A change in government often leads to changes in the structure of public sector: known as a Machinery of Government change (MoG).
MoG change can include evolving, devolving, abolishing and merging government entities and transferring assets, people and liabilities between departments.
This process is often ambiguous and protracted, delivering uncertainty levels exceeding other ‘business as usual’ changes.
The following 8 actionable tips for leading through and beyond MoG change offers ways for you to confidently and effectively guide and support individuals and teams.
Research on change shows that people experience externally driven change through predictable stages, and for many, change can be experienced as a loss. “The process of letting go of the past can bring up feelings of sadness, grief and loss”.
People commonly experience change as a loss because the nature of our identity is to seek and maintain certainty and predictability. This is even more significant in the Public Sector, where research has shown that motivation generally has firm foundations in “interest in a community of people, a state, a nation”, and “belief, values and attitudes that go beyond selfinterest and organisational interest, that concern the interest of a larger political entity”(2).
Use these eight tips as a reference and guide as you plan, review, and refresh your approach to leading your people through MoG change.
You can successfully establish a path through the change process reducing stress and increasing productivity while supporting attitudes, conversations, and outcomes that deliver value far beyond the MoG period.
For help in integrating these tips into your leadership practice, download the ebook here.
Build Objectivity and let go of what you can’t control
In the public sector, structural changes are inevitable. MoG changes will continue to present challenges beyond your control. The key to effectively leading through them is accepting their inevitability, letting go of what you can’t control and focusing on what you can control; your ability to lead others with objectively, empathy and optimism.
Listen for the three stages of transition
Change disrupts the desire for consistency, leading to uncertainty. There are three key stages to be aware of Endings, the Neutral Zone and new beginnings.
Constantly communicate with the people you lead
People naturally get curious and confused during change. To address this, regular information updates are crucial, even if there’s no new news. Communication is vital during ambiguity and uncertainty, as it fosters connection and makes people feel valued. It is the most valuable leadership skill for maintaining safety and productivity. Be mindful of individual differences and tailor your communication to their specific needs, considering factors like personal circumstances, past experiences with change, and behavioural styles.
Fill your cup first
The best leaders of MoG restructures have a solid sense of self and can work with the many complexities inherent in large organisational change. They do this by ensuring their mental and emotional cup is full of the emotional capacity, spaciousness, and objectivity needed to lead others through change confidently.
Create and follow a 3-6 month strategy
The best leaders have and follow a solid strategy that allows for adaption and flexibility to keep the team productive during change. Focus your leadership on a plan of action designed to keep moving towards the long-term overall aim of your team. Being strategic is best represented by calmly, thoughtfully and consistently moving one step at a time towards the purpose or goal of the group, division or branch.
Lead your peer and lead your bosses
People at all levels need your leadership and can benefit enormously from your focus, respect and care. Value your peers and bosses and support them to succeed, especially if they are struggling. Leading through MoG change is an opportunity to help others achieve and grow through the experience. Care about the success of others, and others will care about your success and the law of constructive reciprocity will flourish for all.
Build your leadership brand
Your leadership brand is how people perceive you based on their experiences or hearsay. It can be distilled into a simple statement, like “Joanne is a valuable team member” or “Stephen can be difficult to work with.” Always be reinforcing your personal brand. You deserve to profit and progress in your career, and even though things might seem unfair at times, the one thing you can do is be accountable to yourself and build your leadership brand despite the subjectivity of how people characterise you.
If things become stormy, be the Emotionally Intelligent (EQ) lighthouse
Emotional intelligence (EQ) allows leaders to see, access and operate with increasing objectivity through organisational change. It takes bravery to fully open yourself to developing emotional intelligence because it isn’t easy. Emotional intelligence can set you on a trajectory towards more agency, leadership effectiveness and greater impact.
Practise leadership with confidence and compassion for yourself and others and foster trust in change so all might thrive through this phase of their career.
Peter Shields
On a practical and psychological level, restructuring creates unpredictability, adding tension to people’s workplace experience. It introduces the likelihood of physical changes (change of office, manager, location) and changes affecting the meaning people attach to their roles and professions. This uncertainty in the workplace can impact satisfaction, relationships and productivity, requiring leaders to utilise additional skills and resources.
Identify your behavioural traps and how to avoid them, download the ebook here
Peter Shields is a transformational executive coach specialising in leadership transformation.
Read his ground breaking new leadership transformation fiction ‘Leadership Alchemy’ and embark on your personal leadership transformation.