You are morally, ethically, and professionally obligated to say something

Earlier this year, I offered a suggestion about something pertaining to my school district. It wasn’t a big deal, but it was something that I thought might improve the way we educate children.

The response I received – from a person I admittedly don’t know very well – was that it was beyond their power to enact such change.

My response, which is always my response whenever I’m told that my request or concern exists beyond the power of the person with whom I’m speaking, went something like this:

“I am morally, ethically, and professionally obligated to speak up when the health or welfare of children is at stake, and I will never restrict that obligation only to those who may have the power to intervene. Instead, I will repeatedly speak my mind to anyone in any position of power because regardless of your role and responsibility, you should feel the same and should be saying the same whenever possible. This is the only way that change happens.”

I believe this rule applies to anyone responsible for the health, wealth, or welfare of other human beings:

Healthcare workers. Social workers. Government employees Eldercare workers. Members of law enforcement. Educators. Employees of publicly traded companies.

I’ve even spoken these words in my role as a consultant. When my client tells me they don’t have the power to institute my suggestion, I always tell them that regardless of their power or influence, I will always offer my honest opinion when it’s in the best interests of the company, even if it’s not something the client can change themselves.

When you see something that does not serve the best interests of your constituents or identify something that could be done better, you are morally, ethically, and professionally required to say something, even if the person capable of making the change is beyond your reach.

Speak truth to power, even when that power is only one or two rungs up an exceedingly high ladder, because to say nothing violates the trust of the people for whom you are responsible.

Make noise in hopes that others will make noise, too, and perhaps change will eventually take place.

As an added bonus, this response almost always silences those do-nothings in middle management who prefer to look away from problems beyond their job description rather than rattling their own sabers and making at least as much noise as you.