Director Steve Williams at the
Region 1 All-Employees Meeting

April 23, 2002

As I settle into the job of Director, it is my goal to meet as many Fish and Wildlife Service employees as I can, especially those out in the Regions and the field stations, who muddy their boots on a daily basis, making a difference where it matters most . . . on the ground. I must also admit that I appreciate this opportunity to get to visit this part of the country.

I am eager to hear from you, the folks out in the field, but before we open it up to questions and answers, I do have some points I'd like to make. I'll try and keep it brief.

First, I want you to know that I consider it an honor and a privilege to lead the U.S. Fish and Wildlife Service, the world's premiere fish and wildlife management agency. I am proud to be selected for the job, yet I am humbled by the magnitude of the responsibility and by the challenges that lie ahead. I ask for your patience as I settle into my role as Director and familiarize myself with the Service's varied and diverse programs.

I realize I have much to learn about the Service. Yet I did come to the job with some clear ideas in mind, and I'd like to share those with you. I see three challenges that all of us in the Service must confront together. First, we must improve and restore our most essential partnerships. Second, we must restore our credibility in the eyes of Congress and the public. Third, in all we do, we must uphold the highest standards of honesty and integrity.

Let's start with partnerships. Today, the Service enjoys partnerships with a diverse group of interests, from conservation groups to industry, from government agencies at all levels to private landowners. But our relationship with our traditional constituencies – the States and the sportsmen and women of this country – have been strained. Both have been major political and financial supporters of our efforts and their desire to work with us is as strong as ever. Yet some of these traditional partners feel left behind as the conservation mission of the Service has expanded over time. Although there is no doubt that the resources of the agency have been stretched to the breaking point by Congressional mandate, public demand, and court actions, it is in our best interest to take the time to reach out to both traditional and non-traditional constituents to achieve our mission. I do not believe we can or should abandon those who first helped establish the Service, who supported the Service through the years, and who still want to be a part of our efforts. One only has to look at the make up of the Cooperative Alliance for Refuge Enhancement to see that these parties continue to be effective advocates for us.

The second challenge is the Service's need to restore its credibility with Congress and the public. The Service has a wonderful track record in fish and wildlife conservation. From the first National Wildlife Refuge at Pelican Island in 1903, to law enforcement efforts throughout the past century, to international migratory bird management, to Rachel Carson's work on environmental contaminants, to the more recent work with private landowners in the Partners for Fish and Wildlife Program. The list goes on and on.

Yet, because of recent events that have been published nationally, we are faced with serious public perception problems. Our credibility as a scientific-based, resource management and regulatory agency has been brought into question. Debates over Federal Aid reform, endangered species issues, and water-related issues have strained relationships with Congress. Please do not take these public perceptions lightly. Many private landowners, some federal and state partners, and some members of the U.S. Congress have grave reservations about our ability to conduct objective science and to prescribe appropriate fish and wildlife management. I do not share the view of these critics. Nonetheless, we must recognize that there is much work to be done to restore public faith and confidence in our ability to be an effective science-based resource management agency.

A few simple tasks will help set the foundation to improve these relationships. We must improve our communications with constituents. We must respond accurately and in a timely manner to Congressional requests for information. And we should strive to do it from a balanced perspective. A perspective based on honest and open communication.

Communication means listening and trying to understand the message from the speaker's view. As I have disciplined myself to listen and understand, I have had greater success in reaching agreements on controversial issues. This decision to try and understand opposing viewpoints is a tremendous conflict resolution skill that leads to long term success.

Coupled with communication is the need to keep the big picture in mind. I have and will ask, "If we win this battle, will we lose the war?" I will also ask, "Is the juice worth the squeeze?" We shouldn't expect to "win" every issue. This approach to contentious issues is necessary and appropriate. I remember my days as a deer biologist where I would fight tooth and nail for an issue only to lose the battle and the war. Those were hard lessons. From those experiences, I learned to adopt a more balanced and tempered approach based on compromise, one that has served me well ever since.

My final point concerns the Service's reputation. As I mentioned, recent events have called into question the Service's integrity and honesty. As biologists, as law enforcement officers, as refuge managers, as field staff, and as administrators, we must be honest with one another and with the public. That should go without saying. Integrity goes beyond that. If we demonstrate integrity, we will be respected. It may be frustrating to many of you, with your expertise and understanding of a complex issue, to know that you are right, but to find people turning a deaf ear. This is where the art of compromise is so important!

We must stop to consider not only what we intend to accomplish, but also how our actions will appear to those who already have some level of distrust. Consider their point of view, take the time to explain yourself, and make sure your actions will be perceived in a positive manner.

If we demonstrate integrity on a daily basis, we will earn respect, decision-makers will listen to us, and we will ultimately change the hearts and minds of even those who disagree with our mission to conserve the wild resources of this nation.

The bottom line is this. The future success of the Service depends on you. That is why I am so optimistic. The best thing the Service has going for it is its people, the finest group of dedicated fish and wildlife conservationists in the world. President George W. Bush and Secretary Gale Norton have entrusted me to lead the Service and I know we can count on their support. If we all strive to reach out to other partners, protect our credibility, and earn a favorable reputation through unquestionable integrity, I have no doubt we will be able to rise to any challenge and ensure that our rich fish and wildlife heritage will be passed on to future generations.

Thank you for listening. And thank you for your service to fish and wildlife. Now, I'd like to take your questions and hear from you.