Well, there's always the reluctance to change. The bureaucracy
doesn't want to change. They are, they don't like
to take risks, and frankly the system is adverse to risk taking. State
employees, rank and file state employees, just don't want to
do it, don't want to be cooperative. You're
dangerous to them and taking the risk of changing. Used to be it was
hard to do it because you didn't have succession. They
thought they'd just wait you out. It's hard work.
You have to work at it day and night. Just the personal energy and
effort that you have to make is an obstacle in some cases. A lot of
people and of course it's awfully easy to lose sight of what
you were elected to do, lose focus because new things come up, and you
have to deal with new things. Gosh you've got some cartoons
up here about the flood. Nobody ever knew that was coming along. But you
have to deal with it and we did. I think I'd add one more. I
believe in an earlier conversation we touched on this, it's
awfully easy for members of your own team, members of your own cabinet,
members of your own administration to begin to think that
they'll substitute their agenda for yours. I had some people
who did some of that, not a great deal. There's always that
tendency there. I'm an expert in this area; I spent my life
in it; I know more about it than the governor does. He may have been
elected by so and so but I'm in here now, and I'm
going to push so and so. You have to deal with that delicately. These
are good people. Many times they are true experts outstanding leaders
Page 25 in their own right. You respect that, and you
appreciate those strengths, but they have to stay on your team, play on
your team. It's not, they didn't get elected
governor. You really have to keep making that clear, keep pulling them
back in, and one of the keys to that is to keep a close connection, in
other words to talk regularly. The other key to that is to have your own
people on their staff, a cabinet secretary has a deputy that the
governor approved. It might have been the secretary's
original suggestion, but the governor approved it. The cabinet secretary
has a public information officer that the governor approved, a
legislative officer that the governor approved. It's still
all the governor's team. You see. So that's the
way we did it. Again we, you just have to constantly keep your own team
focused and then get them working out there regularly and working along
side you. That's one of the reasons why I like to go out and
do things with my cabinet officers. David Bruton and I went all over the
state trying to get the Child Health Care plan approved including to
Winston-Salem. That built our team and built our relationship. You need
to constantly work with your people.