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Government Leader home > March 2005 issue
March 2005; Vol. 1 No. 1
TRANSITION AT THE TOP: How to survive and thrive under a new boss
Depending on a senior manager’s point of view, the arrival of a new department or agency chief can be a breath of fresh air or an ill wind that blows no good.
Is there any way you can ensure the former,
to protect your projects, your people and
even your own career?
It likely depends on you, rather than whoever
walks through the door. Current and former
executives who have survived their share
of transitions say, essentially, that the best
approach is to be positive. Avoid the temptation
to be defensive. Instead, find ways to help
the new official—often a political appointee—
follow through on his or her agenda.
Turnover at the top is a fact of life in government,
particularly after a presidential election—
even when a president is re-elected. The
administration hasn’t changed, but some of its
key players have, or will.
A few tips for survival:
VISION THING. Try to see your world through
that person’s eyes. Appointees have energy, a
vision and an agenda, but they might not
know the potential pitfalls. It’s part of the
career executive’s job to figure out what they
really want. How can you help them deliver
on the president’s agenda?
Don’t tell a new official, “Here’s what you can’t
do or say.” For one thing, it doesn’t help. For
another, they might just ask, “Where’s the law
that says we can’t?” And you find out that there
is no law or rule against it, it was just a tradition,
a TWIWAD (the way it was always done).
PROTECTING PROGRAMS. Remember that
newly appointed officials will want to make
their mark while in the federal government—
and helping you keep your program going
might not help them to meet their goals. So
give them fresh ideas.
Show them where they can make a difference,
while positioning your program in a
way that can help them make the difference
you identified. Timing is also delicate. Let
them catch their breath before unloading
your ideas. Wait at least a month. Preliminary
hints are OK.
NEW PLAYER, NEW TEAM. Your goal is to become
a trusted member of the new team—a
status that is key to maximizing your ability
to get things done.
Think of how you would answer the question
your new boss is asking herself: “Why do
I want this person on my team?” As Yogi Berra
would say, the past is history: No matter how
great you are at your job, you need to focus on
how you establish yourself as a valuable part
of your new boss’ ability to achieve objectives.
COOPERATION, FROM A TO PLAN B. Be a stakeholder.
Work with your leadership to shape
the future, produce results and reap the rewards.
Demonstrate your commitment to
change with two-way communications and
inclusive leadership.
Strengthen and enlarge your circle of trusted
colleagues—teamwork, integrity and professional
ethics are at the heart of surviving
change.
Have a positive outlook and Plan Bs—that
is, treat people and organizations with respect
and good will, and have several backup plans
for daily emergencies and exit strategies.
THREE THINGS. “Communicate, communicate,
communicate,” and use your project’s
business case as the message. Get across as
succinctly as possible what you are doing and
why, what administration goals it supports,
and how you are managing to reduce risk
and maximize the value of the outcomes.
Emphasize your commitment to results.
Contributors: G. Martin Wagner of the
General Services Administration, Mimi
Browning of Booz Allen Hamilton Inc., Roger
Baker of General Dynamics Network
Systems, Phil Kiviat and Frank McDonough
of Guerra, Kiviat, Flyzik & Associates Inc.
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