If you can’t handle a lease, a budget, a contract, or the truth — you’re not ready to lead a city. Let’s Start With the Basics: What Does a Real Mayor Do?
A real mayor is responsible for:
- Overseeing city finances and taxpayer dollars
- Signing and enforcing contracts
- Making decisions in crises and emergencies
- Following legal procedures and representing the city in court or public hearings
- Serving with integrity, stability, and clarity
The mayor of Cottleville earns $1,000 a month — not a salary, but a public service commitment. Now ask yourself... Let’s Be Honest — Can Stephen Thompson Handle Any of That?
A mayor has to manage money, honor contracts, lead during emergencies, follow procedures, and make decisions under pressure — all while serving the public with transparency and integrity.
So ask yourself:
Can Stephen Thompson handle any of that?
Let’s not speculate.
Let’s look at Stephen Thompson’s own sworn testimony — from a lawsuit he lost.
Under oath, with everything on the line, Thompson showed Cottleville exactly who he is.
Let’s break it down.
A. FINANCIAL MISCONDUCT
“It was a lease deposit… no, a loan… or maybe a down payment.”
— Stephen Thompson, trying to explain the same $11,000 under oath
What a Mayor Must Do:
Manage a multi-million-dollar city budget. Handle tax revenue, public works funding, employee salaries, and grant funds.
What Stephen Did:
• Took $11,000 from a tenant.
• Used it to close on his own house.
• Couldn’t explain what it was for — flip-flopping three different ways.
• Claimed financial hardship as justification for spending it.
Why It’s a Problem:
If he misused $11,000 and lied about it, how can he be trusted with millions? He’s already shown he’ll serve his own interests — not the city’s.
B. LEGAL MISMANAGEMENT
“I didn’t really read the contract. I just trusted them.”
— Thompson, after signing a 5-year lease-purchase agreement
What a Mayor Must Do:
Sign and enforce contracts with developers, vendors, and agencies — contracts that affect infrastructure, jobs, and public safety.
What Stephen Did:
• Held a contract for over a month.
• Signed it without reading it.
• Later claimed the clearly listed purchase price was just a “placeholder.”
• Claimed verbal conversations overrode the signed agreement.
Why It’s a Problem:
You don’t get to play dumb after signing binding legal documents — especially not as a mayor. If he’s this careless with personal deals, what happens when it’s a multimillion dollar city contract?
C. PROCEDURAL VIOLATIONS
“He’s looking at his phone.”
— Opposing counsel, catching Thompson checking his notes while testifying
What a Mayor Must Do:
Respect process. Follow laws. Lead city council meetings, handle records requests, represent the city in legal matters.
What Stephen Did:
• Used his phone on the witness stand — a direct courtroom violation.
• Needed the judge to remind him of basic testimony procedure.
• Provided no documentation for his claims — only shifting verbal stories.
Why It’s a Problem:
Courtroom decorum is Public Office 101. If he can’t follow protocol in court, how can he run a city hall?
D. EMOTIONAL INSTABILITY UNDER PRESSURE
“I was sweating… brain frozen… I couldn’t unlock the door.”
— Thompson, describing being handed a cashier’s check to complete a legal purchase
What a Mayor Must Do:
Stay calm and decisive during emergencies — natural disasters, school threats, infrastructure failures.
What Stephen Did:
• Panicked when a buyer tried to exercise a legal option he agreed to.
• Claimed emotional distress for failing to show up to a closing.
• Said being handed a check left him “locked in” and unable to function.
Why It’s a Problem:
This man froze during a routine real estate closing. Imagine him during an actual emergency. Cottleville doesn’t need a breakdown at the podium.
E. LEADERSHIP FAILURE & BLAME-SHIFTING
“They should’ve known we needed to talk.”
— Thompson, excusing his no-show at the closing date he was legally required to attend
What a Mayor Must Do:
Lead negotiations. Resolve conflicts. Stand accountable to the public and city council.
What Stephen Did:
• Refused to show up to a scheduled closing.
• Gave no written objection.
• Later claimed the plaintiffs were “too aggressive” for following the agreement.
• Never took responsibility for his role in escalating the dispute to a lawsuit.
Why It’s a Problem:
Cottleville needs a mayor who leads — not one who hides, blames others, and ghosts when it gets tough.
F. FINANCIAL DESPERATION + PUBLIC OFFICE = A BAD MIX
“I was money crunched… I needed the funds.”
— Thompson, explaining why he used the plaintiffs’ money to buy his house
Real Talk:
• The mayor of Cottleville is paid $1,000/month.
• Aldermen take home less than $200.
• This is not a high-paying gig.
• It requires people who are financially stable and beyond temptation.
What Stephen’s Testimony Tells Us:
• He couldn’t close on a house without other people’s money.
• He never clarified the deal, never returned the money, and changed his story multiple times.
• He was financially desperate — and made someone else pay the price.
Why It’s a Problem:
Desperate people in power are dangerous.
Thompson has already shown how far he’ll go when the money’s tight. Now imagine what he’ll do with influence, contracts, and developer access.
FINAL VERDICT: COTTLEVILLE DESERVES BETTER
Stephen Thompson:
• Took the money
• Denied the deal
• Panicked under pressure
• Violated court rules
• Blamed others
• Admitted financial strain
• And now wants power
Cottleville doesn’t need drama. It doesn’t need confusion, chaos, or cover-ups.
It needs a mayor who reads contracts, tells the truth, respects the law, and keeps their cool when the pressure hits.
It can not be Stephen Thompson. We will be so screwed!
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