After the Shutdown: How Federal Leaders Can Reboot, Reconnect, and Rebuild

October 6, 2025

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As the federal government shutdown stretches into its sixth day, many agencies are quiet, waiting for the signal to restart. But former Federal Acquisition Service Commissioner Julie Dunne, now a principal at Monument Advocacy, says this period of uncertainty offers federal leaders an opportunity to pause, plan, and prepare for what comes next.

Speaking with Francis Rose on Fed Gov Today, Dunne draws a thoughtful parallel between the current shutdown and the early days of the COVID-19 pandemic. In both situations, she explains, leaders face ambiguity, disruption, and the challenge of maintaining focus when so much feels out of their control. Her advice to federal managers is clear: step back, take a breath, and think strategically. “You have to telescope out and stop looking at the day-to-day, hour-to-hour,” she says. “Take a quiet moment and ask, what are the top three things I need to do when I get back to work—or if I’m still at work, what do I need to do to support my people when they come back?”

Dunne emphasizes the importance of proactive communication during times like these. During her tenure at GSA, she learned that relying on government-wide messages or official emails from OPM wasn’t enough to keep people informed or motivated. “You really have to be proactive as a leader,” she says. “Know your audience and what your messaging is.” Effective communication, she explains, isn’t just about updates—it’s about reassurance, consistency, and understanding how each team member is affected by the situation.

For leaders who may not have been fully prepared for the shutdown, Dunne offers practical guidance. The key, she says, is to focus on preparation for the return. “You’ve got a little more work to do when you get back to the office,” she notes. Managers should know their teams well enough to identify who might struggle to regain motivation and plan accordingly. “You can’t see around every corner,” Dunne says, “but you can motivate and be transparent in your leadership.”

She also encourages leaders to think about how they can rebuild coordination once employees return. Simple routines, like short daily stand-up meetings, can help reestablish priorities and restore a sense of rhythm to the workday. “People don’t like long meetings,” she says with a laugh, “but a ten-minute huddle to go around the horn and reset priorities can make a big difference.”

Dunne doesn’t shy away from acknowledging the emotional strain that shutdowns cause. She points out that those who continue working during a shutdown experience added stress, while those furloughed often face anxiety about returning. When the government reopens, tensions can arise between those groups—especially when everyone ultimately receives the same pay. Her advice: don’t take it personally. “Everybody’s got different roles and responsibilities,” she says. “Focus on what you can control.”

Finally, Dunne reminds leaders to take care of themselves, too. She recommends simple routines like daily walks—without the phone—to clear the mind and reduce stress. “A 20-minute walk does amazing things for your brain,” she says.