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Paying the Cost To Be the Boss: One Reality of Leadership
By Ivan D. Butts
NAPS National President
James Brown recorded “The Boss” in the ’70s. It was Brown’s funky, soulful soundtrack to the 1973 movie “Black Caesar.” The song is an ode to leadership, but a very particular kind.
Leadership earned through hustle and hard work echoes Brown’s journey from poverty to iconic status. “Caught, tracked, turned my back” speaks to the resilience required to lead, particularly when the journey gives you insights from which you have to fight to disentangle.
Beyond the individual struggle, “The Boss” also reflected the broader social changes of its time. Its release resonated in an era when social hierarchies were being questioned and opportunities claimed by those who long had been denied them. Brown rose from the segregated South to become a cross-cultural music megastar; the song serves as an anthem to others like him who fought for their place at the top.
The cost of being the boss means putting in the hard work, making tough decisions and, sometimes, sacrificing comfort for growth. Leadership often comes with a glamorous image, but the truth is being in charge requires sacrifices, resilience and an unwavering commitment to your vision. “Paying the cost to be the boss” is more than just a catchy phrase; it encapsulates the challenges and responsibilities of leadership.
One of the most immediate costs of leadership is financial. Whether you’re starting your own business or managing a team in a larger organization, financial resources often are needed to fuel growth. This may include investing in technology, hiring skilled employees or developing marketing strategies. Leaders must be prepared to allocate funds wisely and, sometimes, take calculated risks to maintain a well-trained and well-motivated workforce.
On Sept. 12, the USPS engaged with NAPS on a proposal to make changes to the pending FY24 PFP payout cells. NAPS Headquarters welcomed the opportunity to partner with USPS leadership in continuing to add some financial relief back into the pay of EAS employees as we had seen the past two-plus years. Your NAPS resident officers and the NAPS Executive Board PFP Review Committee considered all the data we requested in making our review of the proposed changes.
On Oct. 2, NAPS presented the USPS with a counter request to their proposal, which called for continuing the same adjusted PFP payout cells implemented for FY23. On Oct. 10, NAPS received notice from USPS Headquarters that our proposal was not adopted. We were given, in writing, what would be the FY24 NPA payout cells, which we promptly shared with our members that same day.
Soon thereafter, NAPS Headquarters received notices from the field of USPS NPA payout cells that differed from what was noted by NAPS Headquarters in the official notification received from the USPS. We began reaching out to USPS leadership, asking why it was reneging on the official notification we received on Oct. 10.
As consumers, we expect that when we receive something from a supplier it is what they say it is. Have you ever gone to purchase something you think is a great deal, but, when you got to the counter, the item scanned at a different (higher) price? This is not a “my bad” moment. This is an accountability moment for that company to keep its word to the customer. I hear the words of my late father here: “Your word is your bond.”
This adage underscores the importance of demonstrating integrity and reliability in one’s professional life. The quality and dedication of your word is a testament to your character and trustworthiness. Essentially, it means you should be as good as your word and your actions (or words) should reflect your commitments and promises.
In a world where reputations often are built on dependability, this phrase reminds us that consistency, effort and honesty in our words can be as binding and significant as any formal agreement.
Some have written off this PFP discrepancy as unfortunate inconsistencies that displayed errors between the signed USPS notification NAPS received and reported to EAS employees as their FY24 NPA payout cells and what the USPS published to employees. NAPS does not agree. We believe the USPS should be leaders and stand behind the words we received in writing on Oct. 10.
Calling this an unfortunate inconsistency is a discredit to the hard-working EAS employees of the Postal Service. This represents approximately $45 million of pay wealth to EAS employees being wiped out.
In a column from the other management association, I read an accusation that the NAPS resident officers do not care about the EAS pay issues due to our status as retirees. Why, then, do they now readily write off $45 million of EAS wealth?
While I recognize and appreciate the words from this association 14 days after the fact, the points are clear: NAPS Headquarters, with the assistance of a strong Executive Board, has been in front of this issue. We will continue to always put the advancement of EAS employees first in all we do.
Maybe what helps all EAS employees in the development of pay policies and schedules, fringe benefit programs and other programs relating to supervisory and other managerial employees is having NAPS resident officers who are not looking for a job in an ideal location at the end of their tenure nor willing to include you in the sacrifices to achieve their needs.
In solidarity…
Categories: The Postal Supervisor
