“My greatest problem,” according to Ray Anderson, special assistant to Mayor Summey in North Charleston,”is dealing with people who are inflexible – people who resist change.”

Hours after that conversation, I met Christy, a young woman in her late 20s who has lived in San Francisco for the last six years. “I love it,” she said. “I have the perfect job, the perfect apartment, an excellent salary and wonderful bosses, but if I am ever to have a husband, home and children I must leave. It is such a hard thing to do that I have already had the movers come and move my furniture back to Maryland. Now I have to leave. I am subletting an apartment for the next four months.”

Robert Guillaume, Benson to most of us, spoke at the opening session of the American Speech Language and Hearing Association in San Francisco. He was there to discuss his recovery from stroke. He said that the best advice he was given during his recovery process came from a woman he didn’t know. “Forget what you use to do. Forget how you use to move. Forget who you use to be. Deal with life as it is today.”

Like Ray Anderson, Christy and Guillaume, we must all deal with change. Christy was able to choose. Guillaume was not, but both of them had to decide how to handle change.

For thirty four years I was President/CEO of the Charleston Speech and Hearing Center, a wonderful organization. I lived and breathes speech and hearing. It was as much a part of me as life itself, but the clock kept on ticking. It was time for me to retire. How would I adjust? I made a decision that when I left I would be gone. I would be as helpful to the new CEO as possible, but only when asked. Was it hard? Of course, but it was the best course of action for the center, the new CEO and for me.

Jimmy Carter says in his book, The Virtues of Aging, that he was out of work four years before he had anticipated. Not only did he have to adjust to radical change in his life, but he had to do it while suffering the agony of being involuntarily retired by the American public. The story of how he and Rosalyn made those adjustments is sometimes painful to read, but it provides inspiration for us all.

The inspiring story of how FDR adjusted to polio was brought to life for me recently as my daughter and I toured Hyde Park, his family estate. Such courage, determination and sheer willpower seems to be sorely lacking in today’s leaders.

The direction of all life is growth. Growth brings change. Not to change is death. The year 2000 beckons us with open arms. When I ponder all that has occurred in the past one hundred years, I feel as enthusiastic as my three-year-old grandson, Colin. Anything worth going to is worth running to.

STRICTLY SPEAKING

Do you have important information that I need to successfully do my job that you haven’t shared with me? Think about the last national major tragedies – the Elizabeth Smart kidnapping, the Columbia shuttle disaster, the terrorist attacks of 9/11, the Enron scandal, the Oklahoma City bombing, Columbine High School, the Challenger accident. In every case there was information available that could have altered the outcome.

Why did the information not reach its intended or appropriate recipient?

Often the holder did not realize the importance of the information and failed to pass it along. In some cases, the information was put into a report which was never read. Agencies did not share information. In other cases, information was shared but too late to be useful. In some cases, information was not shared because of potential hostile reactions by higher ups.

How serious is this problem? Look at the results in the cases above. How widespread is the problem? Why are there not more whistle blowers? Consider what happens to them. In most cases, they become the victims. Is this just a problem on the national level? Lt. David G. Saben of the North Charleston Police Department said, “The failure to share information is the most serious problem in law enforcement.” Workers sit on information because they know supervisors will vent their displeasure on the messenger. Coaches withhold information for fear of sanctions. Husbands and wives avoid sharing information that could harm the relationship or give the other partner an advantage in case of the break-up of the marriage. Children withhold information for fear of punishment. Politicians withhold information because of possible negative reactions from the electorate.

How often have you had to ask for information that should have already been readily available to you? The last church board meeting I attended should have lasted an hour less than it did. Many questions were asked about information that should have been made available without questioning but wasn’t. No questions were asked about the information that was made available.

Why is this such a difficult problem? It is complicated by the fact that not all information should be shared or shared with a large number of people. Some information should be guarded. There is much that we have no need of knowing. Learning to discern the difference is often a difficult and painful process. This truth only emphasizes the importance of individual responsibility when it comes to information sharing. I only have control over my behavior. I can’t control what you do, but all behavior has consequences.

When I am in possession of information that should be shared, I must share it with the proper person, however, my responsibility does not end there. I must be certain that the information is received accurately. I may not have the authority to make certain that the information is acted upon appropriately, but I can inquire as to its disposition.

Only when each of us take responsibility for our role in the information chain will we be able to prevent such dire consequences as occurred in the Columbia accident or foster such achievements as occurred in the Smart case when Brian Mitchell’s family realized that it had valuable information and contacted the proper authorities.

The reality is that there is no security in the work place. Even the traditional safe havens such as education and government have vanished. What can you do to gain control over your own destiny? First, realize that there is no security outside yourself. You must take stock of yourself. What are your skills? How marketable are they? Have you kept pace with today’s demands? Second, make yourself the expert in your best area in your workplace. Be the “go-to” person for advice on certain procedures or operations. Read, take short courses, practice, volunteer, but do whatever it takes to become recognized as the authority.

I witnessed this in operation as a small boy in a small town. This was before words such as segregation or integration entered our vocabulary. There was a shoeshine shop at the edge of the business district that on Fridays and Saturdays was the busiest place in town. It was presided over by a large black man named Roosevelt. Roosevelt could make a shoeshine cloth sing. Although there were several other employees, Roosevelt stole the show. When Roosevelt shined your shoes, they looked great and you left feeling good. The wealthiest, most influential men in town wanted their shoes shined by him. Even in those days, he was treated with respect. Third, polish your communication skills, especially your listening skills. Learning to listen is the most important skill you can develop because customers, supervisors and potential employers will tell you what they want or need, and you must be receptive. Fourth, stay alert to the opportunities that are around you. I am appalled at the number of people who don’t listen to the news or keep abreast of their own profession. Such behaviors constitute professional suicide.

Fifth, be action oriented. You be the one who decides when it’s time to move on. If you have kept yourself marketable, you will be ready even in difficult times.