dynamic that’s going on there is that you have people bailing every day. They’re thinking, “I got
to worry about my family” job at the same time you’re looking at them to do – they’re looking for a
some wordiminishing resources that are available to you k. So you’re looking at declining, –
you’re happy that their talents are recognized because they now have a job somewhere else. But
in the meantime, you have to figure out how to do the job that they’re leaving behind. They’re taking
the knowledge base about that function. That was one of the many challenges when you’re trying to
shut down an agency. But what it taught me was, there are a lot of people that are willing to help if
you just give them a chanbelief that there are a lot of people in Federal service ce. Ok? It reaffirmed my
who are committed to public service, committed to their job, and committed to get to closure. They
want to do their work. They’re not lazy. They are committed. And I found a number of them, again
knowing that at the end of the day you’re going to be out of the job – how do you keep people
interested and motivated to do that? Also I found that you have to communicate – communication is
one of the important skills that yoleaders, and you got to deal with it in different u have to have as
ways. There’s a vacuum out there when something like this happens. People want to know what’s
going on? What isn’t someone talking to me? I got my public affairs group together – here are the
messages we want to convey, here’s what we want to do. I set up weekly conference calls with the
research centers your needs? How can we help you? Here’s our – here’s what’s going on. What are
plan that we put together and then get them to react to it and figure out where – our overarching plan –
they fit in it and what questions weren’t being
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“what it taught me was there are a lot of people that are willing to help if you
just give them a chance”“it reaffirmed my belief that there are a
lot of people in Federal service who are committed to public service”
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