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The Scenes That Stick from a Chaotic Job

July 15, 2026 By Glynn Young Leave a Comment

I worked as director of Communications for St. Louis Public Schools for eight months. It was the position I worked for the least amount of time in my entire career, the most chaotic job I ever held, and the one that likely remains the most vivid in my memory.

Perhaps it was the political battles inside the district, the arrests at school board meetings, the ongoing protests, my boss getting doused with a pitcher of water by a member of the school board, the typical chaotic day of an urban school district. It might have been the constat media exposure, starting my first day (eight separate interviews on a teacher sick-out) and continuing until my last day. I did more media meetings and discussions in those eight months than the rest of my career combined.

A lot of scenes have stuck with me; a few even got worked into my five Dancing Priest novels.

One came very early. I’d quickly gotten to be good friends with one of the three people from the outside management team hired to fix what had become a huge, and bankrupt, mess. This guy was brilliant, the kind of person who gives consultants a good name. One evening, he rode with me to my first School Board meeting (the one with only one arrest). And he said something that floored me. When the 10 candidates for the position were being evaluated, the people doing the evaluations came across my religious affiliation. At the time, I was attending an Evangelical Free Church in St. Louis County. They had looked into the church. We were still in the parking garage when he said it. I looked at him and said, “But that’s illegal. You can’t do that.”

He agreed. It turned out to be important, he said. The evaluators saw it as a positive, because there were so many practicing Christians at headquarters and in the individual school administrations, and they figured I would be better able to work with them.

It rankled, but it turned out to be true. The word was actually spread as a kind of rumor or gossip about the Christian guy in communications. People who might have kept me at arm’s length (“part of that horrible group wrecking everything!”) did give me the benefit of the doubt. People would talk to me when they wouldn’t be as forthcoming with Board members, the management team, or helpful advisors from the Mayor’s office.

Another scene concerned a single school. Someone had organized a site visit by administrators to an elementary school in north St. Louis. It was not an upscale area; in fact, the neighborhood included a considerable number of abandoned buildings.

The entrance was a steel door; entry required approval by video and the familiar buzzer sound of the door being unlocked. A tall fence surrounded the property. The first-floor windows were barred. The second-floor windows were blocked with barbed wire. The building looked like a prison, but it was more of a fortress against break-ins and vandalism.

The annual student turnover was 110 percent. The school served an area dominated by transients and the homeless, who would enroll children for a few months (or even weeks) and then move on. The student body was mixed, with no racial group predominating.

When the visit ended, I left shaken. How do you teach when your classroom was constantly in flux? And yet, for many of these children, this might be the best experience of their young lives, because they at least got to eat lunch.

*Photograph by Chuttersnap via Unsplash.*

A third scene involved another School Board meeting. I had been working at the district since October; this meeting was in March. I remember it because it was still cold. I don’t remember what the controversy of the day was, because there was always a controversy of the day. But for this meeting, it had attracted people who were angry. The members of the Board and ket staff people had been bused in, escorted by police and taken through a back door. The middle school auditorium where it was held could hold 400, and you had to pass through an x-ray check. The room was filled.

I didn’t rate police protection or the bus ride, so I drove and parked at the very back of the school’s parking lot. The lot itself was filled – about 2,000 angry, chanting people. I stopped for a moment, knowing that to reach the entrance, I was going to have to navigate that crowd. And it was almost entirely a Black crowd, and I was going to look more than obvious.

I stood at the back of that chanting, shouting crowd, and I decided to make my way through it. I might have been praying. As I said “Excuse me” and began to make my way through, something unexpected happened. People recognized me (thanks to all those media interviews). The chanting stopped, and the crowd literally parted to let me walk through. People nodded in recognition. No one smiled; there were no warm greetings. But they parted and nodded, a sign of respect.

I still don’t know how that happened. As I walked up the back steps to the door, I turned and looked back. The crowd was still watching. I nodded. The police officer at the door looked at me and simply said, “Wow.”

Wow was right. And I was over-wowed.

Related:

Communicating Through the Chaos.

The Job in Which No Day Was Like Any Other.

The Strangest First Day on the Job I Ever Had.

The Strangest Job Interview I Ever Had.

Top photograph, St. Louis Public Schools headquarters building by St. Louis Public Schools.

Decision on the Stairs: New Short Story at Cultivating

July 14, 2026 By Glynn Young Leave a Comment

The Summer 2026 edition of Cultivating Oaks Press is online today, and the theme is “renewing charity.” My new short story, “Decision on the Stairs,” is fiction, but it’s based on something that happened to my wife and I in London in 2012. We were getting ready for our day when fire alarms went off, and the hotel had to be evacuated. The elevators were not an option; we were on the 14^th floor, and the hotel was nearly full. There was no panic, but there was rising anxiety, and people were rushing to get out.

