FMA contributes to a quarterly "FED Forum" on FedManager.com, responding to different questions and prompts. The prompt for the latest Fed Forum, is "Team Morale." The piece was originally published on FedManager.com on May 3.

In addressing team morale, we thought what better place to turn than recent winners of FMA’s prestigious Manager of the Year award. In some ways, they all offered variations on some core themes: communication, leading by example, fairness, and going above and beyond.

To lead things off, let’s start with Ron Gryga from FMA Chapter 275, who received the award earlier this year at FMA’s 84th Annual National Convention. His approach? “Listen more than you talk and give more than expected.” Listening more than you talk can be easier said than done but can also allow team morale to blossom. For example, colleagues of 2016 Manager of the Year Sue Thatch said they “genuinely believe Sue hears their concerns and leave with the knowledge she helps in any way she can.” Like Ron, Sue listens to her employees, leads by example, and takes immediate action on issues that arise. By doing so, she is a motivational force, fostering a fully dedicated workforce.

Simply being observant and aware of the needs of employees around them also allows managers to improve morale. As an observant manager, Sue recognized the constraints newly hired federal employees faced when they tried to attend medically necessary appointments to treat military service-related disabilities. Because of her, veterans who are newly hired as federal employees, and who qualify as thirty percent disabled or more, can receive 104 hours of sick leave to use within their first twelve months of employment in order to treat their disabilities. Sue created a federal workforce environment that puts the needs of the employees first, undoubtedly raising morale at Marine Corps Air Station Cherry Point and across the country.

In 2020, FMA named Ken Westlake of FMA Chapter 375 (Environmental Protection Agency) as Manager of the Year. This was at the beginning of the Covid-19 pandemic. One of Ken’s staffers spoke about his impact on team morale: “Working for Ken is an incredible opportunity. He enthusiastically shares vast expertise on environmental topics, encourages staff creativity, and has built trust that lets us know he always has our best interests at heart. Through each challenge that comes our way – from the government shutdown to this year’s worldwide pandemic – we are more productive and happier at work because of Ken’s leadership, guidance, and support. He’s a daily reminder of how to be a good public servant as well as a good human.” During the pandemic Ken regularly drove a 168-mile round trip route across Illinois to deliver – while wearing mask and gloves and remaining contactless – homemade cookies to all of his staff to help keep morale up. This is an example of going above and beyond!

Team morale can come in many shapes and sizes and yield tremendous results. Brendan Cravalho, FMA’s Manager of the Year in 2018, served as Pearl Harbor Naval Shipyard’s agency project officer for the annual Combined Federal Campaign (CFC) drive for charities. In that capacity he led the shipyard to raise more than $10 million in individual contributions and pledges since 2001. As a result of his tireless leadership, the average giving each year has been greater than $110 per person. This wouldn’t happen if morale was low.

Finally, Kimberly Price from the Railroad Retirement Board, FMA’s Manager of the Year in 2021, spoke at length about team morale. She encapsulates many of the traits noted above.

Listening/communication? Check.

Kimberly actively looks for opportunities to connect with her staff. Following advice learned during an FMA National Convention, she set up a quarterly process which allows each staff member to individually spend quality time with her. These meetings are strictly voluntary, with the agenda set by the staff member. The meetings provide an opportunity for staff to express themselves freely to her about any work or personal matter, enabling them to build trust and understanding. She said, “The premise behind the sessions as presented at the FMA Convention was that a good leader needs to establish a rapport, to get their employees to follow them. Part of getting them to follow you is that they need to get to know you. If they know you, they will hopefully like you, and if they like you, they will trust you. That was the premise behind my establishing ‘Fifteen Minutes with Kim.’” The concept became popular quickly, building trust, and giving employees and the manager insights about each other.

Leading by example? “I think that my staff appreciates that I am a straight shooter, I call it as I see it, I hide nothing from them. I will share with them in an honest and unvarnished fashion. Another thing I think is important in this is fairness. I have never had the attitude that people work for me. No, you work with me. I think that comes across in their relationships with me, and in their awareness that they can come to my office and tell me what is on their mind. I always wanted to be approachable, and make sure that people feel safe.”

Fairness? “To be fair, and to make sure people perceive you to be fair, is critical. People’s perception is their reality. It is not enough for you to know that you are being fair. You must make sure that there is no doubt in the minds of others, if you want to maintain the trust and authority, you need to be an effective leader.”

These are the ideas that made these federal managers exceptional leaders, creating a culture of outstanding team morale, and earning them the Manager of the Year award along the way.