Preparing Yourself (and your Agency) for Transition

The day-to-day challenges for managers in state government—public visibility, resource constraints, changing priorities—can become even more daunting in times of transition.

Transition can take on many different forms in state government:

• A newly elected governor
• The appointment of a new commissioner, deputy commissioner, or assistant commissioner
• The retirement of a key agency leader
• Changes in organization structure in response to changing federal or state mandates
• Changes in a team when members take new assignments outside the work unit

How to prepare for transition

Prepare your story. Don’t expect that every new appointee, newly hired manager, or incoming co-worker knows the work you do. This is the opportunity to share why your work is important, how you measure results, and how you’re performing against those measures. Be prepared with your “elevator speech” so you make a positive impression when talking about your program. If you are also preparing briefing materials for a new appointee, remember that less is more. It’s your job to be concise and get to the key information that gives a solid overview. If the person you’re briefing wants more detail, be prepared to give more.

Stay focused on purpose. Reminding your team of the organization’s purpose is a great way to focus energy where it needs to be. Yes, there’s swirl of concern, perhaps because a well-known or beloved leader is moving on, or a key co-worker has found a new job. Recognize that there will indeed be a change and that staff may have concerns. However, a reminder that the work must go on—and that, in spite of departures, the organization will find a way to get it done—keeps the energy of the team channeled in the right direction.

Make statements of fact, not speculation. If a transition involves new leadership or a new organizational alignment, you might be tempted to reassure folks that nothing will change, or that there will be no changes in staffing. But refrain from making assurances about changes you can’t yet foresee. Instead, focus on what you DO know. Talk about your program’s track record, state your intent to represent that track record fairly and accurately, and praise staff for the work they do well. It may also be helpful to make a commitment to share what you can as the transition goes forward and you learn more. “I promise to tell you what I can, when I can” is a good way to put it.

Allow venting, but not fermenting. It’s natural for employees to be concerned about the future in times of change. As a manager, you (and your supervisors) might need to provide a listening ear to individuals or groups who have concerns. Don’t be dismissive of those with concerns—in uncertain times, most people have them. Hear your staff out and be as reassuring as possible. If an employee is truly stuck, consider consulting with MMB’s Leadership and Team Dynamics or reminding the employee of resources with the Employee Assistance Program (EAP) (or to similar groups within your organization). While most transitions are weathered without any major upset, sometimes they occur at the same time as other life challenges. If you are feeling overwhelmed or unduly anxious, find a trusted colleague to talk with or contact EAP.

See transitions for what they are. Transitions bring with them a lot of uncertainty. But they can also bring opportunities. See a transition as an opportunity to reengage your team, refocus energy on key program outcomes, build new and effective working relationships, and bring a fresh sense of energy to your work.