I was concerned with the problem of keeping the younger career people interested in joining the SES and looking at the long-term opportunities. We don't ask enough of the SES itself in terms of additional mobility and education. The real question is how the political leadership makes the best use of career SES talent. I would focus on how to manage within the current system and how the leaders of the system actually lead. That's how you address the morale problem.
Leadership takes flexibility and mobility.
We should define flexibility as not only geographic, but functional and sectoral. Political appointees can come in and, in 100 or 150 days, figure out what the mission is and how the place works. No one disagrees that we need change, probably fairly dramatic change. Performance issues are important. You could deal with performance management issues without legislation and that would be a step in the right direction.