The following is taken from an article written by UNC Executive Development’s Kirk Lawrence for The Association for Talent Development. The article focuses on the effects of a presidential transition in a federal agency, but can be applied to any industry when dealing with a change in leadership.
When it comes to presidential transition, no matter what your field is, you should know what your agency’s priorities are moving forward into the next administration. The premise here is “how do I continue to promote or protect those priorities based on the continuity or my organization?”
The challenge is keeping organizational priorities validated, relevant, and upfront with a new team that you’re going to have to get on board at the political level. Regardless of where you are in the federal sector, if you’re dealing with a political appointee that’s coming in, that’s the person you have to convince that what you have in place is valid.
However, the considerations don’t stop there. Not only do you need to look at who your stakeholders are (both internally and externally), you need to identify the key influencers of those stakeholders—understanding this bigger picture of who needs to be onboard will be key in making sure everyone is on the same page.
There is an acronym, VUCA, that addresses the environment as transitions are planned and executed. Volatility, Uncertainty, Complexity, and Ambiguity all contribute to the planning environment—how do you operate in that environment. How does a potential change in administration contribute to this environment?