On the one hand, elation sets in as some very visible and publically credible folks (e.g., Alan Greenspan) finally acknowledge the fact that the risks of year 2000 noncompliance are very serious. On the other hand, depression reigns anew as it seems that their admonitions go largely unheeded.

Then, I'm elated to see the governments of Canada and the United Kingdom show new signs of year 2000-related commitment and focus-only to depressingly observe that most of the attention of the U.S. government and nearly all the energy of the national media are seemingly focused somewhere in the region just below the president's belt buckle.

I've got this 1970 Cadillac convertible that's a real beauty. Two-and-a-half tons of style and smoothness, and not a single microprocessor. Talk about a fun ride! But my Caddy has this paint scratch about 15 inches long behind the driver's door, the result of a vicious keying one Thanksgiving a few years ago. Although I usually don't even notice it, some days all I can see is that scratch. Oh sure, I could fix it, but then I wouldn't have it there to remind me when my focus is all wrong.

Six months ago, I sent an open letter to the president requesting that he declare a year 2000 state of emergency. (You can click here to read the letter.) Well, he hasn't, and such a "declaration of war" against the year 2000 problem is all the more needed today. So let's stop the whining and take action. Remember The Little Engine That Could? Well, we can, too.

First, some realities:

- Most political, business, and community leaders, as well as nearly all of the media and the public, have no idea how great the risks of those two missing digits might really be;

- Most of the greatest risks have not yet even been inventoried and assessed, let alone mitigated;

- There's already too little time to fix everything;

- The clock is still ticking.

OK, so the preponderance of the evidence supports depression. But all that was true a year ago, too. Might as well quit wringing our hands and focus on the task at hand.

Although too little time remains for a perfect or complete solution, enough time is left to make some changes-enough time to maybe prevent any year 2000-related deaths from occurring; to keep the environmental damages from year 2000 within tolerable limits; to keep the large-scale disruptions down to manageable proportions; to keep our families out of harm's way; and probably enough time to keep most of our enterprises viable into the next century.

No, it ain't pretty, and dealing with it won't be easy. But it will only be the end of life as we know it if we choose to see it that way.

So enough of the "woe is me" routine; it's up to us to solve this problem, so let's get on with the work. Besides, when your CIO gets canned along with all the other executives, you're probably going to be in line for a promotion if you prepare properly. How to proceed? Here's a starter kit:

- Ask yourself, "Where are my greatest risks?" Then focus your efforts there.

- Ask yourself, "Whom do I depend on, and who depends on me?" Then get in touch with them and communicate.

- Ask yourself, "What can go wrong?" Then plan for the contingencies, dealing with the greatest risks first.

- And all the while, repeat the following: "I think I can, I think I can...whooo, whooo...." Onward to victory!