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vant evidence has been presented. No one feels heard, much less that justice has been done, when a matter is decided before affected par- ties have a chance to present their story and to persuade you to their point of view. Thus, do not decide the outcome of an agenda item until after you have listened with an open mind to the presentations about that item. Similarly, staff members ought not guess or assume they know some- thing; they need to do thorough research. 2. "I Never Have Enough Information" There is an opposite extreme to rushing to judgment without all rele- vant information before you. It is avoiding making a decision despite a wealth of information in front of you. Perhaps you fear making a decision that will disappoint someone. To be sure, whether you are a Councilmember, a Commission Member, or a staff member, you aren't going to please everyone all the time. (Occasionally, it may seem like you can't please anyone.) In light of these realities, the hope is that we use a good process where everyone gets a fair opportunity to speak, and we achieve a good result in the sense of making a decision that benefits the City based on visible criteria relating to the long-term well-being of Rose- ville's residents. Sometimes, you may genuinely feel you don't have enough informa- tion. If so, describe to your colleagues and staff what information you think is missing. Explain why that missing information could or should influence the outcome of the matter before you. But a supposed lack of information can be a tempting excuse for not making a decision, especially when the decision or issue before you is a tough one. You need to be able to tell the difference between truly 17