What happened on the stairs became a short story 14 years later. You can read the story here. You can access the entire issue here.

Photograph by H&CO via Unsplash. Used with permission.

The Viking Christians: The Day Valhalla Died

July 13, 2026 By Glynn Young Leave a Comment

Six years ago, I published the last novel in the Dancing Priest series, Dancing Prince. A good deal of it is set on a fictitious island named Broughby in the Orkneys, off the northern coast of Scotland. One of the characters, Erica Larsson, becomes the romantic interest of Thomas Kent-Hughes, the reclusive son of King Michael who has gone his own way and avoided the royal limelight.

Thomas, or Tommy, leads an archaeological team that discovers what looks like a Viking tomb, except that it is carved with a cross, a very Christian cross. And Erica writes a story, of novella length, entitled “Island,” which imagines how such an anomaly could have happened. Vikings destroyed churches and abbeys; they didn’t get buried as Christians. Or did they?

I read a lot about the Vikings as research for Dancing Prince. If I’d included everything I learned, it would have made another book. But I did write the story that Erica would tell, and the publisher agreed to include it as an addendum with the novel. And I explained the story and how it came to be in a post entitled “The Story of the Novella ‘Island’”. Dancing Price, like it four predecessors, is classified as “alternative contemporary history.” Island is historical fiction, and it was the first time I attempted anything in the genre.

As it turns out, considerable information exists about the Viking Christians, or how the Vikings turned to Christianity. This past weekend, I stumbled across this short video, which describes what happened rather succinctly. It’s a fascinating story.

The Viking Christians: The Day Valhalla Died.

Top illustration: “Ansgar Preaches the Christian Doctrine in Sweden” by Hugo Hamilton (1830).

Communicating Through the Chaos

July 8, 2026 By Glynn Young 1 Comment

If I had any doubts from the job interview, the first day on the job was confirmation. The next few months underscored it. If I could summarize it one word, my job as Director of Communications for St. Louis Public Schools was all about chaos.

Every day was chaotic. Little if anything could be anticipated or planned for. I often looked at the office telephone (and my Blackberry; that was the phone we used) as the enemy. You answered a call, and your day instantly changed.

I learned that I wasn’t the only one dealing with chaos. The man brought in to take over the district’s finances (which were a train wreck; the district was not only technically but actually bankrupt) was a former corporate CFO. He dealt with impossible tasks every day. His wife later told me that she worried most about public meetings – Board of Education meetings, town halls, outreach meetings – because anything could and often did happen. She would look for me making a statement on TV news, and then she knew her husband was okay.

The district had all the problems of an urban school system – money problems, crime, declining educational standards and test scores, dropping enrollments, school consolidations. An outside management firm had been brought in to try to transform the district; school closures, budget reductions (the communications budget was reduced from $1 million to $20,000, and that had been spent by the time I arrived).

*St. Louis Public Schools headquarters.*

The problems had been developing for decades; now they were being addressed, and sometimes eliminated, in weeks and days. The entire system was experiencing an ongoing series of shocks. It made for unhappy people. Lots of unhappy people. Board members fighting change. Th teachers’ union. School principals. Headquarters people. People whose jobs had been eliminated. Parents furious over school closures. Vendors who’d lost lucrative contracts.

Yes, it was chaos. And I had to figure out how to communicate into it. And in spite of it.

I had no budget. No ongoing publications. I knew next to nothing about electronic communications. Fortunately, at that time, there was almost nothing to learn. This was the pre-social media era; no Facebook, LinkedIn, Twitter (or X), TikTok, or anything else. We had a web site that was seriously out-of-date and a television studio (the district had its own channel) that could barely afford to function. What had been a communications staff of 12 was now me and one-half of a headcount shared with another group.

So, we improvised. First was a newsletter.

We started a weekly email newsletter from the superintendent to top HQ staff and school principals. When I first mentioned the idea, it was met with serious opposition from the outside management firm. “It will be leaked to everyone,” people said. And I said, “Exactly.” And to make sure of it, we included this statement at the top: “Private and Confidential. Do Not Distribute.”

Yes, it leaked. To parents, the public, the news media, everyone. It was one of the most unusual ways to communicate I’d ever participated in, but it worked. People were gleeful that it leaked, thinking they had foiled the management team. One rather venomous critic even caught me at a school board meeting, saying triumphantly he received every weekly issue from multiple sources. I expressed shock and indignation. When the reporter for the St. Louis Post-Dispatch figured it out, he simply said. “You knew this would happen, didn’t you?” I was properly aghast at the thought.

