When a major management change is underfoot—whether it be a new elected official, political appointee, or a new CEO—tensions often mount among the organization’s upper ranks. Will their jobs be safe, or will they be replaced by their new boss’ trusted advisor? Will that project they’ve been toiling away at for years be deprioritized? And what will become of the workplace culture?

Preparing for the Change

In the government world, officials are elected according to a regular cycle, their expiration dates firmly in place from the start. The fixed nature of this cycle affords employees the benefits of planning and foresight. On the flip side, the reality of political appointments is that new leaders and government appointees often clean house upon arrival, and some jobs may be swept out to make room for the new order.

If job security is not a concern, the next stay-or-go question is a more nuanced one: Do I want to work for this new leader? A lot of upper level managers in government began their careers as political appointees so their enthusiasm for carrying out the previous administration’s vision wanes when they envision replacement of their benefactor for someone new. Other officials though had entered the world of government because of a commitment to public service or excitement about a specific program. For these people, the captain of the ship was less important than the opportunity to work on its crew.

For those who emerge from this exercise of self-introspection with a plan to ride out the rocky waves of transition, preparation is key.

1. Research the department head or CEO, whether he or she will be your boss, your boss’ boss, or your boss’ boss’ boss,

2. Get a feel for what she has done at previous organizations, whether she tends to tow the party line or lives to shake things up

3. Find out what her pet projects in previous stops were and what kind of management style does she favor in implementing projects.

Armed with a better understanding of what you’re in for, you’ll be ready to adapt and make the most of the change that’s in store.

Surviving the Change

Within a few weeks of a management change, you should have a feel for whether she’s about top-down change and employees who follow orders, or whether she’s looking for mavericks to help her turn the status quo on its head.

Remember, though, that adapting doesn’t mean transforming into an entirely different employee. Keep an open mind to the impending change and be flexible. Establish a clear and concise understanding of your job that you can articulate to someone by identifying critical tasks in a clear manner.

Thriving After the Change

Changes in management personnel can span from the macro-level (management styles) to the micro-level (specific aspects of a process). This means that you would need to stay open when the word “reorganization” is uttered; perhaps the layout of the current organizational chart can be improved upon. It may be as simple as adjusting to a new meeting schedule or status report format—sometimes the minutiae of office life are ripe for revamping and hold greater potential for change than you would think. We are creatures of habit, and this kind of openness is easier said than done. But failing to challenge our assumptions is a sure recipe for hamstrung progress. Upheaval among the upper ranks of any organization can send you into a frenzy of stapler-clutching anxiety. But it is also rife with opportunity, if you know where to look for it.
Source: How to Survive a Major Management Change

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