May: Transition How-Tos [Zussman]

Good list, drawing from Zussman. Rings true from my experience under the Harper government (Policy Arrogance or Innocent Bias: Resetting Citizenship and Multiculturalism):

Here are a few do’s and don’ts from seasoned bureaucrats who’ve weathered many a transition:

This is a test of impartiality and neutrality. Many public servants have only worked for a Trudeau government and this will be their first transition. A new government, especially under a new party, may want to undo, change or scrap policies, programs and your pet projects. Don’t be attached to the programs you worked on — it’s not your role.

Zussman argues deputy ministers must ensure employees are prepared for these shifts and get “past the mindset that they have formed over the last decade and to think in different terms.”

Time for the PS to shine. Be well-prepared, do your homework, know the platform, and show you’re a committed, non-partisan public service that can be relied upon. That builds trust. Have some “early wins” ready for them. Don’t say things can’t be done.

Keep it professional. Don’t greet a new government like an overeager puppy. Don’t try to be their best friend or badmouth the outgoing one. Your role is simple: work with them, understand and implement their agenda, and recognize the legitimacy of their agenda. (They are elected. Public servants aren’t.) If you can’t live with that, it’s time to move on and leave.

Let them lead. Some incoming governments have been watching, planning, and know the system better than public servants assume. Treating them like rookies can backfire — especially if they’ve seen the bureaucracy in committee, dodging questions. “Let them lead the dance,” said one bureaucrat. They know what they want, and the public service’s job isn’t to teach them “government 101” but to deliver.

Expect skepticism. New coach, new game. One former deputy minister likened a newly elected government to a new coach who comes in because the previous leadership was seen as not delivering. So, expect the new government to be skeptical that the public service is up to the job and can execute its agenda. This skepticism is justified. Acknowledge and adapt to it. Demonstrate you can work under the new leadership and deliver its priorities.

Don’t assume you know what the new government’s relationship with stakeholders will be.

Don’t recycle the last government’s or minister’s contact list of stakeholders to call. That could backfire.

Be cautious.

Let the incoming team define its own relationships without speaking for the stakeholders.

Source: May: Transition How-Tos [Zussman]