Who Will Serve? A Conversation with Vince Micone

Fellow for Democracy and Public Service  National Academy for Public Administration and The Bridge Alliance Education Fund

Q: Looking across your career in multiple federal agencies, local government, academia, and nonprofit leadership, what is the defining thread that connects your work in public service?

A: Some of the most important lessons I’ve learned about public service didn’t come from Washington—they started in Butte, Montana.

Public service has been the throughline of my career, but it really began much earlier. My Uncle Mike served as mayor of my hometown when I was growing up. Watching him lead and serve the community shaped my understanding of what government can accomplish when it is focused on people. He showed me that public service isn’t about titles or politics; it’s about improving lives, solving problems, and strengthening communities.

Those early experiences inspired me to pursue a career in public service and eventually led me to opportunities across federal agencies, local government, higher education, and nonprofit organizations. 

While the missions have varied, one thing has remained constant: public service is ultimately about people—both those we serve and those who choose to serve.

Whether you’re a city manager, a teacher, a police officer, a budget analyst, or a cabinet secretary, the goal is fundamentally the same: helping communities thrive and leaving institutions stronger than you found them.

Q: You’ve led large enterprise functions such as HR, acquisition, operations, and shared services. What does it take to make those functions work effectively?

A: Many people think management functions are “back office” activities. I couldn’t disagree more.

Citizens may never meet the acquisition professional who awards a contract, the HR specialist who recruits talent, or the IT professional who keeps systems running. But those individuals determine whether government can actually deliver on its promises.

One lesson I’ve learned throughout my career is that government succeeds or fails not only through policy, but through execution. Great ideas only matter if organizations have the people, systems, and leadership necessary to bring them to life.

That’s why I’ve always believed that effective management isn’t separate from mission delivery—it is mission delivery.

Q: What were some of the biggest barriers you’ve encountered when leading organizational change?

A: Culture is almost always harder to change than process.

Organizations often know what needs to be done. The challenge is building trust, aligning incentives, and helping people understand why change matters. Organizational charts don’t determine success. Success depends on leaders who can create an environment where people understand their role, see how their work contributes to the mission, and feel empowered to solve problems.

When people understand the “why,” they are much more likely to embrace the “how.”

Q: You’ve served in both operational and oversight roles. How do you balance accountability with performance?

A: Accountability and performance are not competing priorities. The strongest organizations recognize that transparency, oversight, and performance are essential components of mission success.

Public trust is built through competence as much as communication. Citizens want government to be responsive, but they also expect it to be accountable.

The most successful organizations I’ve worked in embrace accountability as a tool for improvement rather than viewing it as a burden. When organizations are willing to learn from mistakes, measure results, and continuously improve, they become stronger and more effective.

Q: From your perspective, where do federal management challenges most often originate—structure, culture, incentives, or leadership?

A: All four matter, but leadership is often the deciding factor.

Strong leaders can overcome imperfect structures, outdated processes, and competing incentives. They create clarity, establish priorities, and build trust.

I’ve also learned that leadership isn’t just about making decisions. It’s about creating conditions where good decisions can be made throughout an organization. The best leaders don’t try to have all the answers. They build teams that are capable of solving problems together.

Q: Artificial intelligence is transforming every sector. What should public leaders be thinking about?

A: AI presents tremendous opportunities, but it also raises important questions.

There’s no doubt it can help governments improve service delivery, streamline operations, and make better decisions. At the same time, it raises critical issues involving governance, ethics, transparency, workforce readiness, and accountability.

Ultimately, the AI conversation isn’t really about technology—it’s about leadership. The challenge is ensuring that innovation strengthens public trust, improves outcomes, and expands opportunity while remaining grounded in democratic values.

For public leaders, the question isn’t whether AI will be used. It’s whether we will use it in ways that strengthen public trust, improve outcomes, and keep people at the center of decision-making. Technology should always serve people, not the other way around.

Q: Public trust in institutions remains a major challenge. What are the warning signs leaders should watch for?

A: When people stop raising concerns, leaders should worry.

Healthy organizations encourage questions, dissent, and constructive disagreement. When employees become reluctant to speak up, leaders lose one of their most valuable early-warning systems. Problems rarely emerge overnight; they often develop because people no longer feel comfortable sharing concerns, challenging assumptions, or offering different perspectives.

Leaders have a responsibility to create environments where people feel safe raising issues, proposing new ideas, and engaging in honest dialogue. Trust isn’t built through slogans or mission statements. It’s built through consistent actions that demonstrate respect, transparency, accountability, and a willingness to listen.

I think that lesson applies beyond organizations and to our democracy as well. Public trust depends on our ability to disagree without becoming disagreeable. Civility doesn’t require unanimity, and compromise isn’t a sign of weakness—it’s an essential feature of self-government.

Our system was intentionally designed to accommodate different viewpoints and distribute power. Federalism, checks and balances, and separate but equal branches of government were not accidents; they were deliberate choices made by the founders to ensure that no single voice or institution would dominate. That can make governing messy at times, but it is also one of the great strengths of our republic.

