The Oneida Daily Dispatch (Oneida, NY)

Who is packing your parachute?

- Catherine GalassoVig­orito Columnist

Recently, I heard a short story about a Vietnam veteran named, Charles Plumb. Plumb was a U.S. Navy jet pilot. He flew 74consecut­ive, successful combat missions.

Recently, I heard a short story about a Vietnam veteran named, Charles Plumb. Plumb was a U.S. Navy jet pilot. He flew 74 consecutiv­e, successful combat missions. However, on his 75th combat mission, a surface-to-air missile hit, and his plane exploded.

Plumb was ejected. The only thing that could save him was his parachute. As he descended, he prayed the parachute would open. Thankfully, the parachute did, and he made it to the ground alive.

But Plumb was then captured. Thereafter, imprisoned in an eight-byeight-foot cell, he spent six long years in a communist prison.

It was a long and weary journey. Yet, he survived the ordeal. And after being sent home, sometime later, Plumb and his wife were sitting at a booth in a local restaurant having a meal. While there, a man at the next table sprang to his feet and approached their booth, “You’re Plumb!” he exclaimed.

The man shook his head confidentl­y and said slowly, “You flew jet fighters in Vietnam. You launched from the aircraft carrier Kitty Hawk. Then, you parachuted into enemy territory and spent six years as a prisoner of war.”

Absolutely dumbfounde­d, Plumb’s voice became faint as he asked, “How did you know all that about me?” The man grinned and replied, “Because…I packed your parachute.”

Plumb was speechless. He gasped in surprise, as the man stated, “I guess it worked!” Plumb knew that without the parachute, it would have been impossible to survive.

That evening, Plumb couldn’t sleep. The night was impenetrab­ly dark, for he began to wonder:

“How many times did I pass the man whose job would eventually save my life because I was a fighter pilot and he was just a sailor?”

“How many times did I walk through the long, narrow room below sea level on the aircraft carrier, where the men sat at tables packing the parachutes?”

“How many times must I have walked past this man without even saying, ‘Hi,’ ‘Good morning,’ ‘Good job’ or ‘I appreciate what you do?’

It was purported that Plumb thought of the “many hours the sailor must have spent on a long wooden table in the bowels of the ship. He carefully weaved the shrouds and folded the silks of each chute. The sailor held in his hands, each time, the fate of someone he did not know.”

Now, as a keynote speaker, Plumb took the lessons he had learned to inspire people to look at everyday challenges in a new light. He starts his lecturers by asking his audience, “Who’s packing your parachute?” Hearing this story had me wondering, “How many times do we pass by the people who help us the most?” Do we acknowledg­e those who are there when we need them? And, in a sense, ‘pack our parachutes for us?

Let’s take a few minutes to think about how these special people have made a difference in our lives and thank them for what they do. Let us remind them what a positive influence they have been for us and for others. In your home, remind your spouse, your children and your dear friends how grateful you are for them. Be attentive. Daily let them know with words and deeds what they mean to you.

At the office, tell your

co-workers, “You are doing a great job!” Take time to wish others a “good day.” Through the years, I have met many company owners, in charge of thousands of people, who believe foremost in treating people with respect and kindness. I’ve spoken to presidents of large corporatio­ns whose number one priority was making the people who worked in the company fulfilled and happy. “I want this to be the best place to work,” one company president told me when I asked him what his goals were for his organizati­on. Another CEO said, “I make it a point to say hello and to acknowledg­e every person who works for me, to listen to his or her suggestion­s and to allow them to voice their concerns.” For these wise individual­s know an important truth, that productivi­ty is a by-product of how you treat people.

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