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Your guide to what the 2024 US elections mean for Washington and the world
The writer is a former US Secretary of Labor and Secretary of Transportation
The first day as a US Cabinet Secretary was surreal. You walk into a huge department tasked with steering a huge ship of programs, policies, and people. Americans trust you to carry out day-to-day judgments on their behalf. And the world is watching.
There is no directory for this position. But as Deputy Secretary of Transportation, Secretary of Labor, and Secretary of Transportation, I have learned some lessons along the way that may offer some ideas for the gathering of public servants about to enter a new administration.
Transitions are a whirlwind. The first order of action is often a directive from the White House on January 20 to freeze or rescind executive orders issued by the previous administration within the first 60 days. This has been a routine activity throughout presidential history, one that requires aggressive maneuvering right out of the gate.
Real work starts with hiring. The administration of President Ronald Reagan coined the phrase “Personnel is Policy.” But this concept is more than just a clever play on words, it's about survival.
The White House Office of Presidential Staff will help, but new appointees should keep in mind that the attorney general's office rotates among about 4,000 positions across the government, more than 1,000 of which have been confirmed by the Senate. This is a huge task that often depends on input from the relevant Cabinet Secretary. Any new secretary who has candidates in mind must act quickly. The earlier sub-level nominees are appointed, the sooner the department will reach its full capacity to implement the President's priorities.
As confirmations move through the Senate, it is essential to think strategically about temporary appointments, especially since representatives sometimes lead agencies for an extended period if confirmations falter.
During my tenure at the Department of Transportation, some nominees were never confirmed, victims of Democratic partisanship. As a secretary, I was frustrated by this obstruction, even when I was among the first to receive confirmation from several department officials.
There was an era when nominees were given widespread respect by the other side of the aisle and were routinely confirmed by large bipartisan margins. Moreover, the larger margin of victory paved the way for greater influence in power. But in an era of heightened partisanship, those days may be over.
Building an effective communications process is also a top priority. Clarity and consistency are the best tools for aligning internal management goals and keeping external stakeholders informed of key priorities.
Seeking help from hard-working civil servants can be fruitful. They are repositories of vast institutional knowledge and, if treated with respect, can help achieve management goals. In any large federal department, organizational respect is not automatically accorded the title of secretary. It must be earned over time.
But this isn't just about relationships; It's also about strategy. The budget is the lifeblood of the department's priorities. Talk with the Office of Management and Budget early and often. Meanwhile, regulation and deregulation require a longer process, often taking years.
Leadership at this level is a balancing act. The days are long and the challenges are enormous. But the opportunity to make a lasting impact — on the Department, the country and the American people — makes it worth every sleepless night. Real change requires strategy and patience. It is necessary to fight smart.
My advice? Lead with respect, purpose and an eye toward the long game. Serving the American people has been one of the greatest honors of my life. The same will be true for those who will enter the new administration.