Strong institutions, like strong organizations, are built when people feel heard, leaders remain accountable, and we remember that disagreement can be a source of strength rather than division. 

Each one of us bears responsibility.  How do we respond to neighbors with whom we disagree?  How do we show we respect the family member who has political views completely different from our own?  How do we handle dissent without compromising our values?  These questions are baked into our democracy and our culture.  It starts with each of us.

Q: In your role with the National Academy of Public Administration and other organizations, what concerns you most about the future of public service?

A: The challenge that concerns me most is attracting and developing the next generation of public servants.

Many young people are looking for careers that provide purpose, impact, flexibility, and opportunities for growth. Public service offers all of these. The challenge is ensuring that we tell that story effectively and create workplaces that meet the expectations of a new generation.

We need to modernize how we recruit talent, develop leaders, and communicate the value of public service. The mission hasn’t changed, but the way we reach people must.

Q: You’ve spent time recently speaking with students in Arizona State University’s Next Generation Service Corps. What gives you hope?

A: The students themselves.

There’s a narrative that younger generations have become cynical about government and public service. That’s not what I’ve seen.

Despite unrelenting headlines about workforce disruptions, political polarization, and declining trust in institutions, many of these students remain deeply committed to making a difference. They understand that governments endure, communities will always need capable leaders, and opportunities to serve will continue to emerge.

Their optimism gives me hope.

What struck me most was that they haven’t given up on public service. They simply want organizations that demonstrate purpose, authenticity, innovation, and impact.

Q: What should public institutions do differently to attract and retain talent?

A: We need to do a better job telling our story.

Young people want to know how their work contributes to something larger than themselves. They want meaningful work, opportunities for growth, and organizations that embrace innovation while remaining grounded in ethics and accountability. In many ways, those motivations are no different from what inspired people when I started my career.

We need to connect careers in government to the outcomes that matter most to communities and to the values that motivate people to serve. We need to do a better job telling the story of public service using the tools that reach the next generation.

Q: After a long career in public service, what core leadership principle has stayed with you the most?

A: One of the most important lessons I’ve carried with me throughout my career is a simple idea: people support what they help to create.

I first encountered that concept as an undergraduate at Arizona State University in a class taught by Neil Giuliano, who later became one of the most transformative mayors in Tempe’s history. Neil taught us that lasting change doesn’t happen when leaders simply announce decisions—it happens when people are invited into the process, their perspectives are heard, and they have a meaningful role in shaping the outcome.

I’ve found that principle to be true whether you’re leading a federal agency, serving on a local commission, managing a nonprofit organization, or teaching students. Inclusive decision-making doesn’t mean everyone gets their way, but it does mean people understand how decisions are made and feel their voices matter.

Some of the best ideas I’ve encountered have come from people closest to the work, not from the corner office.

Q: What advice would you give to early-career public servants who want to lead with integrity and impact?

A: First, remember that leadership is not about position—it’s about service.

Second, stay curious. The best leaders are lifelong learners. They seek different perspectives, ask thoughtful questions, and remain open to new ideas.

Finally, invest in relationships. Public service is a team sport. Your reputation for integrity, collaboration, and follow-through will often matter more than any title you hold.

If you focus on serving others, solving problems, and helping your colleagues succeed, you’ll be amazed by what a group of committed people can accomplish together.

Q: As we approach America’s 250th anniversary, what gives you the most hope about the future of public service?

A: Every generation inherits the responsibility of strengthening our Nation and preparing it for those who will follow.

My father served in World War II. He was part of what Tom Brokaw famously called the Greatest Generation—a generation that answered the call to service, defeated tyranny, and helped secure freedom for millions around the world. Their sacrifice and sense of duty always inspired me. Other generations in my lifetime carried that work forward—leading the civil rights movement, expanding opportunity, advancing equality, and continuing the unfinished work of building a more perfect union.

As we celebrate our nation’s 250th anniversary, I am reminded that America’s story has always been written by people willing to serve something larger than themselves. Every generation has faced challenges that seemed daunting in the moment, yet each has found leaders willing to step forward and answer the call.

The future of public service won’t be determined by legislation, budgets, or technology. It will be determined by whether talented people choose to serve—and whether we create institutions worthy of their commitment.

What gives me hope is the next generation.

I’ve spent time with students and emerging leaders across the country, and I see a generation that cares deeply about purpose, impact, and community. They want to solve problems, strengthen institutions, and make a difference in the lives of others. They may approach service differently than previous generations, but their commitment is real.

Our responsibility is not simply to prepare them for leadership. It is to invest in them, learn from them, and create pathways for them to contribute. We must build organizations that welcome their ideas, value their talents, and give them opportunities to lead.

I am optimistic because I believe the next generation is ready.

The question is whether we are ready for them—and whether we will leave the door open wide enough for them to walk through it.

Q:  The most rewarding part of your career? 

A: That’s actually an easy question.

Growing up in a modest family from a small Montana mining town, I could never have imagined the opportunities that public service would provide. I’ve had the privilege of serving in remarkable organizations, working on issues that matter, and contributing in ways that my younger self could never have envisioned.

