How government leaders can maintain momentum amidst changing administrations

In government institutions, maintaining momentum as a leader can seem daunting amid the ebb and flow of election cycles, appointments, and rotations, compounded by regular turnover. In these often-transient roles, leaders may feel overwhelmed as they strive to advance programs while simultaneously nurturing team growth and their own leadership development. Amidst these transitions, how can teams maintain momentum?

Maximizing limited time in office by adopting a “renter” or “owner” mindset to clarify leadership positioning and building team buy-in can help leaders drive meaningful, lasting impact.

For example, Lt. Col. Patrick Blankenship used this concept with great success. As the director of Recruiting Operations for the 8th Marine Corps District, Blankenship supports leaders as they navigate both long-term and rotational roles, where change is a constant. 

The way Blankenship describes it, assuming a role with a renter’s mindset, with the foresight another renter will eventually implement or face the outcomes of your work, necessitates a mindset focused on sustained, collective effort.

This mindset ensures collective understanding–building trust and buy-in from everyone involved–and assists in building a sustainable, action-oriented culture with a team that can endure after any one individual departs, regardless of their influence.

It’s also vital to balance ownership of more than just accomplishments but also the processes put into place used to make critical decisions, whether they succeeded or not. Eventually, someone else will carry the water with the team you leave behind. Establishing a value proposition, which couples the renter and buyer mindset for each individual Marine, ensures seamless transition and continued productivity regardless of changes made or changes to come.

To maximize your time in a leadership role, we recommend adopting the following practices:

1. Be a good “renter”

In roles that are inherently temporary, leaders benefit from adopting a “renter’s” mindset. Just as a responsible renter personalizes a space without causing lasting damage and prepares it thoughtfully for the next occupant, leaders in transitional roles should fully embrace their position, regardless of its duration. Leaders should make the most of the opportunity and ability to create change and leave the role, and broader team, better than they found it. Good stewardship means respecting the foundation laid by predecessors, building on their work, leaving a personal mark, and ensuring a smooth transition for the next leader who will follow.

2. Be a better “owner”

Some roles within government have more permanence than others. Those in these roles know the ebb and flow administration to administration will alter some initiatives. Still, these “owners” know that they need to maintain their property as the anchor tenant. When “owners” and “renters” work together, aligning around a shared purpose becomes essential. Creating this bridge between teams that do have longer-term leaders or managers will alleviate some strain when transition time inevitably comes. Teams need to understand both how the network functions in terms of structure and connection, and who they can partner with on a consistent basis. With these resources and relationships in place, teams feel more supported and confident, enabling them to continue their work smoothly, regardless of leadership changes.

3. Establishing “true buy-in” 

As “owners” and “renters” work together, there needs to be focus on the collective purpose. Establishing true buy-in is an approach that makes any shift feel collaborative rather than imposed. By intentionally communicating and involving team members in decision-making, leaders can foster a shared sense of purpose, creating a supportive environment for their shared goals that can outlast their own tenure. In government, where frequent transitions are the norm, building a coalition of supporters and securing commitment to the vision will empower teams to carry forward initiatives, even when leadership changes. 

As leaders navigate their roles—whether temporary or more permanent—they must prioritize building trust, fostering collaboration, and leaving behind a legacy of shared purpose. By adopting a "renter" or "owner" mindset, leaders can effectively clarify their roles and responsibilities. As leaders cultivate trust and encourage collective efforts, they create a resilient foundation that can withstand leadership changes. Through these strategies, government leaders can effectively manage the complexities of their positions and drive meaningful change, ensuring that their contributions endure long after they move on.

Leslie Zemnick, principal at Kotter, is based in New York and Washington, D.C.

Rachel Rosenfeldt, executive director of Commercial Strategy and Operations and Head of Training at Kotter, is based in Boston.

Additional contributions by Lt. Col. Patrick Blankenship, U.S. Marine Corps.