President’s Corner March 2022

For the first time in months, something about this morning felt different. There is more light in the sky as we approach spring, additional cars are on the road as more people head back to the office and, dare I say it, a sense that “normalcy” may be returning.

It may sound odd to say that since we are still amid a pandemic and are watching the Russian invasion of Ukraine and the accompanying humanitarian crisis. Here at home, we are digesting the detailed report about Minneapolis’ chaotic response to the protests that erupted across the city following the murder of George Floyd. We strive for a respectful discussion and action to address racism, but passion and lived experience make that challenging to achieve. There is no denying we have challenges ahead. Still, I hope that our union work can provide some sense of normalcy during these trying times without taking away or minimizing the difficult situations we are experiencing. I ask all of us to lead and follow with grace, show compassion, and practice self-care.

As State offices reopen to the public on April 22, we can show concrete examples of what we want in our post-pandemic workspaces. MAPE members have kept the State government running for two years, mainly through telework. Telework was relatively rare before the pandemic and has since become a necessity. The crisis has highlighted the need to be prepared for large-scale workforce shifts, but it has also been a catalyst for delivering quick results. We have proven we can keep the government running while teleworking and will continue discussions with MMB about the importance of allowing employees to make their own decisions about their work environment. Telework has become a necessary retention and recruitment tool for the private sector and essential for the government.

I recently came across a Harvard Business Review article highlighting another idea we may want to urge our employer to consider. The report defined psychological safety as the belief that mistakes will not lead to discipline. Psychological safety is not simply a “nice to have” policy in the workplace. It is a competitive advantage for employers. High-performing teams need psychological safety to allow for moderate risk-taking and creativity. Research shows people are most engaged and creative when they feel comfortable and psychologically safe in the workplace. The freedom to behave more authentically all around in today’s world is why we need to continue the fight for expanded telework and flexibility, moving toward employee-determined schedules and work environments. 

Earlier this month, we completed our first-ever virtual Lobby Week. Nearly 200 people participated in more than 100 online meetings with their legislators to ask them to support our 2021-2023 contract. Our contract is now in interim effect, but we need everyone’s help to ensure the Legislature passes our agreement before the end of the legislative session in May.

Thanks for all you do for Minnesota and our union.

In solidarity,