But when I look back, the most rewarding part of my career isn’t a title, an award, or a position.

It’s the people.

When I think about my career, I don’t think first about the positions I’ve held. I think about the people who walked alongside me on the journey—the mentors who opened doors, the colleagues who became friends, the employees who taught me as much as I taught them, and the students who continue to inspire me. Every success I’ve had is, in many ways, a reflection of the people who invested in me, challenged me, and helped me grow.

Public service has allowed me to build friendships that span decades, work with incredible teams, and witness the best of what people can accomplish when they come together in service to others. 

And the good news is, I think I still have a few chapters left to write.

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Why I Serve: From Coal Country to Public Service

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When people think about public administration, they often think about government offices, regulations, budgets, and policies. While those are certainly important parts of the profession, my experience has taught me that public administration is ultimately about people. It is about ensuring that workers return home safely to their families, that communities remain strong, and that Government fulfills its responsibility to serve the public good.


I currently serve as a Mine Safety and Health Inspector with the Mine Safety and Health Administration (MSHA), an agency within the U.S. Department of Labor. MSHA’s mission is to prevent death, illness, and injury from mining and promote safe and healthful workplaces for America’s miners. Every inspection, investigation, health survey, and enforcement action supports that mission. The work often takes place far from public view, but its impact is measured in lives protected, injuries prevented, and families kept whole.


For me, this work is deeply personal.


I was raised in southern West Virginia, where coal mining is woven into the identity of our communities. Mining is more than an industry in Appalachia. It has shaped our towns, schools, churches, and families for generations. Many of us grew up knowing miners, working alongside miners, or having family members whose livelihoods depended on the mines.


My connection to mine safety began long before I ever became an inspector. My grandfather worked for MSHA and spent his career helping protect miners throughout the region. Growing up, I heard stories about inspections, accident prevention, and the responsibility that comes with ensuring workplace safety. I did not fully appreciate it at the time, but those conversations were my first introduction to public administration in action. My grandfather showed me that
Government could make a direct and meaningful difference in people’s lives. He demonstrated that public service was not simply a profession—it was a calling.


That legacy eventually inspired me to pursue a career with MSHA myself.


I entered federal service through the Pathways Program, which provides opportunities for students and recent graduates to begin careers in public service while developing the technical knowledge and practical experience necessary to succeed. The program allowed me to combine my academic background, interest in public policy, and commitment to worker safety into a career that directly serves the public.


A defining moment in that journey was attending the National Mine Health and Safety Academy in Beckley, West Virginia. Located just miles from where I grew up, the Academy serves as the central training facility for federal mine inspectors and mine safety professionals from across the nation. It is responsible for training the next generation of inspectors who will carry out the mission of the Mine Act, the Miner Act, and protect miners in every mining region of the country.

As a member of the Mine Training Technician Program, I spent months immersed in training that covered every aspect of mine safety and health for metal/nonmetal and coal mines. The Academy’s curriculum includes inspection procedures, accident prevention, investigations, industrial hygiene, emergency response planning, mine technology, and management techniques. Students train in simulated underground mines, specialized laboratories, and hands-on environments designed to prepare inspectors for real-world conditions.


The training was demanding, but it reinforced something important: mine safety is about far more than enforcing regulations. Effective inspectors must understand mining operations, recognize hazards, communicate effectively, and build credibility with miners and operators. The goal is not simply to identify violations. The goal is to prevent accidents before they occur.


Graduating from the National Mine Academy remains one of the proudest moments of my career. Standing alongside fellow graduates from across the country, I realized that we were joining a long tradition of public servants dedicated to one purpose: ensuring that every miner has the opportunity to return home safely at the end of the day. It was especially meaningful knowing that I was continuing a legacy that my grandfather had helped build decades earlier.


My commitment to mine safety was further shaped by one of the defining events in modern Appalachian history: the Upper Big Branch Mine disaster.


Like many people in southern West Virginia, I lived near the communities affected by the tragedy. On April 5, 2010, an explosion at the Upper Big Branch Mine claimed the lives of twenty-nine miners and became the deadliest U.S. coal mining disaster in nearly forty years. For people outside the region, it was a major news story. For those of us who lived here, it was deeply personal.


The effects of the disaster extended far beyond the mine itself. Families lost fathers, sons, brothers, and friends. Churches held memorial services. Schools supported grieving children. Entire communities mourned together. In southern West Virginia, it often seemed that everyone knew someone who was connected to Upper Big Branch.


The tragedy served as a painful reminder that behind every safety standard, every inspection, and every regulation is a human story. Safety requirements do not exist because someone decided to create more paperwork. They exist because previous generations paid a terrible price for lessons learned through injury, illness, and loss of life.


That lesson stays with me every time I enter the mine.


When I conduct an inspection today, I am not simply evaluating compliance with federal regulations. I am helping ensure that history does not repeat itself. Every citation issued, every hazard corrected, and every conversation about safety has the potential to prevent an injury or save a life.


One of the most meaningful aspects of my work is that success is often invisible.

