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• 1 2021-02-01T13:46:12-06:00 Governing the City 60 plain 2021-05-18T15:55:02-05:00

  He saw government and public service as the way to accomplish something. It wasn’t a means to make wealth as the private sector is. It was the means to do something for somebody else. Sure, there’s an ego in it. Yes, there is success. You move up. You’re a county clerk, then you become the mayor. That’s fine. But he taught us by both example and in word that you can do things in government that you can’t do in the private sector, and people in the private sector don’t do. They don’t look out for the little guy. They don’t look out for the greater good.
  
  William Daley, son of Richard J. Daley, interview excerpt, December 5, 2008

  
  

  I think he brought, Mayor Daley, the original Mayor Daley, brought to the city a sense of pride and leadership when it came to the infrastructure and building the city, and the vision of the city that we’re still profiting from. This is a great American city. I happen to think it’s the greatest, and not just because I represent it. But managing to balance all of the different elements within the city—ethnic elements, religious elements and the like—I thought that really took a special skill.
  
  Richard J. Durbin, United States Senator, interview excerpt, September 8, 2014

  Andrew Young, a civil rights leader and former mayor of Atlanta, discusses what he calls Mayor Richard J. Daley's "political courage":
  Richard J. Daley's official photographer, Laszlo Kondor, explains in this audio clip that Daley sometimes varied his word choices depending on the audience:
  In this audio clip, Ken Sain, former Deputy Mayor and Chief Administrative Officer of Chicago, recalls the mayor's willingness to listen to and help those who came to his office:
  
  According to some interviewees, Daley worked more closely with city council than his predecessors had:

  The city council in Chicago was always a “strong city council, weak mayor.” It was not that Ed Kelly [Chicago mayor, 1933-1947] or Martin Kennelly [Chicago mayor, 1947-1955] were weak. But the city council had its say. And you didn’t get much done unless the city council said it should be done. [Daley] changed all of that by saying, “I say that it should be done. And this is what’s going to happen.”
  
  Richard Elrod, Chief Prosecutor for City of Chicago, interview excerpt, April 10, 2009

  In this audio clip, Alderman Ed Burke discusses Mayor Daley’s “strong presence” on the city council:
  Mayor Richard J. Daley calls for a vote in city council:
  
  
   
• 1 2021-02-01T13:46:38-06:00 Working for the Mayor 33 plain 2021-05-18T15:56:31-05:00

  You had a direct relationship. There was no in-between. Several of the subsequent mayors have had layers of administration. With Daley, it was direct, one on one.
  
  Jerome Butler, City Architect, interview excerpt, July 8, 2002

  
  

  I just think that Daley went in and, to many people’s surprise, he appointed young, professorial type people to key positions. And he relied on them….They weren’t all, ‘Yes men.’ They were people who were unique in their fields and in their professions.
  
  Richard Elrod, Chief Prosecutor for City of Chicago, interview excerpt, April 10, 2009

   

  That’s not a field you’re going into to get rich. He was able to convince some people, who obviously became financially more successful in many cases, to make some sacrifices and work for this cause….There was this unique, charismatic leadership about him that just drew people to him and made them want to win with him.
  
  Peter Thompson, grandson of Richard J. Daley, June 11, 2002

  He always called me Joe when he was happy with me. He normally called me Commissioner, and if he was really mad at me he’d call me Mr. Fitzgerald.
  
  Joseph Fitzgerald, Chicago Building Commissioner, interview excerpt, July 24, 2014

   

  Daley wanted to make every decision, from who put the light on and who flushed the toilet. He wanted to make every decision. But the nice thing about Daley was that he had a cadre of people around him and he would take advice.
  
  Dan Rostenkowski, Congressman, interview excerpt, July 1, 2004

   

  Critics mock the mispronunciation or tangled syntax of the mayor’s public speaking, but none of that criticism is from anyone who ever participated in a one-on-one or a small group meeting with him. Up close and personal he was a powerhouse.
  
  Richard L. Curry, Corporation Counsel City of Chicago 1970-1974, excerpt from written statement, November 10, 2014

   

  So he’d keep pounding away at whatever the problems were and trying to bring in new ideas. He was susceptible to new ideas, if they were good ideas, no matter who gave them to him, even if it was the guy who was the starter to the elevators down on the main floor of the hall, or one of his cabinet people, or if it was a social acquaintance of his. He really was open. He also had a kind of common touch.
  
  Ray Simon, Corporation Counsel City of Chicago 1965-1969, interview excerpt, June 30, 2010

  Mary Junquera was his secretary for many years. She said that every single night when he left the office, he came to her desk and thanked her for her work that day. He said, “With the help of God, I’ll see you tomorrow.”
  
  Patricia Daley-Martino, daughter of Richard J. Daley, interview excerpt, June 12, 2002

  Daley's official photographer remembers in this audio clip the time he took what came to be the mayor's iconic official photograph.