Second, I made myself available to the news media. I was never not available. I never handed out prepared statements written by attorneys. I provided background when asked. I answered calls from 7 a.m. and 11:30 p.m. I was interviewed one night in the den of my house. One Saturday, I did an interview at the car dealership where I was getting some maintenance work done.

What helped was that reporters had never experienced that kind of cooperation, and they knew I had what was close to the worst job in the district. They cut me slack. They gave me background information of their own. They knew I would always give a straight answer, and I would talk in English, not jargon.

I also made sure to treat all media the same. It didn’t matter whether it was a small independent radio station with a very limited reach or even Newsweek. It was something I’d learned from corporate communications. You might think the New York Times is more important than anything, but that small trade or neighborhood publication just might turn out to be the most important call you make.

Third, we did outreach meetings. When it was time to present the new budget, we took the proposals out to the public. We let people see what the problems were and make their own suggestions.

When this effort was being planned, it almost strangled at the beginning. At a meeting in the superintendent’s office, with what must have been 50 people, the acting superintendent walked the assembled group of administrators through the plan. One person said, “I am not going into that high school. It is not safe.” Heads nodded in agreement.

You could have heard the proverbial pin drop. I was sitting on the floor, because it was the only place to sit. And I said, “If it’s unsafe for us to go into that high school, then why are we sending children into it every day?” Silence. The objection was dropped.

As an aside, I went into a multitude of schools in the district, many during the day but also at night for outreach meetings. Yes, some schools had security procedures; one elementary school had barbed wire on the windows on both the first and second floors. But not once did I ever feel unsafe or threatened.

And we fought back with facts. One journalism teacher published a long article in the St. Louis Journalism Review, attacking the management firm and the changes that had been made. When I read it, I had to three times to make sure I understood it. In addition to a multitude of factual errors, the article was filled with grammatical errors and misspelled words. The article had never been edited; instead, it was published unedited.

I wrote a response. A list of the errors (it was long). A list of the grammar and spelling mistakes (also long). And then I asked, did any editor at the St. Louis Journalism Review even read it before they published it? My response was published. One notable correction I remember was that the writer had referred to me as a “district flak;” I pointed out that what he meant to say was “district flack.”

I learned letter from a friend who was on the Review’s editorial board that my letter had landed like a nuclear bomb. He told me it was the longest editorial board meeting he ever participated in, and, while the errors were bothersome, what was even more upsetting to some of the board members was that the lack of editing and oversight was publicly embarrassing. (To be fair, the St. Louis Journalism Review was run by former reporters and editors, and while they were usually reliably liberal in their biases, they did try to be factually correct. (And they usually edited their articles.)

The teacher who wrote the original article caught up with me at the next school board meeting. He was not happy. He felt humiliated. He said a response was being prepared. I told him that was fine, but to make sure someone edited it before publication. He was not impressed with my response. And then I said, “You need to understand. I am not your enemy. The management firm is not your enemy. They’re trying to save the district from a financial and structural implosion.” He didn’t believe me.

Not everything that we did worked. If we had known then about the term “derangement syndrome” we all might have understood it better. Some people simply could not acknowledge facts. The one advantage I did have, in a sea of disadvantages, was relative freedom. I could move quickly, respond quickly, and know that my back was covered. I learned to trust implicitly one of the management firm’s people; he had a mind like a steel trap and a command of facts and issues that was rather phenomenal.

But it was still chaos, served daily.

The Strangest First Day on the Job I Ever Had.

The Strangest Job Interview I Ever Had.

Top photograph by Wayee Tan via Unsplash. Used with permission.

The Job in Which No Day Was Like Any Other

July 1, 2026 By Glynn Young Leave a Comment

I worked as director of Communications for St. Louis Public Schools for seven months. I’d gone through the strangest job interview I’d ever had, and I had a first day on the job unlike any other I had had or anyone I knew had had. But I figured that, after that tumultuous first day, things would settle down.

I figured wrong.

Things would never settle down. Every day would be unlike every other day.

One ongoing source of turmoil was the Board of Education itself, the seven people elected by voters to oversee the district’s operations. Four had been elected on a reform slate. Three had not. Most of the turmoil generated by the Board came from those three.

One constantly leaked confidential board information to the St. Louis Post-Dispatch, especially if it might embarrass or “expose” the reform members. One day she went further. She showed up at a middle school with reporters in tow, announcing she was firing the principal. I had to drop what I was doing and rush to the school, deal with the reporters, and explain that Board members could not fire staff members. But she got the coverage she wanted on the 6 p.m. news; she wasn’t happy that I did, too.