When a hazard is corrected before an accident occurs, there is no headline. When equipment is repaired before it fails, no one outside the operation may ever know. When ventilation systems function properly, when miners receive appropriate training, or when health hazards are addressed before workers become sick, those successes rarely attract public attention.


Yet these preventative outcomes represent public administration at its very best.


The public often notices the government when something goes wrong. As public servants, however, much of our work is dedicated to ensuring that things do not go wrong in the first place. Whether it is a mine inspection, a public health program, an emergency management plan, or infrastructure maintenance, successful public administration often means preventing problems that never become visible to the public.


This perspective became even clearer during my graduate studies.


While serving with MSHA, I completed a Master of Public Administration at Marshall University. My studies exposed me to the broader field of public service and helped me understand how mine safety fits into the larger mission of government. Courses in public management, ethics, organizational leadership, budgeting, policy analysis, and governance reinforced what I was seeing in the field every day: effective government creates public value.


My education also strengthened my belief that public service requires both technical competence and human understanding. Data matters. Technology matters. Regulations matter. But none of those things are the mission themselves. They are tools that help us serve people more effectively.


That lesson has become increasingly important as Government enters an era defined by rapid technological change. I have a strong interest in emerging technologies, artificial intelligence, data analytics, and innovation in public administration. These tools have tremendous potential to improve decision-making, enhance safety, and increase government effectiveness. However, technology should never replace the fundamental human purpose of public service.


Whether using advanced analytics or conducting a mine inspection, the mission remains the same: protecting people and improving lives.


Outside of my federal service, I have continued to seek opportunities to contribute to the broader public service community. Through my involvement with the American Society for Public Administration, Young Government Leaders, and AFGE Local 3181, I have had the opportunity to connect with public servants from across the country who share a common commitment to service.


Recently, I was honored to be selected as the Local Y.O.U.N.G. Coordinator for AFGE Local 3181, helping engage the next generation of federal employees and public servants. The role focuses on leadership development, inclusion, mentorship, and ensuring that younger workers have opportunities to contribute their ideas and perspectives to the future of public service.

These experiences have reinforced something I have come to believe strongly: the future of public service depends on our ability to prepare the next generation of leaders while preserving the values that have guided previous generations.
If there is one lesson I would share with future public servants, it is this: never lose sight of the people behind the policy.


Every regulation affects a worker.


Every budget affects a family.


Every decision affects a community.


The best public servants understand both the technical and human dimensions of their work.


They pursue excellence in their profession while remaining grounded in empathy, integrity, and
service.


My journey—from growing up in the coalfields of southern West Virginia, to following in my grandfather’s footsteps at MSHA, to attending the National Mine Academy, earning an MPA, and serving miners across the region—has taught me that public administration is ultimately about stewardship.


We inherit institutions built by those who came before us. We learn from the successes and failures of the past. And we carry a responsibility to leave those institutions stronger than we found them.


That is why I serve.


I serve because every miner deserves to return home safely.


I serve because strong communities depend on effective public institutions.


I serve because public service can make a real difference in people’s lives.


And I serve because the lessons learned through generations of sacrifice, including tragedies like Upper Big Branch, must never be forgotten. Through vigilance, professionalism, and a commitment to service, we honor those lessons and help build a safer future for the communities we call home.

Categories: I Am Public Administration, IAmPublicAdministration, Leadership, NCAC, Public Administration Toolbox Tags: Tags: , , , ,

Emerging Technologies and America’s Future: Why Public Servants Need a New Playbook for the AI Age

Written by NCAC Board Member, Ryan Heimer

Nine seconds.

That is reportedly how long it took an artificial intelligence agent to delete production databases and associated backups after encountering a routine credential problem. When investigators later examined the incident, the AI’s explanation was as startling as the damage itself:

“I guessed instead of verifying.”

For many readers, the story may sound like another Silicon Valley mishap—a cautionary tale for software engineers and technology startups. Yet the implications stretch far beyond a single company or a single AI system. The incident offers a glimpse into a future where artificial intelligence increasingly moves from providing recommendations to taking actions, often at speeds that outpace traditional forms of human oversight.

For public servants, this should command attention.

The real lesson is not that an AI system made a mistake. Humans make mistakes every day. The lesson is that the system possessed the authority to act before governance mechanisms had an opportunity to intervene. In many ways, this was not an artificial intelligence failure at all. It was a governance failure.

Throughout American history, technological revolutions have forced institutions to adapt. Railroads transformed commerce but required new safety regulations. Automobiles expanded mobility but demanded traffic laws and licensing systems. The internet reshaped communication while creating entirely new concerns around cybersecurity, privacy, and information integrity.

Artificial intelligence presents a similar challenge, but at a much faster pace.

The Stanford Emerging Technology Review describes AI as a foundational technology with the potential to reshape economies, public services, national security, and society itself. Yet researchers also caution that today’s AI systems continue to exhibit unpredictable behavior, hallucinations, reliability failures, and hidden biases. The technology is advancing rapidly, but the institutions responsible for governing it are often struggling to keep pace.

The PocketOS incident highlights this growing gap.

