Managing Teams Through Change

For many federal employees, workplace change is no longer something that happens every few years. It is happening regularly in the tools they use, the tasks they perform and the skills their jobs require. The rapid adoption of artificial intelligence is changing how employees research information, draft documents, analyze data, communicate and make decisions.

Some employees may be excited about the potential of new technology while also wondering what it means for their roles, responsibilities and future career paths. Others may feel overwhelmed by the expectation to learn new tools while continuing to meet existing demands. And almost everyone will need time to adjust to new ways of working.

Managing through this kind of change requires more than introducing new technology. Managers need to help employees understand how and why their work is changing and where their skills and judgment continue to add value. The goal isn’t to make every change feel easy. It’s to give employees clarity, stability and a sense of purpose while keeping the mission moving forward.

Communicate What You Know — and What You Don’t

Managers don’t need to have every answer, but they should communicate regularly about what is known, what remains undecided and when employees can expect additional information.

When you don’t have an answer, be honest. Saying, “I don’t know yet, but I’ll share what I learn,” is more effective than avoiding difficult questions or speculating. During periods of uncertainty, employees can quickly fill information gaps with speculation — it’s important not to add to that.

Connect Change to the Mission

Employees are more likely to stay engaged when they understand how the change will help their work make a positive impact on the overall organizational mission. Make the mission impact a key focus of why they should embrace the change. Also highlight what is NOT changing as a result of a new technology or policy.

Keeping the focus on the mission can provide an important sense of continuity while other parts of the workplace are in flux.

Protect Focus and Priorities

Change can create an “everything is urgent” environment, adding new responsibilities on top of existing workloads. Employees may feel they do not have the time to learn new systems while completing their already overfull to-do lists.

Work with your team to identify the most important priorities and clarify what can be paused, delegated or eliminated. Keep goals and expectations flexible enough to reflect changing circumstances.

Prioritize Feedback

People don’t necessarily expect to control every organizational decision, but they do want the chance to provide input about how changes affect their work. Build opportunities for employees to ask questions and express concerns about how proposed systems or policies might adversely impact how they work.

Managers can schedule listening sessions focused on the specific change, distribute surveys that employees can complete anonymously or create a Teams channel for submitting questions and concerns. When speaking with employees, managers should ask targeted questions such as, “What tasks are becoming easier or harder?” and “Is the new tool creating more work?”

People Are the Key to Change Success

Successful change means navigating uncertainty, not eliminating it altogether. By communicating honestly, maintaining focus, listening to employees, and connecting day-to-day work to the mission, federal managers can help their teams remain resilient and productive — even as the path forward evolves.

By making employees active participants in the transition, you can build buy-in and gain access to critical information about the operational impact of change from those who see it best — the people doing the work.

As the founder of GovEvents and GovWhitePapers, Kerry is on a mission to help businesses interact with, evolve, and serve the government. With 25+ years of experience in the information technology and government industries, Kerry drives the overall strategy and oversees operations for both companies. She has also served in executive marketing roles at a number of government IT providers.

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