Another Board member had been a perennial candidate for every elected office in the city of St. Louis and had managed to get on the school board because of a lack of challengers. He called me one day and asked me to set up a press conference; he was going to demand that the acting superintendent resign. I explained I couldn’t do that.

The third was likely the most intelligent member of the board. It was amazing to watch her focus like a laser on misstatements, inconsistencies, and contradictions form the administration. She also didn’t leak to the media; she said whatever she had to say publicly.

But there was a problem. One day, I was sitting in my office when I heard a splash. I saw the board member, who thought she has disguised herself by wearing a baseball cap, rush from my boss’s office next to mine and carrying an empty water pitcher. She had thrown the water on my boss at her desk.

I called security. They responded immediately. So did the police, because the board member had barricaded herself in her small office. The administrative area was evacuated. It took several hours, but the police eventually prevailed and removed her for charging and booking for assault. Yes, I had to hold an impromptu press conference to explain what had happened. I also had to give a witness statement to police. There had been rumors she had a bomb; she didn’t.

It was the reporter for Channel 5 who explained why the Board member had done it. She’d been inspired by a scene in The Wizard of Oz, and she believed my boss had become a witch. The reporter did not make that up. It was true.

A second source of turmoil was the public anger over the district’s restructuring. Downsizing had occurred across the district, with hundreds of people losing their jobs. The third floor of district headquarters in downtown St. Louis had been full of people six months before. Now it was empty and unused, except for the broadcast studio and the Board’s conference room. A major chunk of the second floor, the area adjacent to where I worked, was also empty.

Several schools had been closed, angering parents and teachers like. School bus routes had been consolidated and removed from influence by the Board and top district officers. Food service contracts had been consolidated and removed from political oversight. The nepotism rule was being enforced. Full-time activists were drawn to the turmoil.

All of it would coalesce around Board meetings. Thy were held at a middle school near downtown, because it had been built with the largest auditorium. Every Board meeting saw a filled room – 450 people who were not shy about screaming. Another 500, often more, would be outside in the parking lot.

I had attended school board meetings in my own suburban school district. Feelings might run high at times, but meetings usually stayed calm.

Not with St. Louis Public Schools

I sat next to my boss at the first meeting I attended in October. The room was packed. The crowd had to be continuously warned to calm down or be expelled. Board members yelled at each other, and at members of the crowd. People were often shouted down. It was a circus of noise. One activist charged the stage where the Board was sitting, and was wrestled to the ground by the police, handcuffed, and arrested, literally two feet from where I was sitting.

When the meeting ended, my boss smiled. “You must be a good luck charm. This was a good meeting.”

Shocked, I stared at her. “This was a good meeting?”

She nodded, smiling again. “We only had one arrest.”

The third source of turmoil was the normal workings of an urban school district. All the reporters covering the district had police radios. There would be reports of weapons on campus, gang fights, campus intruders, school bus incidents, and other problems.

Once, I was at a meeting hosted by the school district and held at the high school that specialized in information technology. Hundreds of people were attending a presentation by the State Board of Education. I received a text message – food poisoning at an elementary school near the city’s old and famous food market. The incident was odd because only one class had been affected, and the children had eaten different things in the cafeteria. But the teacher had also been affected, and that moved the situation from possible hysteria to serious issue. The food service vendor was sending people to collect samples and provide a statement to the media.

The vendor’s representatives showed up, collected samples, and promptly slipped out a side door. They would not be providing a statement. Reporters turned to me. I had to invent a response on the spot, explaining what we knew and didn’t know and expressing our surprise that the vendor had not made a statement as promised.

The vendor was not happy with my response. That made us even. I wasn’t happy with their response.

Like I said, no day was like any other day. No such thing as a “typical day” existed. I might try to plan, but I always had to be prepared to junk the plan and go by the seat of my pants. That was the only typical thing about the job.

The Strangest Job Interview I Ever Had.

Top photograph, St. Louis Public Schools headquarters building. All photographs via St. Louis Public Schools.by St. Louis Public Schools.

A Trailer for “Brookhaven”

June 18, 2026 By Glynn Young Leave a Comment

I was at the grocery store, doing the weekly shopping, when my phone buzzed with a notification. TS Poetry Press, the publisher of my historical novel “Brookhaven,” had produced a trailer for the book. And what a trailer! It succinctly summarizes the story line, and it communicates the “feel” I intended for the story. There I was, in the produce aisle, looking over bags of cherries, when I viewed a video summary of my book. I was so moved I should have been by the onions to give myself an excuse.

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