While headlines focused on the AI agent, the deeper issue was data governance. A recent report titled AI Redefines the Governance of Data Based on Use argues that organizations are entering a new era in which traditional approaches to governance are no longer sufficient. Historically, data governance focused on protecting information from breaches, unauthorized access, and theft. Security was the primary concern.

Artificial intelligence changes that equation.

Today, the challenge is not simply protecting data. It is governing how data is used.

Modern AI systems are extraordinarily data hungry. They draw information from structured databases, documents, emails, reports, images, and other sources. Increasingly, they combine information from across organizations without regard for traditional organizational boundaries. The result is a new governance challenge: ensuring that information is used responsibly, ethically, and for its intended purpose.

This shift, from data security governance to data use governance, may be one of the most important developments in the AI era.

For decades, organizations asked whether data was secure.

Now they must also ask whether data is being used appropriately.

Just because a system can access information does not mean it should.

The OneTrust report argues that responsible governance requires understanding four forms of context surrounding data: technical context, consent context, regulatory context, and business purpose. Together, these elements determine not only whether data can be accessed, but whether its use aligns with legal requirements, ethical standards, and organizational objectives.

Public administrators may recognize this concept immediately.

Government agencies rarely make decisions simply because information exists. Public servants operate within legal authorities, policy frameworks, ethical obligations, and public expectations. Data alone is not enough. Context matters.

An MSHA inspector may possess extensive operational information about a mine. However, that information must be used within the framework established by the Mine Act, agency policy, and principles of due process. Similarly, agencies handling citizen information cannot simply feed data into an AI model because it is available. They must consider why the information was collected, whether consent exists, and whether the proposed use aligns with law and public trust.

These concerns become even more significant as AI systems increasingly act on information rather than merely analyze it.

The Stanford review notes that emerging AI agents are capable of carrying out multistep tasks with limited human supervision. Yet researchers continue identifying reliability concerns, including goal drift, overconfidence, memory limitations, and unpredictable behavior. When combined with broad access to data, these weaknesses create new forms of organizational risk.

The PocketOS incident demonstrates exactly why.

The problem was not merely that an AI guessed incorrectly.

The problem was that governance mechanisms allowed it to guess at all.

This is where public administration has something important to contribute.

The Government has spent generations developing systems designed to manage risk. Internal controls, financial audits, workplace examinations, accident investigations, separation of duties, ethics rules, and regulatory oversight all emerged from the same underlying principle:

Trust matters.

Verification matters more.

In mining, ventilation standards exist because experience taught painful lessons about what happens when hazards go undetected.

Workplace examinations exist because assumptions can be deadly. Lockout/tagout procedures exist because relying on good intentions alone is insufficient when safety is at stake.

AI governance increasingly requires a similar mindset.

Organizations cannot rely solely on prompts, guidelines, or user instructions. Governance must be embedded into systems themselves through permissions, audit logs, approval requirements, policy enforcement mechanisms, and continuous oversight.

The OneTrust report describes this transition as a movement toward programmatic governance. Traditional compliance models rely heavily on manual reviews, audits, and after-the-fact assessments. AI systems operate too quickly for those approaches to remain effective. Governance increasingly must occur at machine speed.

This may represent one of the defining governance challenges of the next decade.

Human-speed oversight cannot effectively govern machine-speed decision making.

Institutions must adapt.

The implications extend beyond technology departments. Public trust is increasingly at stake. Surveys consistently show that citizens remain concerned about how organizations collect, store, and use personal information. Many are uncertain whether their data is being handled responsibly. For government agencies, these concerns carry special weight because trust is central to democratic legitimacy.

Citizens deserve answers when automated systems influence decisions affecting their lives.

Why was this decision made?

What information was used?

Who approved the system?

How can errors be corrected?

Can outcomes be appealed?

These are not merely technical questions. They are democratic questions.

Ultimately, the PocketOS incident offers a warning, but it also provides an opportunity.

America has navigated technological revolutions before. Success has never depended solely on innovation. It has depended on building institutions capable of channeling innovation toward public benefit while managing its risks.

Artificial intelligence is no different.

The future will not be determined solely by how powerful AI becomes.

It will be determined by whether governments, organizations, and communities develop the governance frameworks necessary to guide that power responsibly.

The lesson hidden within those nine seconds is therefore much larger than a deleted database.

It is a reminder that the central challenge of artificial intelligence is not intelligence.

It is governance.

And as public servants look toward the future, that may be the most important lesson of all.

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Recap of “Horrible Bosses: How to Navigate a Toxic Workplace”

Recap submitted by NCAC Board Members, Kitty Wooley and Whitney Meyerhoeffer

On Tuesday, September 10th, the National Capital Area Chapter of the American Society of Public Administrators held a virtual Drinks and Conversations networking event.

Our Drinks and Conversations events arose out of the pandemic when the Board felt it was a good idea to have an open event where our colleagues in public administration could get together and talk about the issues we were facing in a relaxed environment. These events became a wonderful staple of our programming during the pandemic and have kept going with lively discussions. In the past year, the chapter has begun introducing themed Drinks and Conversations events that propose a topic for the discussion. The spirit of the networking event, where we share our experiences with candor and discuss strategies to handle issues, is still ever-present. If you’ve been to one of our Drinks & Conversations events you know this is a time for us to tip our drinkware and have open discussions about a topic.

