The Case for Carefully Choosing Your Boss

by Jen Daulby - CEO, Congressional Management Foundation

Opening Statement: Last July, I had the privilege of joining CNCT's Capitol Spotlight podcast. David asked a thoughtful question: from an entry-level perspective, how important is it to work for a "good boss," or is it enough just to get your foot in the door? At that time, my counsel was that the office didn't matter.

One Minute: Less than a year later, my answer has changed. Today, it is critically important for the best and brightest staff to choose carefully whom they work for because they now have the leverage to do so.

In 2025, Congress experienced the highest staff turnover the institution has ever recorded. That trend is unfortunate for Congress and the American people, but it carries an important implication for job seekers and for staff who find themselves in difficult offices: you have options. I speak daily with senior staff across the Hill, and they are all searching for experienced professionals with a strong work ethic who can thrive in a team environment, demonstrate dependability, and manage competing priorities.

I often think about high-performing staff working for difficult or unfocused members. There was a time when even a challenging office offered valuable lessons such as learning "what not to do." Also, most offices used to operate with similar norms and expectations. That is no longer the case. Increasingly, entry-level staff are having vastly different experiences depending on whom they work for. This is beginning to impact the employment prospects of former Hill staff as they move into roles outside of government. Employers in DC now scrutinize what member you worked for as closely as what position you held.

Consider the contrast: Member A has a legislative agenda, asks thoughtful questions in hearings, sets clear goals, and runs a well-managed office. Member B has no goals beyond incendiary social media posts, rarely engages with constituents, and maintains lax office policies that set no standard of excellence. Staff in the latter environment are missing out on essential professional development. Many are several years into their careers without ever drafting goals, receiving structured feedback, participating in a retreat, or engaging with constituents in the district.

Remaining in an underperforming office is not simply unpleasant — it stunts a staffer's growth and limits future opportunities.

Closing Statement: My challenge to Hill staff is this: you worked incredibly hard to earn a position on Capitol Hill. Make sure you are building a career with someone who is worthy of your talents.