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Author and Novelist Glynn Young

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Revisiting Longfellow with a Memory from Zimbabwe

July 29, 2026 By Glynn Young Leave a Comment

I employed the poetry of Henry Wadsworth Longfellow (1807-1882) as a kind of refrain in my novel Brookhaven. A main character is well known in his family for his lifelong love of Longfellow’s poetry and his ability to recite it from memory. 

What I didn’t realize or remember was just how long I’d been reading Longfellow’s poetry myself. That is, until a recent comment on a post at Tweetspeak Poetry popped up.

A first edition of Hiawatha

The comment first arrived as an email. It’s a standard notification that Tweetspeak writers get when someone comments on a post they’ve written. I read it and looked at the date of the post – Oct. 3, 2017, almost nine years ago. Had I actually resumed reading Longfellow that long ago?

The post in question was about Longfellow’s poem The Song of Hiawatha. And the reason I’d read and written about it was an interview with two poets, one of whom had made a comment about the poem, calling it “racially insensitive.”

I decided to read the poem myself. And I learned that the poet who’d made the remark probably hadn’t read the poem, or much of it. It is not racially insensitive. In fact, the epic poem was one of the first, if not the first, to feature a Native American as the hero. In 1855, no one, and I mean no one, considered Native Americans as heroes, in literature or anywhere else. Longfellow was even criticized for doing this by literary critics.

The comment, arriving nine years after the post was published, took me in another direction. A woman briefly described reading the poem with her class in the first year of high school. And she lived in Zimbabwe. It is the first year of high school; the class was twelve- and thirteen-year-olds. She wrote that she never forgot the story that the poem told. And the post made her realize that she needed to read it aloud to her own grandchildren. 

Longfellow about 1855

And I wondered, how many American schoolchildren ever study the poem anymore, or even read it? I can remember it from my eighth grade reading class; that year, for whatever reason, reading and English grammar were two separate subjects and classes. 

I distinctly remember reading Evangeline, another spic poem by Longfellow about the expulsion of the Acadians from what is now Nova Scotia. Evangeline is part of the folklore of the region where I grew up – southern Louisiana. And it, too, did something in an American poem that hadn’t been done before – it featured a Catholic as the heroine.

And, of course, we read and memorized Longfellow’s The Midnight Ride of Paul Revere, published as one of the poems in Tales of the Wayside Inn in 1863. Not entirely accurate historically, that single poem may have shaped our understanding of the American Revolution more than any other literary endeavor. 

Critics at the time might have complained, but the American public loved Longfellow’s poems, making him one of the longest best-selling authors of the 19th century. A personal favorite is The Courtship of Miles Standish, the epic poem about the Pilgrims arrival in America that Longfellow turned into a love story. For me, that long poem is a personal favorite, because my great-grandmother, Octavia Montgomery Young, and the inspiration for the character of Olivia Montgomery in Brookhaven, is a descendant of John Alden and Priscilla Mullins. They were both real people, and both on the Mayflower, and Longfellow made their love story the crux of the great poem.

So, for both Evangeline and The Courtship of Miles Standish, I take my Longfellow rather personally. And the memory of a woman about a high school class in Zimbabwe brings it all back.

Related:

The audiobook version of The Song of Hiawatha, all free on YouTube (almost four hours of listening).

The full text of The Song of Hiawatha.

The Mythic and Heroic: The Song of Hiawatha by Henry Wadsworth Longfellow (at Tweetspeak Poetry). 

Looking Back at a Crazy Job

July 22, 2026 By Glynn Young 2 Comments

I’ve spent a few weeks reflecting on my incredibly short, and incredibly long, eight months with St. Louis Public Schools. What began with the strangest job interview I ever had, the weirdest first day on the job, and the ongoing chaos of every single day ended with a very quiet farewell. 

In previous jobs in corporate communications, I’d experienced periods of media blitzes and controversies. But I’d never experienced a job in which every day was a media blitz, every day was a controversy, and I had to work and publicly communicate in a highly political environment where it was difficult to know who was telling the truth, whose information was accurate, and who was trying to help or merely trying to gain an edge on an opponent. 

It’s often difficult to believe today, but I quickly learned that the news media were my most accurate sources of information. Several of the reporters had police radios and picked up reports of problems at individual schools, school bus issues, and conflicts within school headquarters itself that sometimes reached police report level.

With a budget that had been slashed from $1 million to $20,000, and that $20,000 already spent, we had to improvise how we communicated. What has been largely on paper before – newsletters, magazines, internal newspapers – became electronic – the web site, email, and message boards. I had to give myself a crash course in communicating online. I became allies with the IT team. I discovered how school parents and protesters (and they often overlapped) communicated. 

I talked and listened to everyone. I answered every media call. I never turned down a request for a statement. I learned how to piece together statements when no one wanted to go on record. I had to learn quickly how to read between the lines. I learned there was one person I could trust completely, a guy on the staff of the management team that had been brought in to try to rectify the precarious situation the school district was in – too many buildings, declining enrollments, too large an administrative overhead, and was not just facing bankruptcy but, unknown to most, was already in it.

Actions like closing schools, laying off staff, and changing the pension program are the stuff of controversy, outrage, and protest. Those had started in June of that year; I arrived in October, following the resignation of the communications director who had lost the entire staff and budget. My one-half of a headcount and I did what we had to do – improvise, think on our feet, make decisions without the benefit or luxury of time to think them through. 

We also had to deflect interference. The mayor’s office called daily, with instructions what we should be doing for the day. Yes, there was no official connection between the mayor and the school district, bit it happened. I’d listen politely and go back to my work. One School Board member would find a new public relations firm each month that had the ideas and plan that would immediately solve all the communication problems of the district. I would dutifully go to hear a presentation, usually, just a consultant spouting platitudes. I’d thank them and go back to work. Almost all of the members of the Board understood communications and weren’t shy about what we needed to do, and I’d listen politely, wondering how soon that member would be leaking the Board’s confidential information.

This was not an environment that inspired trust.

As I started my eighth month, I was hitting full-on physical exhaustion. And right at that point, I received a phone call, from a good friend I knew at my former corporate employer. The business that the company had spun off in 1997 had finally gone into bankruptcy, and under the terms of the spinoff, the environmental liabilities had returned to the former parent to manage until bankruptcy was resolved. 

The relationship between the bankrupt spinoff and the former parent was not optimum. For months, in fact, it was being fought in the news media. I’d see the reports and shake my head, knowing how much the people in the parent company would hate the publicity. Then I’d go back to whatever crisis or chaos the school district had that morning.

Then came the call. The friend from the parent company chatted a bit and then asked a question. “Have you ever thought about coming back?”

My answer was immediate. “No.”

“Would you like to think about it?”

“Doing what, exactly?”

The job involved the parent company and the bankrupt spinoff. Managing media inquiries, developing positions, help manage the environmental issues that had returned with the bankruptcy, and work with my counterparts at the spinoff.

The fact that I had been on television – a lot – didn’t hurt. They’d noticed, and when they tried to figure out what to do, I kept showing up on television. 

I interviewed. I got the job. 

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

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 14th 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. 

Photo by AbsolutVision via Unsplash.

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. 

Photo by Edwin Andrade by a Unsplash.

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.

Related:

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 by Wayee Tan via Unsplash. Used with permission.

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Meet the Man

An award-winning speechwriter and communications professional, Glynn Young is the author of six novels and the non-fiction book Poetry at Work.

 

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