This week’s event topic was Horrible Bosses: How to Navigate a Toxic Work Environment.

We’ve all heard stories—or perhaps lived them—of challenging work environments, difficult supervisors, or navigating office politics. 

Throughout the 1-hour event, attendees did not just listen; but engaged in an open, honest conversation about their own experiences. The group shared stories, asked questions, and offered each other support and a few strategies to navigate and overcome the obstacles that can make workplaces feel toxic.

We had meaningful and lively discussions and learned from one another’s journeys. 

This event is as much about connecting as it is about learning new strategies. 

This event was not recorded to be mindful of folks sharing experiences and to create a safe open space for sharing.

A member recounted how productivity in his situation ground to a halt under toxic leadership. Several other members shared strategies they used to try and effect change, some still trying to make changes even as they were exiting the job.

Questions arose about why these people do these things.

  1. They have personal agendas.
  2. Something is going on in their lives.
  3. They have some sort of lack of self-esteem, lack of confidence, or they are intimidated by something.
  4. Other reasons

There were also a few books mentioned relative to discussions about leadership, and how to a) be a successful leader and b) how to give and receive feedback to help improve yourself and others in the workplace.

Out of these discussions, as is often the case, other topics for future Drinks and Conversations events were proposed. One that we all agreed would be good to have soon is how to create a safe space for feedback (Thank you, Belva Martin!)

The main takeaways from the event and the most important bullet points the group wanted to make sure everyone knew:

  1. You are not suffering alone. It can feel very lonely and helpless in a toxic workplace. But always know, you are not alone in your struggle. There are others out there on similar journeys and it is essential that you know you aren’t alone and you don’t have to do this alone.
  2. It is important to find allies inside or outside of work. Find a trusted colleague at work or attend a networking event outside of work to find allies. Having a person to lean on, to talk to, or to vent and take a walk with is important to helping you get through this challenging time. The mental work it takes to manage difficult situations is taxing and giving ourselves the grace and space to process is important.
  3. Sometimes leaving has its own impact. While not always the case, choosing to leave your job can be a signal to higher-ups that there is an issue. Strategies such as mentioning to a higher-up leader that the reason you are leaving is because of a toxic situation can have an impact. Other times you can make HR aware that there is a reason why you are leaving. But even if you just leave and say nothing, there is an impact.
  4. Sometimes you learn more from the horrible manager. You learn who you are as a leader or what you are looking for in a company culture. You know the signs of a toxic workplace and can look for them in the future. You also are learning how you do not want to be treated, which in turn helps you be a better leader in the future.
  5. Organizations and businesses with bad leadership are not sustainable. Over time, poor leadership affects productivity, creativity, and teamwork. 

It was a great discussion and a helpful event with support and compassion.

Look for our next Drinks and Conversations event with the topic of creating safe spaces for feedback in the workplace.

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20200227-2020 The Story of Unmanned Aerial Systems (aka Drones)

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The Partnership for Public Service · 1100 New York Ave. NW ·

Suite 200 East · Washington, DC 20005[/vc_column_text][vc_column_text]

6:30pm – 8:00pm Presentation & Discussion by Frank Principi [/vc_column_text][vc_column_text]Eventbrite - The Story of Unmanned Aerial Systems (aka Drones)[/vc_column_text][vc_gmaps link=”#E-8_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” size=””][vc_wp_tagcloud taxonomy=”post_tag”][/vc_column][vc_column width=”3/4″][vc_custom_heading text=”The Story of Unmanned Aerial Systems (aka Drones)” font_container=”tag:h2|text_align:center|color:%230069a2″ google_fonts=”font_family:Montserrat%3Aregular%2C700|font_style:400%20regular%3A400%3Anormal” link=”|||”][vc_text_separator title=”Thursday, February 27, 2020 • 6:30pm-8:00pm” color=”custom” accent_color=”#be2026″][vc_row_inner][vc_column_inner width=”1/2″][/vc_column_inner][/vc_row_inner][vc_column_text]

The advent of unmanned aircraft systems (“drones”) presents very significant commercial, safety and recreational challenges and opportunities in the US and around the world! There are an estimated 1.7 million drones in operation today – growing to an estimated 2.6 million by 2026. The exponential growth of this technology has provided new jobs, an expanded tax base, and a wide-range of quality-of-life benefits. It has also created complex new issues for federal, state, and local officials and governments. Some of the issues involve:

(1) public safety

(2) privacy

(3) law enforcement surveillance 

(4) preventing terrorism

(5) workforce development and training

At the federal level, how are drones included in agencies (such as FAA, DOD, DOL, DHS, and DOJ) strategic plans? Also, what collaboration is taking place among these agencies regarding this emerging technology and this issue listed above? How are agencies focusing on  ethical issues around drones?

