Several years ago, I took on a position as the Director of Training at the U.S. Office of Government Ethics.
No…that insn’t an oxymoron. And yes, the organization does exist. In fact, it plays a very important role in our government and I’m proud to have worked there. If you ever want to know more, reply to this email and I’ll happily tell you more.
Back to the story.
When I stepped into the role, I was told this job would require a lot of change leadership. They weren’t exaggerating. The training program was in dire straits. On paper, it was supposed to provide professional development for around 6,000 people across 130 federal agencies. In practice, only about 150 people had received training the year before because we had only developed 8 programs.
To make matters worse, our instructional designers were taking over a year to develop courses because they were bogged down in bureaucracy. The general counsel’s office insisted on reviewing every detail before release because they were afraid we would mislead people from a legal perspective. The change process felt paralyzed by bottlenecks.
It was clear that organizational change was essential. The program was supposed to serve as a key driver of organizational success, but instead it was stuck in neutral. At first glance, the situation called for bold, sweeping change management initiatives. However, I quickly realized something: in the federal government, implementing change would require a different set of leadership skills to succeed. Senior leaders can’t just impose new systems overnight. Change leaders must influence, engage employees, and find subtle ways to shift culture.
That’s when I began to learn an important truth:
Successful change leadership doesn’t always come from massive gestures. It comes from subtle shifts.
The First Shift: Listening Before Leading
Instead of rushing to announce a grand plan, I started by listening. I asked employees across the agency what frustrated them most about training, what they wished existed, and what minor improvements would make their jobs easier.
I involved them in the problem-solving process and asked for their support. I put my trust in their expertise and abilities and asked them their opinions on strategies and initiatives.
This simple shift from directing to listening created credibility. It set the stage for employee engagement and gave people confidence that the change journey was about them, not just about me or my management initiatives.
The Second Shift: Small Wins Over Grand Gestures
Project managers and consultants often emphasize significant milestones and formal management models. But in this environment, small wins mattered more.
We began by redesigning a single course, and we used a new process. Instead of taking 12 months, we launched it in three, and it was a huge success. It wasn’t perfect, but it proved that implementing change was possible without endless reviews. That small success built momentum and other senior leaders in the organization realized that effective change could happen despite all of the government constraints.
This experience reinforced something I now teach often:
Successful change leaders focus on small, visible wins as a key driver of larger transformation.
The Third Shift: Presence Over Policy
In government, there’s always a temptation to hide behind frameworks, policies, or leadership models. However, I realized that the most crucial shift I could make was showing up.
I joined design meetings. I offered real-time feedback. I celebrated progress. My leadership style wasn’t just about decision making or managing change. It was about vision, support, and presence.
In today’s world of constant change and significant disruptions, presence matters more than another PowerPoint deck. Leaders must model good leadership by being visible, approachable, and supportive. That subtle shift builds trust and creates a supportive environment where employees are willing to embrace change and buy into the vision.
Results of the Change Efforts
Over time, the results were tangible. The program grew from eight to over eighty offerings in one year. Training reached more agencies and employees in those agencies. Development cycles sped up. Employee engagement increased. Skills increased, and we put more resources into the hands of government ethics officials.
The outcomes we produced were outstanding and it is one of my proudest change leadership accomplishments in my career. By focusing less on rigid management and more on small, human-centered shifts, we built momentum toward a sustainable future.
This was my first real lesson in how change leadership skills, such as listening, presence, and emotional intelligence, can turn around a failing program.
Lessons for Change Leaders
Looking back, here are the lessons I took away:
- Successful change leadership strikes a balance between strategy and humanity. Business strategy and strategic thinking are critical, but so is creating a supportive environment where employees feel heard.
- Change management focuses too much on compliance. Effective change leadership requires inspiring ownership, rather than merely enforcing rules.
- Decision-making should be shared. Few leaders succeed by controlling everything themselves. Involving employees in strategic decisions builds a shared vision.
- Visionary leadership matters. A clear vision, consistently communicated, helps teams stay aligned with organizational goals even in challenging market conditions.
- Presence is a critical role of leadership. Senior executives who lead change effectively don’t just design strategies; they also implement them effectively. They show up, model behaviors, and practice effective leadership.
The Project Management Institute reminds us that many organizations continue to struggle with change management. But the truth is, effective change leaders develop skills that go beyond frameworks: the ability to listen, engage employees, and model a leadership style that builds trust.
This Week’s Subtle Shift
If you’re leading change efforts right now, resist the urge to unveil another massive plan. Instead, try this: ask your employees one question “What’s one change we could make that would help you succeed today?”
This simple act of two-way communication will give you insights no management model can provide. It’s a practical way to discover thought leadership within your team, helping you lead change effectively while strengthening employee engagement.
Final Word
Change leadership isn’t about imposing a new system or launching another initiative for the sake of it. Effective change leadership happens when leaders focus on people as much as process, balancing strategic thinking with subtle shifts in behavior.
Successful change leaders understand that the path to sustainable success comes from small, human moves—the subtle shifts—that make the biggest difference.
