Secretaries and Deputy Secretaries: Start here! 

New secretaries and deputy secretaries for the incoming Trump administration will be taking on staggeringly large responsibilities. With tasks so great, where should they start? 

The Partnership for Public Service publishes guides each transition cycle to support these leaders as they begin their new roles. 

As the top leaders of agencies, secretaries and deputy secretaries must become familiar with the inner workings of their organizations and be ready to act rapidly and decisively as soon as they are confirmed by the Senate. These guides provide a list of starting tasks to help officials do just that by learning about their agencies, quickly building strong relationships and forming their teams. The guides provide recommendations for these leaders including: 

Establishing and getting to know your team is the first order of business. Create a trusted group of advisors that includes both political appointees and senior career civil servants. Each will provide critical insights and institutional knowledge to inform decisions. Make sure you also reach out to representatives from every corner of the agency to cultivate understanding of and influence over all the workings of your department.  

Don’t neglect career leaders in this process. You and all your fellow political appointees are new to the job. You bring plenty of expertise, but embracing the knowledge and skills of the career workforce will expedite your learning process and allow you to make desired changes quickly and effectively. 

Set clear goals and the culture for your agency upfront. In consultation with the White House and your agency leadership team, refine your early agenda and plans for implementation during the first 100 days. While much of this work may have begun during the transition period, remain flexible and adapt to new information as you get to know your agency better. Communicate your goals – and the steps needed to achieve them – to the entire agency, as appropriate, so that all involved understand their new direction and responsibilities.  

Establish working rhythms and communication expectations early. Define and communicate your decision-making style to your new colleagues. Determine the roles, responsibilities and meeting cadences you want for your team members and ensure that everyone understands their specific functions. Be prepared for push-back from those who resist adapting to significant changes and ensure you have a system for resolving disputes. 

Continue to learn about your agency. Request briefings from department heads and subject matter experts to expand on the information you received during the transition. Don’t forget to meet with the officials responsible for operational functions, including HR, technology, finance, acquisition, performance and budgeting. Don’t neglect external stakeholders and set meetings with outside subject matter experts, business leaders, media organizations, local officials and other interest groups involved with your agency’s work.   

Full guides with detailed recommendations specific to the secretary and deputy secretary roles can be downloaded here and here.  Stay tuned for further information on guides for human capital and management officials to be shared in the next week!