Small, unmanned aircraft are required to be registered with the Federal Aviation Administration (FAA). But there are many challenges to this, and as a result many drones that should be registered are not. As directed in the FAA Reauthorization Act of 2018, DOT has contracted with the National Academy of Public Administration to assess the compliance and effectiveness of the FAA’s registration program for small unmanned aircraft, focusing on FAA’s Interim Final Rule published in December 2015. The study will examine the information collected by FAA, the regulatory environment, organizational capacity, and how non-compliance is determined, including the role and responsibility of local law enforcement.

Frank Principi, a senior advisor on the study, will discuss aspects of drone technology, FAA’s registration program, and conduct a “show and tell” with his own personal drone. Participants will be asked to share their perspective of the challenges and opportunities of drones and to offer recommendations on how to ensure drones continue to be registered, flown safely, and provide new and innovative quality-of-life solutions.             

Presentation by:

Frank Principi is a seasoned management consultant and trusted advisor to c-suite clients in public, private, and non-profit corporations around the world, and is a crisis management expert. He is serving his third term on the Prince William Board of County Supervisors, where he is leading efforts to build public and private sector infrastructure – roads, schools, water/sewer, natural gas, electric, and telecommunications – in this rapidly growing jurisdiction. He has served on several regional and state bodies, including the Metropolitan Washington Council of Governments (Chairman 2012), National Capital Region Emergency Preparedness Council (Chairman 2013, 2015), Potomac and Rappahannock Transportation Commission (Chairman 2016-2017), Northern Virginia Regional Commission, Virginia Association of Counties and Potomac Hospital. He also chaired Prince William’s Future Commission 2030. 

In the past, Frank served on the House Energy and Commerce Committee and its Subcommittees on Transportation, Telecommunications, and Finance. His state government experience includes work with the National Governors Association, including the Governors’ response to 9/11. Among his many honors, Frank is the recipient of three Businessman of the Year awards from the Prince William Chamber of Commerce, Arlington Diocese, and Prince William Living Magazine.

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The event is free but registration is required.

Light snacks and refreshments will be served.

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20191120-2019 Affordable Housing and Regionalism

[vc_row][vc_column width=”1/4″][vc_column_text]The Partnership for Public Service · 1100 New York Ave. NW · Suite 200 East · Washington, DC 20005[/vc_column_text][vc_column_text]6:00pm – 6:30pm Social

6:30pm – 7:30pm Program[/vc_column_text][vc_column_text]Eventbrite - NCAC 2017 Annual Meeting with Keynote Speaker Paul Light, PhD.[/vc_column_text][vc_gmaps link=”#E-8_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” size=””][vc_wp_tagcloud taxonomy=”post_tag”][/vc_column][vc_column width=”3/4″][vc_custom_heading text=”Affordable Housing and Regionalism” font_container=”tag:h2|text_align:center|color:%230069a2″ google_fonts=”font_family:Montserrat%3Aregular%2C700|font_style:400%20regular%3A400%3Anormal” link=”|||”][vc_text_separator title=”Wednesday, November 20, 2019 • 6:00pm-7:30pm” color=”custom” accent_color=”#be2026″][vc_row_inner][vc_column_inner width=”1/2″][/vc_column_inner][/vc_row_inner][vc_column_text]

A major “wicked problem” at the national state and local levels of governments and many nonprofits is affordable housing. There is not enough needed affordable housing available.

However, building and maintaining needed affordable housing challenges the financial and intellectual capabilities of governments and communities. Recently, the Metropolitan Washington Council of Governments’ adopted three housing targets for the Metropolitan Washington DC area between 2020 and 2030. One of the targets was “At least 75% of new housing should be affordable to low- and middle-income households.” Achieving this target as well as the other two targets will require a lot of commitment, dedication and innovation by the District of Columbia and the local governments in Maryland and Virginia.

 The National Capital Area Chapter of ASPA will sponsor a discussion on affordable housing focusing on such questions as:

 (1) What is, or should be, the accountability mechanism for achieving this target?

(2) What tools will be needed to achieve this target?

(3) What are the equity issues around this target and how should they be addressed?

(4) What type of non-financial incentive might serve to encourage increasing needed housing supply?

 Bring your thoughts, ideas and knowledge to this exciting discussion on one of the nation’s and local and state governments’ wicked problems.

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The event is free but registration is required.

Light snacks and refreshments will be served.

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20191017-2019 The Ethics of Artificial Intelligence in Public Administration

[vc_row][vc_column width=”1/4″][vc_column_text]The Partnership for Public Service · 1100 New York Ave. NW · Suite 200 East · Washington, DC 20005[/vc_column_text][vc_column_text]6:00pm – 6:30pm Social

6:30pm – 7:30pm Program[/vc_column_text][vc_column_text]Eventbrite - NCAC 2017 Annual Meeting with Keynote Speaker Paul Light, PhD.[/vc_column_text][vc_gmaps link=”#E-8_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” size=””][vc_wp_tagcloud taxonomy=”post_tag”][/vc_column][vc_column width=”3/4″][vc_custom_heading text=”The Ethics of Artificial Intelligence in Public Administration” font_container=”tag:h2|text_align:center|color:%230069a2″ google_fonts=”font_family:Montserrat%3Aregular%2C700|font_style:400%20regular%3A400%3Anormal” link=”|||”][vc_text_separator title=”Thursday, October 17, 2019 • 6:00pm-7:30pm” color=”custom” accent_color=”#be2026″][vc_row_inner][vc_column_inner width=”1/2″][/vc_column_inner][/vc_row_inner][vc_column_text]The increasing use of AI in public administration raises many ethical challenges, not the least of which is ensuring that the decisions made by these systems are consistent with the legal requirements and norms of  the field.  

