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Jason J. Fichtner, Ph.D.

Acting Deputy Commissioner of Social Security, Social Security Administration

1. Describe your current position and what led you to your job?

I currently have the honor of serving as the Acting Deputy Commissioner of Social Security. In that capacity, I am the 2nd highest ranking executive for the Social Security Administration (SSA) and assist the Commissioner in administering the Social Security programs (retirement, survivors, and disability), as well as the Supplemental Security Income (SSI) program. I am also responsible for executive leadership in the development and execution of economic policy for SSA. Additionally, I directly manage a research staff responsible for conducting analyses of social insurance policies based on major social initiatives and economic trends.

To provide some background on the size of the Agency, Social Security provides financial protection to more than 160 million workers and their families, and pays approximately $580 billion annually in benefits to approximately 50 million Americans who receive monthly Social Security retirement, disability, or survivors benefits. The SSI program pays monthly benefits to more than 7 million aged, blind or disabled Americans who have little or no resources. The Social Security Administration is an independent federal agency with a national workforce of about 62,000 employees in 1,500 facilities nationwide.

Before joining SSA, I was a Senior Economist for the Joint Economic Committee (JEC) of the United States Congress. I was on the JEC staff for 8 years and my research responsibilities included Social Security, federal tax policy, budget issues, as well as policy proposals to increase saving and investment. I joined SSA and Commissioner Mike Astrue in August of 2007 as the Associate Commissioner for Retirement Policy. I was designated the Acting Deputy Commissioner by President George W. Bush in May 2008 and was officially nominated for the position in June. At this time, my nomination is pending with the United States Senate.

2. What has been the most rewarding moment in your career?

That’s actually a very tough question. I’ve been very fortunate to have a rewarding career across the board. Generally, while it may sound like a cliché, a career in public service is very rewarding. Though some days are better than others, it is very rewarding to be able to go home at the end of the day and know that you’re actually making a positive difference because you are serving the people. Specifically, the most rewarding moment was when I finished my Ph.D. I went back for my Ph.D. while working on the Hill full-time. It was a very long and hard road. When I successfully defending my dissertation, it was definitely very rewarding.

3. What is the best career advice you have received?

Treat your staff and the people around you with respect.

4. What would you recommend to someone interested in working in your field?

First of all, it’s important to like what you do.  You won’t be successful or happy if you’re not interested in the subject matter or in the job.  Second, to be successful in a public policy related job you have to learn as much as you can. In fact, you can never stop learning. Read as much as you can about your subject area and always work to improve your professional skills. Lastly, when opportunity knocks - answer. Don’t be afraid to make a job change. It’s often very hard for people to give up a job they are comfortable in. However, the way to advancement is very often moving to a new agency/company.

5. What challenges have you faced and how did you successfully manage one situation?

It is a huge challenge in a large government agency to get people to agree to change. Institutions have a culture and cultural identities are very strong. Change is often met with resistance, even if it’s necessary and ultimately the right course of action. As an executive, I’m often charged with leading projects or initiatives that require the Agency to change. For example, working to develop new goals and objectives for an agency strategic plan or changing the way field office personnel help citizens understand when to file for retirement benefits.

To successfully manage and implement change in a large organization, it’s critical to have buy-in across key parts of the agency. Include members from as many different parts of the organization as possible and get them involved and engaged as early as possible Bringing together a diverse group of people to find a solution in a team-building environment can often bring about change smoother and more successfully than if the process is implemented in a top-down fashion. While this may need more effort on the front end, it’s much less work on the back-end and likely better results.

6. What skills are necessary or what prepared you the most for your career?

Each successive job is a building block of experiences that help prepare you for the next challenge. Learn from each and every one of your experiences and, to the extent possible, from the experiences those around you.

As far as specific skills are concerned, there are those you can teach in school and those you just have to learn by experience, practice, and patience. For example, interpersonal skills that enable you to work with others and build consensus is not always taught in school. However, it’s a very important skill to have if you want to be a manager or leader and get things done.

The ability to conduct and understand research methods was the most important skill I learned in school. In public policy, too often rhetoric takes the place of substance. If you don’t have a good grasp of research methods, it’s very hard to be successful in a public policy related job. It is also very important to have the ability to analyze problems and offer suggestions for improvement based on sound research. And I want to emphasize the importance of offering suggestions for improvement. Too often I see people criticize something but fail to offer constructive solutions.

7. What professional associations have aided in your professional development?

To be frankly honest, my association with the Georgetown Public Policy Institute has been an incredible asset. As a member of the GPPI adjunct faculty and alumni board, I have had the opportunity to meet and interact with outstanding students, alumni, faculty and staff. The networking opportunities that are available are truly amazing.

8. Anything you would like to add?

As a member of the GPPI Alumni Board, I want to stress the importance of the networking community that GPPI offers. Make sure you stay involved and in contact with the school, the faculty, your friends and colleagues. Georgetown is a wonderful part of my life and I’m grateful for all of the friends I’ve made through my connections with GPPI.