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Your guide to what the 2024 US election means for Washington and the world
The writer is a former US Secretary of Labor and Transportation
The first day as US Cabinet Secretary is surreal. You are entering a vast department tasked with managing a vast ship of programs, policies and people. Americans trust you to carry out daily executions on their behalf. And the world is watching.
There is no job manual. But as deputy secretary of transportation, secretary of labor, and secretary of transportation, I learned a few lessons along the way that may offer some insight to the assembly of public servants entering the new administration.
Transitions are a whirlwind. The first order of business is often the White House’s Jan. 20 directive to freeze or rescind executive orders from the previous administration within the first 60 days. This has been a routine activity throughout presidential history and requires aggressive maneuvering right out of the gate.
The real work begins with hiring staff. President Ronald Reagan’s administration coined the famous phrase “personnel is politics.” But the concept is more than a clever pun – it’s about survival.
The White House Office of the President’s Staff will help, but new appointees should keep in mind that the PPO manages about 4,000 government positions, more than 1,000 of which are confirmed by the Senate. This is a huge undertaking that often relies on input from the relevant Cabinet Secretary. Any new secretary with candidates in mind must act quickly. The sooner subcabinet-level nominees are in place, the sooner the department will reach full capacity to carry out the president’s priorities.
As confirmations move through the Senate, it’s imperative to think strategically about temporary appointments, especially since deputies sometimes lead agencies for extended periods if confirmations stall.
During my tenure at the Ministry of Transport, some candidates were never confirmed, victims of democratic partisanship. As secretary, I was frustrated by such obstruction, even though I was among the first to receive confirmation from many department officials.
There was an era when candidates were widely respected across the aisle and routinely confirmed by large bipartisan margins. Furthermore, a larger margin of victory paved the way for greater influence in the office. But in an era of heightened partisanship, those days may be over.
Building an effective communications operation is also a top priority. Clarity and consistency are the best tools for aligning internal department goals and informing external stakeholders of key priorities.
Asking hard-working civil servants for help can be productive. They are a repository of vast institutional knowledge and, if treated with respect, can help achieve management goals. In no major federal department does organizational respect come automatically with the title of secretary. It has to be earned over time.
But this is not just about relationships; it’s also about strategy. The budget is the lifeblood of the department’s priorities. Talk to the Office of Management and Budget early and often. Regulations and deregulations, on the other hand, require a longer, often multi-year process.
Leadership at this level is a balancing act. The days are long and the challenges are huge. But the opportunity to make a lasting impact—on the department, the state, and the American people—makes it worth every sleepless night. Real change requires strategy and patience. It is important to fight smart.
My advice? Lead with respect, purpose and an eye for the long game. Serving the American public has been one of the greatest honors of my life. And it will be the same for those who will join the new administration.
