A leadership power trip
Over the weekend, federal employees received a directive from the Office of Personnel Management (OPM) mandating that they email their managers by the end of Monday, detailing five tasks they accomplished in the past week. The communication stated that failure to comply would be considered a resignation. This order, attributed to Elon Musk, the head of the Department of Government Efficiency (DOGE) under President Donald Trump, has ignited widespread confusion and concern among federal workers.
This directive is part of a broader initiative led by Musk and sanctioned by President Trump to downsize the federal government. The approach has been met with significant resistance from various federal agencies, including the FBI, State Department, and Pentagon, which have instructed their employees to disregard the mandate. Labor unions and advocacy groups are actively seeking legal intervention to prevent retaliation against non-compliant employees. The mixed responses from different departments have led to inconsistent guidance, further exacerbating the uncertainty within the federal workforce.
Federal employees have long accepted lower compensation than their private-sector counterparts in exchange for job stability and the opportunity to serve the public good. Yet, this latest mandate sends a clear message: their work, their expertise, and their contributions are not valued. Instead of fostering a culture of trust, collaboration, and accountability, this directive reinforces a toxic, authoritarian style of leadership that thrives on fear and compliance rather than engagement and innovation.
Real Leadership Is Built on Trust, Not Fear
Great leadership isn’t about issuing ultimatums—it’s about inspiring people to do their best work. It’s about empowering employees with the tools, autonomy, and respect they need to be effective. Instead, we’re witnessing a return to a leadership philosophy rooted in control, surveillance, and mistrust—one that is neither effective nor sustainable in the modern workplace.
This shift is part of a larger pattern playing out in both the public and private sectors:
Return-to-office mandates that disregard employee well-being and productivity data.
Aggressive union-busting efforts that undermine workers’ rights and bargaining power.
A culture of micromanagement that treats employees as liabilities rather than assets.
The consequences of these trends are clear: disengaged employees, talent flight, and organizations that struggle to innovate and adapt.
The Leadership We Need
Leaders—whether in government or corporate America—must recognize that the best organizations are built on trust, not coercion. The companies and institutions that will thrive in the years to come will be those that:
Cultivate open, two-way communication between leadership and employees.
Invest in employee success and well-being, rather than treating them as disposable resources.
Lead with empathy and accountability, rather than fear and punishment.
The New Leader is about challenging outdated leadership norms and redefining what it means to build strong, resilient organizations. This isn’t just about politics or policy; it’s about setting a new standard for how we lead—one that values people, fosters innovation, and creates workplaces where employees can thrive.
What kind of leader do you want to be?