There are truly only three “givens” in life: birth, death, and the management of change (along with its inevitability). Of these, only the latter is under our determination and control.

Change exists at the core in all of life’s relationships, interactions and experiences. It is present whether we are ready for it, regardless if we accept it. And yet: How many of us are prepared for change or taught how to deal with and manage it effectively?

As with other “big picture issues” in our lives and our world, many of us learn through trial and error. These larger-level, even existential considerations include life experiences such as learning how to listen effectively, learning how to make and maintain friendships, learning how to get out of our own ways and not self-sabotage, learning how to lead, and so many more.

At the core of good and caring leadership, change management is front and center. Knowing that change is absolutely inevitable and how to deal with it within oneself and others has always been among the most intrinsic of leadership skills.

When one demonstrates effective change management in a leadership role, others see them and their work as being more thoughtful, caring, empathic and sensitive. The ability to convey support to others as they undergo both expected and unanticipated life changes is critical to success as a leader.

It follows that collaboration will be more fruitful if one is graceful in working with disagreement, conflict, and change without prioritizing the need to have their ego at the front and center of things. Self-awareness and self-regulation are key in all leadership roles and situations.

Inspired and ethical leadership in any field accepts that change is inevitable and generally challenging to live with and manage. Strong and effective leaders lead with this understanding and awareness. They are both grateful for and graceful with taking in disparate opinions, reactions, and approaches to change — and working with them as opposed to over them.

The brittleness and rigidity that we have witnessed and experienced (many quite personally) with our current mayor and executive leadership in Greenfield is a clear indicator that change is needed — the sooner, the better. Currently, the executive branch of our city has consistently demonstrated that it is tone-deaf and unable to work thoughtfully and respectfully with differentiated viewpoints on key and triggering issues.

This administration has found ways to alienate and isolate many constituents during its brief time in office. There is little that is inspiring about our current governance leadership in Greenfield.

What do we need in times of divisive conflict, top-down governing, and executive overreach? For starters: how about a mayor and leadership team that are skilled in taking the time to listen? How about patience? What about showing ongoing respect, empathy and deep understanding? In addition, what about the ability to collaborate, with and through differences of opinion and approach?

Inspired and ethical leadership demonstrates wisdom, intelligence, and sensitivity that enables those without strength and direct access to their voices to “come into the circle” and to feel what it means to be included, heard and respected. We’ve had a mayor who has – time and again – demonstrated an inability to learn and grow in these areas.

Fortunately, for all of us who live and vote in Greenfield, we will have a choice about what kind of leadership we will have in our city in November’s election.

There are many critical issues and decisions facing our city and its government in the months and years ahead. The present and future of our city, as it evolves and emerges out of COVID, is at stake. There are critical differences between the two announced candidates now running to lead our city into this future. We owe it to ourselves — and those growing into adulthood and voting status, along with those considering moving to Greenfield — to become educated about the range of critical issues and personalities and leadership styles and skills of these candidates.

With Virginia (Ginny) deSorgher, we now have a candidate for the top post who exemplifies important skill sets and who wants to continue to grow and strive to refine her abilities to be present for all of us. It is encouraging that we have a city councilor and city leader running for mayor who demonstrates the personality, style, skills, experience and lack of ego that will move us — all of us — forward in an affirming manner. She values these aspects of leadership and lives by them. She needs us to join her in her efforts to become mayor.

Effective leadership is accepting of change, not only that it is inevitable, but that it is necessary, warranted, and even healing. It endeavors to flow both with and ahead of the times, being open to variances in perspective.

Proponents of positive change draw this out with calmness and generosity, and without fear. To play the role of “servant leader,” one must give of themselves with humility, without ego, and always in a collaborative spirit. It is time to welcome this and begin to live and thrive in a city where caring and listening matters, from the top down, and all around.

Daniel Cantor Yalowitz is a new columnist whose writings appear every other week in the Recorder. A developmental and intercultural psychologist, he has facilitated change in many organizations and communities around the world. He is former chairman of the Greenfield Human Rights Commission. His two most recent books are “Journeying with Your Archetypes” and “Reflections on the Nature of Friendship.”Reach out to him at danielcyalowitz@gmail.com.

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