Transition Time – Make it Work for You

The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.

By Patrick Malone
September 16, 2024

Election season is upon us and public servants across the nation are bracing for changes in administration, leadership and staffing. It is truly the hallmark of a democratic society when we see the peaceful transfer of power across different levels of government and communities all around our nation. But what most of our citizens are blissfully unaware of are the transition activities that occur when (actually before, during and after) new political officials and their appointees take the stage.

Transition processes very greatly from state to state and from jurisdiction to jurisdiction. At the federal level, transition activities are tightly prescribed thanks to the Presidential Transition Act of 1963. The Feds get an added bonus this year because they are dealing with a newly updated statute that allows both presidential candidates to receive transition resources if the result of the election is in doubt. That means equity at the granular level. Agencies may end up having to provide equal access to all briefing matter, office space, communication, materials, technology and more. No small task.

All transitions – federal, state, local – have certain things in common: progress tracking; reporting requirements; dashboards; incoming briefings; outgoing briefings; risk management; briefing books; and meetings, meetings, meetings. This is – oh by the way – in addition to the services that public servants provide every day for our citizens. It is no wonder that transitions of ruling political parties create exhaustion and fatigue.

But there is an upside, and one we often fail to consider. Lost in the quagmire of transition activities are real opportunities for public servants to make the right first impression on new political officials. Remember, these newly elected/appointed individuals are the ones that control the flow of resources and set priorities for public servants in their day-to-day work. Having mesmerized and educated them early on can mean not only survival, but significant growth for programs that impact our citizens.

Paying close attention to those first impressions has the collateral impact of building trust, establishing credibility and opening the lines of communication. This means that when the going gets tough down the line, the political is far more likely to heed the advice of the seasoned public servant. When that happens, we all win. And where new politicals are concerned, good first impressions entail a few very basic steps.  

Shake hands and call the new political by name. A firm handshake, looking them directly in the eye, and introducing yourself with confidence goes a long way. Set the tone for professional relationship by being crisp and succinct in your description of you and your team’s work. You are the expert and make it clear that you understand your role is to bring your knowledge to the new administration’s priorities.

Do a little homework.  Elected officials do nothing in a vacuum. They want their pet projects to be known by voters across the spectrum. And they want success. It’s pretty easy to do a little homework on them before they arrive. What does their track record show? Is there any chance that they have been in government before? If so, reach out to staffers worked for them in the past. Preparation for that first interaction starts early. Gather as much information as you can well before they arrive.

Let your team shine. In the pomp and circumstance of transition activities senior public servants tend to limit the exposure of their teams to new political figures. This excessive formality is not only unnecessary and artificial, but also harmful. Make the space to let your team be seen. We know the value of those that make the magic happen. Make sure the political knows it as well.

Keep them informed.  Political officials have thousands of things running through their minds at any given time. Be respectful of the high-pressure positions they hold and keep them informed. They all have different preferences for how this is best accomplished but getting this understanding in place early on can save a lot of heartache later. 

Use humor. Yes, humor.  Everyone loves to laugh, and humor serves as the great equalizer.  When we laugh it increases our heart rate, blood flow and reduces levels of stress.  Most importantly, it connects us, no matter what our differences may be. As long as the humor is tasteful, and delivered carefully, the results will be positive. 

Remember, as tedious as these may be, transitions offer a fantastic opportunity to educate incoming political figures on the mission and value of public service. Many of them, as we know, do not come with public sector backgrounds, and are often shocked by what they find in terms of the barriers in delivering public goods to a community. Put your best foot forward and draw on the passion that got you into public service in the first place. Be loud, be proud. Show ‘em what you got!

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Author:  Patrick S. Malone is the Director, Key Executive Leadership Programs at American University.  He is a frequent guest lecturer and author on leadership and organizational dynamics in the public service.  His co-authored book, “Leading with Love and Laughter – A Practical Guide to Letting Go and Getting Real” (Berrett-Koehler Publishing) was released in Spring 2021. His new co-authored book “Leading in Small Moments” is targeted for publication in Winter 2025. Follow him at sutchmalone.com

 

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