recognize that role better than men do. That's just been my experience.
JH: How would you define your own leadership style? It sounds like you get very enthusiastic about a vision, a project, and find people who want to participate.
IY: Well, I do know some of my own strengths, and I enjoy working with people and I love people. It's fascinating, and personalities are fascinating. I've always been, even in my volunteer work, been interested in saying, "Let's get this project done," and I've tried to do that. I wanted to get on the council because I had learned so much about the city of Lexington because I had a tool company. I was a co-owner of a little tool company called Merit Tools, and therefore, I had to go and write the material. At first, I asked the current tool company in Lexington - and there was only one at that time in the '80s - I said, "Would you all like to give me your material, because I want to have a tool company of my own?" Of course, that was a silly question, I guess, but it made me go ahead and write my own material and also go out and research. And I found out so much about the horse farms, so much about our city. So, when we dissolved the tool company and I was not in a position of doing a great deal, Pamela (Miller), who was on the council at that time, came to me and said, "Isabel, the incumbent in your district is not running for office. You've been so interested in the community, I thought maybe you would be interested in running. I was completely flabbergasted. I said, "Well, I never thought about being a politician," but I decided to go for it, because that is one way that I can make some differences in our community. And I already saw how much we could do with the beautification with our streets and so many things that I felt were necessary to get accomplished. I'll have to tell you one funny thing: I called my father, who's a physician in a small town, and I said "Dad, I'm going to be a politician." He said, "Well, I thought you always were." So, maybe he knew me better than I knew myself. Maybe I've always been a little political. I thoroughly enjoyed my role in the public service area.
JH: You know, you always come across as a very authentic, down-to-earth person - approachable, in touch with who you are - and too often I think we see leaders who develop a persona or some way of protecting themselves when they get into that position.
IY: Well, I think I was quite lucky in my public service, because I didn't have a lot of irate citizens calling me. and I think it was because they really trusted me. I have had one or two people say, "Well, I didn't agree with you on that, but I do think that you've done the research and you know what you're doing. I hope you do and I'm going ahead and go along with you." I think you must have trust in a public servant or you're not able to follow that person, and I hope that I earned that trust.
JH: That's a very important quality. Today we have such distrust, I think, in leadership. Why do you think that is?
IY: People are distrustful of particularly public servants, those in local politics and in the state and in national. I think it is a shame. I really think we need to do more in educating our kids in the 8th, 9th, 10th grades to the importance of serving the public, and I do think we miss something along the way because a public servant does have a responsibility. He can be honest and serve the public with integrity, and we have to get that across. Somehow some of our politicians have not come up par of course, and maybe that has given people the perception that they're not as loyal to the community and they sometimes fail in their duties.
JH: Today's world is much more complex than 30 or 40 years ago when you came to Kentucky for sure, and choices aren't always clear and the truth isn't always evident. How do leaders know what to do in those kinds of situations? Where do they go for counsel?
IY: Well, let me start by saying this: There's a saying, which I think is a wise one - no matter how thin the pancake, there are always two sides. I learned this first hand when I was serving on the council, because there are always two sides. The only way to make an informed judgment is to look at both sides, look at the arguments, read and research, and then act in the best interest of the whole community, so that's what I try to do.
I remember Terry McBrayer gave me a little advice when I first got on the council. I said "What would you tell me you know, now that you've been in politics?" He said, "My first comment is don't rush to judgment," and that was a good one. I remember when I was promoting to enhance 911 because I thought it was so important and as a physician's daughter, I know how important it is to get to people in an emergency situation immediately. I said "I think everyone would want that," but there (were) people that did not want that. (They) thought it was an invasion of privacy and gave me other reasons. I remember I went to visit 15 neighborhood associations to tell them about this, and I think that is very important; you need to educate the public as to what roll you're taking and to what project you're involved in, so that they can understand it. The public doesn't always read everything in the paper; the public doesn't always hear the radio or the television, so they really don't know the consequences of one action and the ramifications of the other side. It's very important to educate and keep people informed of what you're doing and why.
JH: You mentioned Terry McBrayer. Are there others in this community or beyond who have been particularly inspirational or helpful to you as you've been in public life?