The National Capital Area Chapter of ASPA will sponsor a discussion on this topic with Professor Pricilla Regan, Professor of Government and Politics at the Schar School of Policy and Government, George Mason University.  Dr. Regan recently co-authored a chapter titled, “A Public Administrator’s Practical Guide to Ethics and Artificial Intelligence” in The National Academy of Public Administration’s study of the impact of AI in the field. 

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The event is free but registration is required.

Light snacks and refreshments will be served.

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20190801-2019 ASPA NCAC Quarterly 1st Thursday Socials

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5:30 pm – 7:30 pm –  Networking

[/vc_column_text][vc_column_text]Eventbrite - Annual Meeting: State of ASPA's National Capital Area Chapter

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Come cool off with your fellow public servants!

Every quarter, join fellow ASPA-NCAC members for an informal social gathering. Meet new members, catch up with old friends, network and socialize.

Fire & Sage Restaurant

(Located in the Washington Marriott at Metro Center)

Address: 775 12th St NW, Washington, DC 20005.

(Down the block from the 12th Street exit at Metro Center)

Space is limited. Please RSVP.

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20190502-2019 ASPA NCAC Quarterly 1st Thursday Socials

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5:30 pm – 7:30 pm –  Networking

[/vc_column_text][vc_column_text]Eventbrite - Annual Meeting: State of ASPA's National Capital Area Chapter[/vc_column_text][vc_gmaps link=”#E-8_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” size=””][vc_wp_tagcloud taxonomy=”post_tag”][/vc_column][vc_column width=”3/4″][vc_custom_heading text=”ASPA NCAC Quarterly 1st Thursday Socials” font_container=”tag:h2|text_align:center|color:%230069a2″ google_fonts=”font_family:Montserrat%3Aregular%2C700|font_style:400%20regular%3A400%3Anormal” link=”|||”][vc_text_separator title=”Thursday, May 2, 2019 • 5:30pm-7:30pm”  color=”custom” accent_color=”#be2026″][vc_row_inner][vc_column_inner width=”1/2″][/vc_column_inner][/vc_row_inner][vc_column_text]

Every quarter, join fellow ASPA-NCAC members for an informal social gathering. Meet new members, catch up with old friends, network and socialize.

Get together with your fellow public servants as we mark the beginning of Public Service Recognition Week (PSRW).

Mark you calendars for additional gatherings on August 1st and November 7th. Details will be provided closer to these events.

Fire & Sage Restaurant

(Located in the Washington Marriott at Metro Center)

Address: 775 12th St NW, Washington, DC 20005.

(Down the block from the 12th Street exit at Metro Center)

Space is limited. Please RSVP.

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20190411-2019 Annual Meeting: State of ASPA’s National Capital Area Chapter

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6:00 – 8:00 pm –  Reception, Presentation, & Discussion

[/vc_column_text][vc_column_text]Eventbrite - Annual Meeting: State of ASPA's National Capital Area Chapter[/vc_column_text][vc_gmaps link=”#E-8_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” size=””][vc_wp_tagcloud taxonomy=”post_tag”][/vc_column][vc_column width=”3/4″][vc_custom_heading text=”Annual Meeting: State of ASPA’s National Capital Area Chapter” font_container=”tag:h2|text_align:center|color:%230069a2″ google_fonts=”font_family:Montserrat%3Aregular%2C700|font_style:400%20regular%3A400%3Anormal” link=”|||”][vc_text_separator title=”Thursday, April 11, 2019 • 6:00pm-8:00pm”  color=”custom” accent_color=”#be2026″][vc_row_inner][vc_column_inner width=”1/2″][vc_single_image image=”509″ img_size=”large” alignment=”center” style=”vc_box_shadow”][/vc_column_inner][/vc_row_inner][vc_column_text]

This year’s annual meeting will feature Bryan Hancock, Partner at McKinsey discussing the Implications of Automation and AI on the Workforce of the Future.

6:00 – 6:30 pm – Welcome Reception (heavy hors d’oeuvre)

6:30 – 7:30 pm – Presentation and Discussion

7:30 – 8:00 pm – Annual Meeting: State of ASPA’s National Capital Area Chapter.

Offices of the National Academy of Public Administration

1600 K Street, NW,  Suite 400, Washington, DC 20006

(IMPORTANT NOTE: entrance to the building is on 17th Street)

Near both Farragut North and Farragut West Metro Stations

Space is limited. Please RSVP.

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