The author is a former U.S. Secretary of Labor and Secretary of Transportation
My first day as a U.S. Cabinet Secretary was surreal. You walk into a large department and are responsible for directing a vast array of programs, policies, and people. Americans trust you to perform on their behalf every day. The whole world is watching.
There is no manual for this job. But as Deputy Secretary of Transportation, Secretary of Labor, and Secretary of Transportation, I have learned some lessons along the way that may provide some insights for the Civil Service Assembly heading into the new administration.
The transformation was a whirlwind. The first order of business is typically a January 20 directive from the White House to freeze or rescind the previous administration's executive orders within 60 days. This has been a routine activity throughout presidential history and requires aggressive action from the outset.
The real work begins with staffing. President Ronald Reagan's administration coined the phrase "personnel is policy." But the concept isn't just clever wordplay - it's about survival.
The White House Office of Presidential Personnel will help, but newly appointed officials should remember that the PPO is handling approximately 4,000 positions across the government, more than 1,000 of which are Senate-confirmed. This is a huge undertaking and often relies on input from the relevant Cabinet Secretary. Any incoming secretary will need to act quickly when considering a candidate. The sooner nominees are in place at the deputy cabinet level, the sooner the department reaches full capacity to execute on the President's priorities.
While Senate confirmations move slowly, interim appointments must be thought of strategically, especially if confirmations stall and representatives sometimes lead agencies for extended periods of time.
During my tenure at the Department of Transportation, some nominees were never confirmed, falling victim to Democratic partisanship. As secretary, I was frustrated by this obstruction, even though I was one of the first to receive appointments from many departmental officers.
There was a time when nominees were widely respected by both parties and often received substantial bipartisan approval. Furthermore, a greater margin of victory paves the way for greater governing influence. But in an era of heightened partisanship, those days may be over.
Establishing an effective communications operation is also a top priority. Clarity and consistency are the best tools for aligning internal department goals and keeping external stakeholders informed of key priorities.
Enlisting the help of a diligent career civil servant can be fruitful. They are rich repositories of institutional knowledge that, if respected, can help achieve government goals. In any large federal department, organizational respect does not automatically confer a secretary title. It must be earned over time.
But it’s not just about relationships; It's also about strategy. Budgets are the lifeblood of departmental priorities. Talk to the Office of Management and Budget early and often. Regulation and deregulation, meanwhile, require a longer, often multi-year process.
Leadership at this level is a balancing act. The days are still long and the challenges are great. But the opportunity to make a lasting impact on the department, the country, and the American people makes every sleepless night worth it. Real change requires strategy and patience. Fighting smart is crucial.
My advice? Lead with respect, purpose and a long-term perspective. Serving the American public has been one of the greatest honors of my life. The same goes for those entering a new administration.