IY: Well, I think Pam Miller has been a help to me, and that comes immediately to my mind because she had been in the council in various positions for quite a number of years before I even joined the council. I respected her opinion and when I did become Vice Mayor under her role as Mayor, we decided early on to meet every week. We met on Fridays, so that I wouldn't surprise her with things that the council was considering and she wouldn't surprise me with any kind of legislation that she wanted passed, so we really worked together and I did feel she was good. I didn't always agree with Pam. She didn't always agree with me, but we were able to work things out very well.
JH: I know you've also taken a role in mentoring other people. I've seen you do it. I remember when Jennifer Mossotti was first elected, you took her around and introduced her to people. Is that important in leadership development?
IY: Oh yes, I think so, and I also helped Linda Gorton when she got on the council. And that sounds like I just helped he women. That's not true, because there were several others. Scott Crosby and I disagreed on several things, but he said, "Well, Isabel, I have to say one thing for you: you don't change your mind." I said, "That's right," so we did work together as well.
JH: Now, how do you work with people you strongly disagree with? You know, today we have such polarity; we barely have civil discussions about issues.
IY: I guess I was brought up to be diplomatic, to always be courteous, and I have tried to do that.
JH: You listen.
IY: Yes, I have tried to listen, and I've had to say, "Well, I think this, but I understand why you've come to your conclusion." Even Teresa's called me the diplomatic one. I don't know if I really deserve that, but I am usually able to work with people and look at both sides, and she said, "Well, you can say no and everybody still likes you, and that's hard to do."
JH: While we're talking about local leadership, there really are several challenges facing Lexington and city government. Are there any special issues that concern you?
IY: Well, I think, as you probably know and most people know, that the water issue has divided our community quite a bit, and I think that's a big factor in the mayoral race, which will be held in November. So, I think that's a big issue, and also I think one of the big roles that the new mayor will have to assume is the role of leadership for the 2010 Equestrian Games. What a challenge and what a responsibility, and I'm really interested in seeing how the new mayor will handle not only the publicity but getting the city ready for 300,000 people, or maybe a lot more, to come in. I want us to have hospitality booths and places for people to get information, and I would love for us to have trolleys going around our city, and there are just so many things we need to get ready and we need to start now.
JH: That role is really not just a managerial role the way many mayoral positions are, managing day-to-day the streets, the sewage, whatever. That's really stepping out into the global sphere and being a leader.
IY: And being a leader and representing our city in the best possible way. We are going to be on the television. Lexington, Kentucky, is going to be known throughout the world, and we want to put our best foot forward. And I certainly hope we assume the leadership in just the right manner and are able to entertain and able to give presence to all those who come to visit us. We are the Horse Capital of the World; we've got a lot there. I hope we have a lot of public art on our streets, and I hope we are able to show the world what a special place Lexington is.
JH: There's some talk recently of making Main Street open to two-way traffic again. What are your thoughts about that?
IY: Well, it came up quite a bit while I was still on the council, and the expense is enormous, so at the time it just seemed not feasible at all. (We) were told to discard it. Now, before these 2010 Games, there's an idea that has come about again, because perhaps that would be a way to show off our city better and make the traffic easier. There's lots of things that they look at and I think it's the question of economics. And in my mind, I don't believe that's going to occur in the next three or four years.
JH: If I could come back to the water company issue. Do you have a position you would like to share about that?
IY: Well, I don't mind sharing it at all. I have taken the position of wanting to purchase the water company, using the power of eminent domain, because I think it will be the best acquisition for the whole community. I don't mean just Lexington, but the surrounding communities as well, and I do think if we miss this opportunity, in ten years we will be very, very sorry we have not been able to do that. Water is such a precious commodity, not just in the United States but also all over the world and is becoming more so.
JH: So it's owning what will be a scarce resource.
IY: Right, and I think the problem has been the word "condemnation," and of course it has negative connotations and people have really understood what the power of eminent domain is. Then the other mistake I think that people make is that they think the government, the mayor and the council members, will be running the water company, which is, of course, not the case at all, and so that's something that I think we need to educate the public about.
JH: Do you think it's possible, Isabel, to both preserve the beauty of the Bluegrass and still make room for development? That's also a very critical issue for us, isn't it?
