If You are a Leader in the Government, You are in a Transition; Embrace It
Gary Slyman (PCC)
Executive Coach | Assisting leaders build clarity on their career tragectory and leadership through coaching
Congratulations you made the decision to stay in your role as the leader of a government organization. Want to succeed?? Embrace a transition mindset.
My view of a transition mindset:
How significant were the impacts of the “Fork in Road” email on your organization and people?
The leaders I work with have seen a lot of angst, anger, and confusion. More is coming. The comfortable past is gone.
Right now, the government has many of the traits of a startup or an industry going through a disruption. How do leaders lead in those environments?
The successful leaders have a mindset that allows them to be agile, adaptable, and resilient. I believe the elements of a transition mindset allow them to accept uncertainty, seek out new opportunities and establish new limits.
The definition of transition: the process or a period of changing from one state or condition to another.
As we explore each of these elements define the transition your organization is going thru. What is its current state or condition? What do you think the new state or condition will be?
Accept the Uncertainty
For the past month you have felt the angst and discontent of your team. How much time and energy has been wasted talking about the uncertainty rather than taking action? What could you have accomplished using that time and energy?
Guiding principle
Control what you can control and prepare for likely scenarios. It is always better to have a plan to deviate from rather than be in the “react” mode.
How can you focus your team on what is certain? Start with projects, personnel and budget.
What projects you are certain are required to meet your mission? Identify them.
What is a staffing plan that you are certain will meet your priorities? Build it.
What is a budget you are certain will address your priorities? Create it.
How does this inform your path forward?
If the cuts come you have a plan to deviate from.
Create Opportunities
Every crisis has potential to reveal hidden opportunities.
Most crises send organizations into self-protect mode to maintain the status quo. What if you looked to remake your organization?
Guiding principle
Every crisis has the possibility to create new opportunities. Previous crises have created the concepts of rapid prototyping, agile programming, and the idealized design process to name a few.
What opportunities have you wanted to take advantage of in the areas of projects, staffing, and budget? Where can you gain synergies? Is this the time to look at AI?
Establish New Limits
What constraints were limiting you in the areas of projects, staffing, and budgets?
Guiding Principle
Think strategic. What if you took a more strategic look at your organization and its trajectory?
What other organizations does yours impact: internal and external? What other organizations could you positively impact? What would it take to build those relationships? Are you open to merging with other organizations?
How does the current organizational chart limit your impact? What changes would you make to the chart if given the opportunity?
If you want to make an impact as a government leader “Embrace the Transition”. Look at what you can control and take action to succeed in the new environment.
Executive Coach | Assisting leaders build clarity on their career tragectory and leadership through coaching
1 周Thanks Wendy. I worked with a client today who has taken control of his path forward. He mapped his actions to deal with the worst and best case scenarios.
Biotechnology Commercialization & IR Professional
1 周Good advice, Gary! Complaining gets us nowhere. Analysis and planning bring possibilities, even if it is done during uncertain times.
Non-Profit Executive | Board Member | Transformational Leader | Building High-Performing Teams | Advocate for Leadership Excellence & Community Growth
1 周I like 'control what you can control.'