If Birmingham is in the midst of a renaissance, then Mayor-Elect Randall Woodfin is the poster child for the movement. Quick to smile and just as quick to open his arms wide to hug even a perfect stranger, this Magic City native's openness and warmth is surely a sign of a good things to come.

At 36, Woodfin will be the youngest mayor of Birmingham in nearly 125 years.

His philosophy resonated with voters who sent him to victory with a resounding 58 percent of the vote in October's run-off with two-term mayor William Bell. That philosophy? It's simple: communication, transparency, inclusivity, and a burning desire to make life better for the citizens of Birmingham.

"Birmingham represents not just Civil Rights; when you look at how it looks in 2017, it's really about social justice," Woodfin says. "Social justice is making sure everybody has a seat at the table. City Hall is not my City Hall; it's for the people. It needs to be a beacon where we champion not just social justice, but where we're open to anybody and everybody."

It will take extreme communication--something the incoming mayor is skilled at--and a healthy dose of empathy.

"Empathy has been missing at City Hall," he says. "If you want better services, you want a leader that understands and has empathy. You've got to take care of your employees."

Woodfin's need to serve others began early, and it began at home. As the middle child of four in a home that housed four generations, Woodfin always considered himself the connector.

Lessons in patience and taking care of people were instilled in him from an early age, and they extended to his first job at age 15--at a grocery store--and further to his time at Morehouse College where their "varsity sport is leadership and

community service."

"Coming home and being involved in city government was a no-brainer because it's all about how to make your home better, how to make your community better," he says.

He decided early on that making Birmingham better was the right path for his life.

"I think you have to be intentional about what you want to do," he says. "I think I've been intentional about it for quite some time. My first job out of college was with the president of the city council. For me, I've been in and around City Hall intentionally for the last 14 years."

Expect that demonstration of intentionality to present itself many times during the next four years, starting with how Woodfin treats employees and citizens alike.

"Being in a leadership position allows you to empower people," he says. "What I'm trying to do is cast a vision big enough for everyone to be a part of it...it all boils down to how we're helping people and are we intentional enough about improving people's quality of life."

The first 100 days of his term will be critical for the health of the administration. But Woodfin is not at all daunted by the task. He is prepping for a performance audit that will give him a clear picture of where the city stands, so he'll be able to take it in the direction he wants.

Woodfin often does interviews while getting his hair cut at Trim Salon & Grooming Lounge. He likes the idea of "being freestyle" and says he feels comfortable in that environment. Photo by Kelsey Justice.

"We talk about right-sizing City Hall and that requires looking at a couple of things," he says. "We need to do a personnel assessment and a financial assessment in each department to make sure we're doing what we should be doing on behalf of the citizens. And we have to become more customer service-friendly in how we engage the public while we're also making sure services are delivered in the way they're supposed to be."

It's a process he believes will require a much-needed cultural shift.

"The culture that exists is not one of a sense of urgency," he says. "Morale is too low. But that's a great opportunity to do two things: start a culture shift and improve morale. If we don't commit to changing the culture, we won't be able to provide the services that we need. People who are unhappy and don't want to come to work are not going to be at their best as it relates to performance and what their individual capacity or job is."

Part of the necessary shift will be to make sure city employees know they are appreciated and essential to the health of the city.

"Whether you're a bus driver, you ride on the back of a dump truck, you cut the grass--you are valued," he says. "You should be appreciated. The city can't function without them, and I know that."

Woodfin also believes in the value of talent acquisition.

"There is no way in the world that City Hall functions and governs in the most efficient and effective way if I'm the smartest person in the room," he says. "So, I refuse to be the smartest person in the room. I want quality people around me. I want the best team our municipal government in Birmingham's ever seen, that the state's ever seen."

As the day of his swearing-in gets closer, Woodfin is prepared to spur on the momentum started by his historic win.

"I think you keep the momentum going by addressing these issues people have been telling us about for the last year," he says. "You really do have to pave streets. You really do have to address crime in a different way. You really do have to invest in our young people in a different way. You really do have to have better employment opportunities for people to live here. You keep the momentum going by finding ways to win, and those wins are rooted in solutions to all these issues people have been talking about."

And, as seems to be his nature, he has his feet planted firmly on the ground.

"I don't see myself as an island," Woodfin says. "The vehicle is so large, I'm just in the driver's seat but everybody's along for the ride. That's exciting."

--By Jessica Sawyer | Photos by Kelsey Justice

This story appears in Birmingham magazine's December 2017 issue. Subscribe today!