The Time for Government to Feel has Come

To kick off this Substack, I’m revisiting the first article I ever wrote—a tentative and self-conscious step into exposing my thoughts publicly. It feels like the perfect starting point for a discussion on creating a more humane bureaucracy. Before we can bring about meaningful change in how our workplaces operate and work with emotions, we need to embrace the importance (and inevitability) of emotions at work.

The Time for Government to Feel Has Come challenges the notion that emotions have no place in government, as if the ideal bureaucratic success lies in a cold, “Spock-like” detachment. Nope: emotion is essential for doing collaborative and challenging work — and research in areas like Public Service Motivation shows that we do our work better when we bring our heart into it.

With this first post, I hope to encourage you to share your perspective on improving the way work is done in your workplace, whether through writing, quiet acts of leadership, or simply speaking up. If your experience is like mine you might be surprised that you are far from alone. Enjoy!

The Time for Government to Feel Has Come — first posted in Federal News Network May 7, 2024

The most recent book by columnist David Brooks, How to Know a Person: The Art of Seeing Others Deeply and Being Deeply Seen offers a vital insight: the act of truly seeing and making others feel valued is essential not just in our personal lives but also in our workplaces. 

The Federal workplace is no exception. We desperately need human connection in government - and not just for the health of employees. Surgeon General Vivek Murthy, the nation's top doctor, warns us of the consequences of poor mental health: reduced productivity, hampered creativity, and high employee turnover.

May is Mental Health Awareness Month and the topic surface across Federal workplaces. In my 15 years in government, both at the State Department and now at the General Services Administration, I have been a part of many town halls, emails, and team meetings about mental health. 

Yet as June arrives, these discussions tend to be set aside in favor of check-the-box annual reviews and efficient meeting agendas. Of course, frustration over internal bureaucracy, sadness over scrapped projects, and resentment towards toxic bosses don't vanish, they fester. 

The impact is clear:  Gallup indicates that over a quarter of government employees routinely experience burnout, with disconnection from management and colleagues is partly to blame.

The Myth of a "Rational" Bureaucracy

Many still cling to the idea of an impartial, rational bureaucracy where not feeling is the goal. True, public servants must implement policy objectively and manage taxpayer dollars responsibly. As a diplomat in Africa, I had to remember that I spoke on behalf of the U.S. Government, with the power and constraints of that charge.

Yet we take this too far. Workplace experts like Brene Brown and Adam Grant argue that emotions are not barriers or problem to be solved, but a bridge to better teamwork and performance. Companies like Google, Salesforce and others have developed flagship efforts to support the emotional wellbeing at work

I've experienced the power of opening to emotions firsthand. I used to bury emotions and overthink just about everything at home and at work. A bike accident, therapy, mindfulness meditation, and plenty of imperfect conversations taught me that ignoring emotions is a disservice to myself, my colleagues, and the public I serve.

Harmony over balance

The concept of work-life balance is outdated. Work and personal life are not opposing forces; both offer fulfillment and challenges. Some of my best weeks at work involved 12-hour days planning for diplomatic missions to West Africa. While some of my worst work weeks were caused by grief and stress at home or a snippy exchange with a colleague, not workload. 

Embracing the humanity of Federal employees isn't about balancing robotic professionalism and feeling home lives, but for a harmony where our humanity is welcome at work. After all, how can government be compassionate when values like compassion aren't on performance reviews ? How can you help government become more agile if you can't name fear and anxiety about change?

Progress is Possible - and Happening

The dirty secret is that government agencies are trying to weave emotion into government. The CIA recently named a Chief Wellbeing Officer and the Veterans Administration's Whole Health Program is serving Veterans, its teams, and the entire Federal government. My agency, the General Services Administration, hosted its first "mindfulness summit" on May 6 to share techniques and community. The Surgeon General Workplace Wellbeing Framework emphasizes "Mattering at Work" and "Connection and Community" as critical areas. Finally,  Mindful FED, a Federal government mindfulness community I helped found, has created meaningful space for pausing and connection - over Zoom no less - for thousands of employees. 

These are more than mere gestures; they are stepping stones to a future where the emotional health of federal employees is rightly seen as mission critical.

A Government that Cares

Embracing feelings in the Federal workplace is even more urgent in this age of AI and political uncertainty, as well as the loneliness epidemic. By doing so, we not only create a healthier work environment for federal employees but also move towards a government that serves its people with empathy and effectiveness.

Here is my appeal to agency leaders: investing in your team's mental health is both the right thing to do and a true investment. It will further trust and create a resilient workforce prepared to dig in during the hard times and deliver over the long run.