IY: It's always been a critical issue, and always will be because we are known for our landscape, our agricultural landscape, which is nationally known and is known to be in jeopardy to some extent. And of course, it is. We have to continue to be very, very careful to preserve that entity because that makes us unique in the world, and certainly I don't think the city can just stop growing at all. It has to grow, but let's try to grow, and this has been used before, but grow up and not out, because our outer regions are very special. The great thing about Lexington is that you can get in your car almost anywhere and in fifteen minutes you can be outside the city and you can be in this lovely, rural landscape. It's just a wonderful ambience that we have, and it's very special. Yes, you have to manage growth and preservation at the same time and it can be done and regional planning helps a great deal in that respect. And we have done a great deal with regional planning, but not enough. It's very hard to do because everyone guards his own turf, and they're a little afraid that - well, big Fayette County wants to do this and we're not large enough and we don't want any encroachment on us. We try not to give that impression, but Fayette County is the largest of the counties surrounding us, so it has and it should play a big leadership role, and I am in favor of that and in any way that we can do that. We need to pull all of our sister cities and sister counties with us.
JH: I'm going to switch the subject a little here, because you have certainly made no secret of your age.
I heard you once quote Thomas Clark as saying, "The first eighty years are the hardest." How do you keep such a youthful spirit and outlook, Isabel?
IY: Well, I just see the glass half full. I always have, and why not? The negative doesn't help you or help anyone else, so it's just been my way of saying life is good, let's make the best of it. And we're only here once, so let's do what all we can, and I'm just corny enough to think that each person should try to use his own talent and do the best he can for the community.
JH: How do you think leaders today can renew themselves with so many demands? What can leaders do to renew themselves so that they're back in touch with those that are following them and inspiring young people and so forth?
IY: Well, that's a hard question. I feel that leaders have to - maybe it's a good thing to say don't sweat the small stuff. Let's look at what's big and what's wonderful and build on our strengths. Build on the strengths always. Don't dwell on the weaknesses. Go ahead with what's good and make it better.
JH: Take a chance.
IY: And you have to risk a little. And change is constant and everyone resists change. If I (learned) anything, I learned that on the council, because no one wants to change his neighborhood. You know, a developer wants to build a house in the woods; a preservationist already has a house in the woods. So, you see both sides there.
JH: Is there anything you still want to do, Isabel, in this town and accomplish? What kinds of things are you working on now?
IY: Oh yeah. Maybe you don't know this, but I'm chairman of Picnic with the Pops. I took this position three or four years ago, and we've just sort of gone along in the same vein and we've always wanted to use the money that we have, and we have some really good assets. We would like to build a permanent amphitheater at the Horse Park. Well, the 2010 Games are coming, and our push now is to get some more sponsorships and also go to the state to get a first-rate facility built at the Kentucky Horse Park. It can be used by the people at the Equestrian Games as a place for awards ceremonies or entertainment of all kinds, and it could be a very great asset to our city and our community and the surrounding communities. So that's one thing I'm working on right now, and we're making some progress. We had hoped that we would have some matching money. If the state will match us, we'll get this done, and I'm very interested in that. There are several other things that I work on, and you know, you're not successful with everything. I would love to have a carousel downtown. We are the Horse Capital of the World, and I would love to have a horse carousel with the horses named after our famous horses. I think it would be a great attraction, and it would be something for kids and parents to enjoy in the downtown area. That hasn't come about yet but it's still a dream up there.
JH: What have been the toughest challenges you have faced as a public leader?
IY: One that comes to mind when I was serving on the council, and it was the first year I served as Vice Mayor. I led the fight to go ahead and enact a fairness ordinance, because I do believe that every person, every human being should be treated equally under the law, and it seemed to me that I should move in that direction. I did receive quite a number of letters and phone calls on the other side of that situation, but I felt it was right. And I remember the critics said, "Oh well, we'll have lawsuits." And we have not had one single lawsuit. And I do feel that's important, and I think that's made us a more inclusive community.
JH: Well Isabel, you've contributed so much to this community and to Kentucky. I know you're an inspiration for a lot of people. It's been a real privilege talking with you today, and thank you for your time and your legacy.
IY: Well, thank you, Janet, and I thank you for what you have contributed to this community as well. It's been my pleasure, and I'm sure it's been yours.
JH: Thank you so much. I look forward to seeing your future accomplishments as well.
IY: Thank you.
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