In a landscape marked by constant evolution and the persistent call to "do more with less," leaders in public administration are facing some pretty unique challenges. A recent webinar titled "Navigating Change in Public Administration," hosted by Leadership Connect in collaboration with the National Academy of Public Administration, gathered a panel of experts to dive into these complexities and share some practical insights.

Getting Comfortable with the Uncomfortable

The panel discussed the inherent discomfort that accompanies any change in public administration. Julia D. Novak, CEO and executive director of ICMA, offered a three-step framework:

1. Acknowledge the discomfort and the unknown.
2. Communicate authentically about the situation and the path forward.
3. Enroll teams in the vision for the future.

James Christian Blockwood, president and CEO of the National Academy of Public Administration, emphasized the importance of understanding the external environment, engaging in self-reflection to understand one's own values and role, and having a clear understanding of the job's responsibilities and limitations. He highlighted that leaders don't have all the answers, and navigating discomfort is a shared experience.

Maria Thompson, executive government advisor in cybersecurity at Amazon Web Services, highlighted the "fog of war" analogy, explaining that confusion often results from poor communication. She stressed the importance of frequent, clear communication and fostering teamwork. She urged leaders to be role models and set an example for their teams. She also added, “As leaders in the roles that we play, we have to ensure that we are providing that template for our teams to model.”

Secretary Brian Slater of the Commonwealth of Virginia emphasized open discussion and transparency, encouraging staff to share their thoughts and ideas. Even if decisions don’t always align with everyone’s views, it’s vital for staff to feel heard.

The Reality of "Doing More with Less”

The phrase "doing more with less" is common in public service, especially at state and local levels. Slater talked about prioritizing critical tasks, removing inefficiencies, and using strategies like zero-based budgeting and shared services for better efficiency. He stressed focusing resources on essential areas and leveraging technology such as AI for improved operations. He stated, "I think it's really important to prioritize what is most important and to focus the resources that you do have, to do that which is most important first. Look at ways to create efficiencies; everything from zero-based budgeting to shared service options. How do you consolidate, how do you standardize, how do you optimize, how do you centralize, how do you… reduce costs and to do more with less?"

Maria Thompson stressed the importance of resourcefulness amid budget cuts, suggesting prioritizing important tasks, smart use of resources, and building partnerships. Drawing from her experience in cybersecurity, she emphasized the need for "scrappiness." She advocated for prioritizing critical workloads, leveraging internal and external resources and capabilities, and building strategic partnerships. She noted that budget cuts are driving a greater need for automation, integration, and the strategic use of AI. 

James Christian Blockwood spoke about focusing on the impact of services, identifying unnecessary elements, and balancing human effort with technology. He cautioned against over-reliance on AI, suggesting human interaction remains crucial. Julia Novak saw change as an opportunity to rethink and improve processes. 

Novak pointed to process innovation as a key strategy. Periods of change, she argued, offer an opportunity to re-examine existing processes and policies that may have become barriers. Leveraging AI as a tool for process improvement can be particularly beneficial.

Navigating "Mini Doges" and Policy Shifts

The panel discussed the emergence of "mini Doges" (Departments of Government Efficiency) at the state and local levels. While the names may be new, the underlying concept of seeking efficiency and scrutinizing regulatory excess is a recurring theme in government history.

Secretary Slater gave historical examples of government reorganizations and reforms, suggesting that change is a constant and government tends to "right size" itself over time. He stressed the importance of engaging staff who understand how programs work to identify areas for improvement.

The discussion also touched on the potential for federal responsibilities to shift to state and local levels, using the example of FEMA's role in disaster resilience. Novak emphasized the need for policy advocacy to ensure that shifts in responsibility are accompanied by the necessary resources and policy frameworks to support effective service delivery. Speaking more on this subject Novak shared:

“Tactically I think this is one of the important strategies for state and local governments to be thinking about because there's some shifting happening at the federal level that trickles down and has huge impacts on state and local governments and their readiness and ability to care for people in their communities… .There's a framework… [on] how different levels of government are going to tax, what services they're going to provide and we kind of get comfortable with that. Now that there might be change, what are the other policy changes that are going to go along with this to allow a different type of service delivery model or a different level of service delivery by lower state and local governments. I think it's a time for advocacy and looking for clarification.”

The Power of Communication

One recurring theme during the panel discussion was the critical role of communication in navigating change. “In a lack of information, the human mind goes to the worst possible scenario, so I think it's important to communicate and to overcommunicate," Secretary Slater said.

Novak highlighted the parallels to the early days of COVID, emphasizing the need for consistent, transparent communication from leadership and the importance of creating spaces for dialogue. She stressed leading with empathy, acknowledging the discomfort and anxiety that teams may be experiencing.

James Christian Blockwood reinforced the need for frequent, two-way communication and underscored that actions speak louder than words. He advised leaders to make the situation about the people on their team and the citizens they serve, rather than about themselves or the organization. He advocated for communicating, “as early as possible and… transparently."

Leadership in Transition: What Makes a Good Leader Through Times of Change?

Blockwood offered powerful insights into what makes a good leader: cultivating a learning mindset, being authentic and trustworthy, and demonstrating courage by being willing to say and do difficult things. He cautioned against trying to be someone else and urged leaders to know their values and be proud of their actions. He added, "If you can, wake up, say something, do something, change lives, make really hard decisions, do your best given the information you have at the time, and at the end of the day you can say 'I am proud of what I've done.'"

Maria Thompson added the crucial point of building a culture within the organization that fosters innovation and ensures stability, even while leadership has turnovers. She emphasized the importance of recognizing and celebrating the successes of teams to build morale and collaboration. 

Secretary Slater reiterated the importance of professional expertise in the implementation phase of policy changes, emphasizing that the "devil is in the details" of how policies are put into practice.

The Enduring Spirit of Public Service

In closing, Blockwood offered a reminder that public servants are the backbone of government. While others may initiate change, it is the dedication and hard work of public servants that keep government functioning. He urged attendees to see the opportunity in change, to know themselves and their environment, and to never forget the vital impact of their work. In a week dedicated to public service recognition, his message resonated deeply: "Who moved my government? Really good question. But who keeps government? It's the public servants."