Government employees have always worked in environments shaped by change. But lately, the pace feels relentless.
New technologies. AI initiatives. Cybersecurity requirements. Workforce shortages. Budget pressures. Evolving citizen expectations.
One change arrives before the last one has fully settled.
As someone who has spent more than two decades studying leadership, coaching leaders, and teaching organizational behavior, I’ve noticed a pattern. What leaders often describe as resistance to change is frequently something else entirely: change fatigue.
Employees are not necessarily resisting the destination. They’re exhausted by the journey.
The challenge for leaders is not convincing people that change is necessary. Most public-sector employees understand that. The challenge is helping people maintain trust, resilience, and motivation while the changes keep coming.
The problem is that leaders often assume everyone experiences change the same way. They don’t.
Consider a new AI initiative. One employee may be energized by the opportunity to learn something new. Another may worry about accuracy, accountability, or unintended consequences. A third may wonder how the technology will affect relationships with colleagues or citizens.
Same initiative. Different reactions. Why?
Because people are motivated by different things.
Behavioral psychology has long shown that people are driven by different needs, values, and priorities. Some are motivated by innovation and growth. Others value stability, predictability, service, collaboration, or expertise. When leaders overlook these differences, even well-intentioned change efforts can create frustration and disengagement.
So, what can leaders do?
1. Learn What Motivates Your Team
Many leaders know their employees’ job responsibilities. Fewer understand what genuinely motivates them.
- Pay attention to what energizes people.
- Listen to what they consistently talk about.
- Notice what concerns them when changes are announced.
The employee asking detailed questions may not be resistant. They may simply value preparedness and competence. The employee who worries about implementation may care deeply about delivering quality service to citizens.
Understanding these motivations provides valuable clues about how employees are experiencing change.
2. Communicate Through Multiple Motivational Lenses
One of the most common leadership mistakes is communicating change through a single lens.
For example, leaders often emphasize efficiency, but efficiency is not everyone’s primary motivator.
- Some employees may connect more strongly to improved public service.
- Others may respond to opportunities for learning and growth.
- Others may appreciate greater collaboration or reduced frustration in daily work.
When leaders explain how a change supports multiple outcomes, more people can see themselves in the story.
The goal is not to convince everyone with the same message. The goal is to connect the message to what different people value.
3. Get Curious Before Labeling Someone Resistant
Coaching has taught me that behavior is data. When someone pushes back, withdraws or appears skeptical, our first instinct is often to explain, persuade, or correct. A better first step is curiosity.
- Ask questions and seek to understand.
- Explore what concern may be driving the reaction.
Often, what appears to be resistance is actually uncertainty, frustration or concern about unintended consequences. But, when leaders become curious rather than defensive, trust grows.
And trust is one of the most important resources organizations have during periods of change.
Where AI May Help
Much of the conversation about AI focuses on productivity and automation. Those benefits matter. But one of the most promising applications may be helping leaders better understand people.
Emerging AI-assisted coaching tools can help identify patterns in employee concerns, communication styles, and motivational differences. Used thoughtfully, these tools can help leaders have better conversations and make more informed leadership decisions.
Technology alone won’t solve change fatigue. Understanding people will.
Government organizations will continue to face technological and organizational change. That reality is unlikely to slow down. The leaders who navigate it most successfully will not be those who simply manage change more efficiently. They will be those who understand what motivates the people experiencing it.
Because when people feel understood, they become more resilient. And resilience is what helps organizations move forward, even when the next change is already on the horizon.
Elizabeth Tuleja, Ph.D., PCC, is a leadership educator, executive coach, and former professor specializing in leadership, communication, and organizational change. She has taught at the University of Pennsylvania’s Fels Institute of Government and The Wharton School, as well as the University of Notre Dame, Cornell University, and abroad. Her work focuses on helping leaders build trust, resilience, and motivation during times of change. Learn more on LinkedIn.
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