Q: Please use the following space to share some of the stressors you typically encounter while working at DHS/your component agency



•   Management’s inability to give clear direction and constant criticism of an effort (Directorate for Management)

•   Some micromanaging of projects (USCIS)

•   Disorganized management (OHA)

•   Impossibly short deadlines or turn-around times (Directorate for Management)

•   High levels of responsibility, low control

o   Everything is an emergency

o   Turnaround times are, for the most part, artificially immediate. Very few of the emergencies should actually be classified as such but rank-and-file employees are expected to jump on demand

o   Overall low morale

o   Micromanagement (Directorate for Management)

•   Reinventing the wheel. Fighting the supervisor to do the job (USCG)

•   Calls 24/7 for services (USCG)

•   Program managers that discourage questions (USCG)

•   Supervisory—my immediate military supervisor was recently relieved, and a civilian coworker with less experience and education was named supervisor for the next year. In my 10 years in this office as a civilian, I have had 1 competent supervisor out of 4 (USCG)

•   Demanding unappreciative supervisor

o   No autonomy

o   Serious lack of leadership in my program (USCG)

•   Leadership disparity of issues between leadership and workers (USCG)

•   Unqualified and inexperienced managers who are making decisions that have negative consequences for the DHS workforce. More focus is on creating projects and false missions to keep

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