The Little Pieces Matter

The Little Pieces Matter
By Myrna Pashinski
NAPS Rocky Mountain Area Vice President

The little pieces are what makes the difference. Success isn’t built on a few big decisions — it’s built on the small ones we make every day. Success is in the details: the corner you chose not to cut so the job was done right and the piece of information you took time to share so someone else did not lose valuable time trying to figure it out.

When information is not shared, the impact is immediate. Tasks take longer, confusion grows and the entire team feels it. But when we communicate fully and consistently, we raise the level of performance across the board. Teams become more engaged, more efficient and better aligned.

A day in the life of a USPS management team is busy and fast-paced. With constant demands and an abundance of data, the challenge is not a lack of information; it’s ensuring the right information is shared at the right time. When that does not happen, the team falls out of sync.

So, how do we stay aligned? We communicate with purpose. We collaborate throughout the day. We ensure closing supervisors clearly understand what has been completed and the incoming team knows exactly what still needs attention. That level of coordination drives unit performance — and, ultimately, impacts pay-for-performance outcomes.

Then there are the daily responsibilities — the little pieces — that cannot be overlooked. Reports must be completed. Payroll must be accurate. Document requests and pay adjustments must be fulfilled. Route counts, special counts, cash counts and stamp audits all are essential and ongoing. These are not minor tasks; they are the backbone of a well-run operation.

How are you managing them? Are you staying organized, meeting deadlines and maintaining control of your operation — not just reacting to issues, but leading with intention?

Equally important is the role of leadership. Is your leadership team present and engaged? Do they regularly visit your operation? Are they there to support you in challenging situations? Are they actively coaching and mentoring when they see opportunities for growth? They should be!

As outlined in ELM 650, accountable managers and supervisors are responsible for the day-to-day performance management of their employees. This includes monitoring performance, providing resources, offering coaching and delivering meaningful feedback. Performance improvement is a shared responsibility between manager and employee; early communication is critical to building a strong and effective working relationship.

There are leaders who model this well — who take the time to engage, guide and support operations. But there is an opportunity for more consistency, more presence and more investment in developing others.

We need managers, MCSOs, MDOs, postmasters, MPOOs, district managers and division managers to actively share their knowledge, skills and experience. Their insight and guidance matter. And every piece of information they share helps build stronger, more capable teams.

Leadership development doesn’t happen at once — it happens one moment, one conversation, one lesson at a time. It does not matter from where that leadership comes. Whether it’s your direct supervisor or a senior leader visiting your unit, the impact is the same. When someone takes the time to invest in your growth, it makes you a better leader — and strengthens the entire organization.

In the end, it all comes back to the little pieces — the information we share, the standards we uphold and the effort we put in every day. When management collaborates, communicates and commits to continuous improvement, the Postal Service becomes more effective, efficient and resilient.

And, most importantly, we take better care of our most valuable resource — our people. Because that’s how we retain talent and attract talent. That’s how we improve service and reduce costs.

One small piece at a time.