​​Leading Through Administrative Transition

What do we know about upcoming transitions in executive leadership?

In November 2026, Minnesotans will elect a new governor, and a new administration will begin in January 2027. This change in executive leadership means transition and change for us in state service: a new governor and team, likely new leaders in cabinet agencies, and at least some changes in priorities and approaches. The extent of change won’t be known until after the election and beyond. For most of us, we’ll continue our established good work for Minnesotans without interruption during the transition period.

During this time of change and uncertainty, here’s what we know:

  • Transition in executive leadership is normal in state government; it is a feature of our democracy and administrative government.
  • The State of Minnesota has established processes in place to support effective transition from one governor to the next. Much of this work is behind the scenes, but many staff and leaders are busy in the months before the election setting up a physical space and developing resources for the governor-elect and their team.
  • Agency leaders are working to ensure there are solid foundations, closures, and handoffs where needed for their agencies and programs during this period.

If you are leading through transition

Especially for those of us in civil service roles (non-appointed, permanent classified positions), staying the course on existing work and supporting our teams should be our main areas of focus during this period.

Regardless of specific role, these reminders about leading through change can be helpful:

  • Consider your assets: Who on your team or in your organization has institutional knowledge that will be helpful during a transition? Where is information held?
  • The Bridges Transition Model helps us reflect on how individuals are experiencing transition. Bridges describes three phases: Ending What Currently Is, The Neutral Zone, and The New Beginning.
  • People respond to change differently; maintain curiosity and withhold judgement. People may be quite concerned or fearful about upcoming change, or they may seem blasé. Make space for different questions and reactions.
  • Communicate even when you don’t have perfect information or “news.” Setting up a routine cadence for leadership communication can be helpful.
  • Don’t forget the basics: both rational objectives and experiential objectives matter when working with people. From a rational perspective, what are you and the other person(s) trying to achieve while working together? From an experiential perspective, how do you want people to feel while working with you and there after?
  • You are also experiencing change: Be kind to yourself and those around you (at work and home). Refresh on existing resources (example: Employee Assistance Program); connect with others.

If you are starting a new leadership role

If you’re starting a new role in leadership, whether as an appointee or in the civil service, review the points above regarding leading through transition. Additionally, consider these points as you get started:

  • Things will be different. Even if you’ve been in state service a long time, a new leadership role will mean you are establishing new relationships, learning new things and building new muscles.
  • Take a moment to do initial reflection and planning before you get going. Consider the metaphor of running a race: make sure to tie your shoes and set your feet before you start running.
  • You have resources and people who can help, both inside your agency and across the enterprise. See the resources listed below. Reflective practice accelerates learning. Whether it’s on your own, with your colleagues, informal or formal—take time to consider what is working well, what you’re learning and where to grow. You might ruminate on missteps or catastrophes. When you realize you're having these unhelpful thoughts, reach out for support.
  • Make time for learning, planning and doing. Focus on progress rather than perfection – perfection doesn’t exist! You won’t have time for all you want to do.

Reflection questions for leaders in new roles

  • What do I want to see in place in my role/team in the next three months? And what do I need to do to get there? (start with the end in mind/start backwards)
  • How can I embed an iterative process (or Plan > Do > Study > Act) in my planning?
  • What’s the right balance for me/for my style in learning, planning, doing? (And should I stretch in a slightly different direction given my new role?)
  • What are the big barriers I have to remove to be successful? And how will I move them?
  • Who do I need to talk to – internally and externally? What are opportunities for mutual resource sharing, collaboration, or partnership? What relationships should I build?
  • What is my work to own vs the work of others I should support?
  • What is my purpose, what am I doing here? And then ask: what do I need to do?
  • What opportunities exist to do the work differently? To embed our values or mission in our how we operate?
  • What context about this team/role/agency is needed to help inform my leadership style/approaches?

The STARS framework for new leaders

In The First 90 Days in Government, Peter Daly and Michael Watkins offer a framework for leaders to assess their organizations:

  • In a Start-up situation, there is rapid design and integration. Leaders may have limited resources to work with and may need to build from scratch, which can be a challenge. But the energy and excitement in a start-up mode can help leaders “do things right from the beginning.”
  • In a Turnaround situation, there can be perceptions of failure, and a perceived need for shake-ups. Leaders need to help employees and partners overcome demoralization and rebuild. But since the need for change is widely known, there may be more support from outside the organization and understanding when leaders must make tough decisions.
  • In a Realignment situation, the organization may be facing an increase or reduction in resources, with corresponding need for resizing, reorganizing or retraining staff. Challenges here include changing unhelpful cultural norms and convincing employees and others that change is needed. Leaders can identify and amplify “pockets of strength” that exist in the organization to help realignment succeed.
  • In a Sustaining success situation, leaders may seek to avoid error and may feel they are “playing defense.” Leaders can celebrate the strength of the existing team and past leadership, and use team’s motivation to succeed building the organization for the future.

As you start your new role, consider whether any of these situations exist in your organization, and how you might use these concepts.

If you are an individual contributor during a time of transition

  • You can also consider many of the ideas described above—leadership during times of change isn’t based only on position in an organization. For example, if you’re in conversations with colleagues where uncertainty may be leading to conflict—reflecting on how individuals respond to change differently may help you reframe the conversation.
  • Much work continues during and after transition, so your team may not experience noticeable change at first or at all.
  • It’s possible that specific projects or priorities could be delayed by a leadership change. For example, if a high-stakes report requires a commissioner review and signature, a new leader may take more time for review. You can talk to your manager about any concerns you have about your work during transition—realizing that they may not be able to forecast specific impacts.

Above all, we in state government can take pride in our work to serve Minnesotans! Continue to lead with courage, commitment and partnership during this important administration change.

Resources from the Enterprise

From Management Analysis and Development (MAD)

From Enterprise Employee Assistance Services

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