Managers and Leaders in the USPS

Managers and Leaders in the USPS
By John Aceves
Former NAPS Secretary/Treasurer

A clear distinction exists between a manager and a leader in the United States Postal Service — a difference that is equally significant in any successful, large company. Although both positions involve authority, their methods and influence on an organization can differ considerably.

Individuals in leadership positions bear the critical responsibility of communicating effectively and consistently upholding ethical standards for their teams. Competent leaders deliver instructions that are clear and unequivocal, fostering trust, motivation and direction in organizations such as the USPS.

Nevertheless, when employees are advanced to roles in which they may lack adequate preparation or expertise, it can pose significant challenges for them, the organization and the EAS cadre under their supervision.

I have seen cases in which promotional decisions appeared to be influenced by personal relationships or subjective judgment. For instance, an EAS employee was promoted from a lower-level EAS position to a higher role, subsequently received disciplinary action, was downgraded, then later reinstated, fast-tracked and promoted back to a similar, higher-level position.

Another instance involved a senior manager who created a hostile and toxic atmosphere for employees while upper management seemed reluctant to intervene until the situation was brought to the attention of USPS Headquarters. To address the situation, this person had to participate in professional development training, informally referred to as “charm school.” Really?

In another case, a plant manager had 30% of their EAS employees with recorded discipline; others were appealing proposed disciplinary measures. The manager subsequently was informed and surprised that an Initial Management Inquiry Process (IMIP) regarding a toxic work environment was being requested.

I could continue with other stories, but the point is made. These recurring patterns can raise important questions about an organization’s transparency and consistency of promotional practices.

In a Nov. 12 USPS Headquarters letter from Deputy Postmaster General Doug Tulino, he stated:

“Having leaders that are effective, professional and understand their role in protecting the organization and its employees is essential to the ongoing success of the Postal Service. As I recently shared in connection with your FY2026 Performance Accountabilities and Goals, our leaders are stewards of our service mission and the public’s trust. We achieve our mission by creating a safe, civil, and high-performing workplace, and we are accountable for both achieving our desired results and the leadership style we demonstrate. Creating proper work environments by demonstrating appropriate leadership is the right thing to do and will help us achieve our objectives of improved financial stability and excellent service.”

I offer a sincere “thank you” to Tulino for issuing such a letter. Now, I hope this message filters down to leadership in the field. I’m all for upward mobility, but when you knowingly promote unqualified employees, well, that’s when problems start.

A copy of this letter and other information can be found on the NAPS website, www.naps.org. Until next time.

Taking care of business the “NAPS way.”