how to lead in times of change

In 2021, I joined the Michigan Unemployment Insurance Agency as its director during one of the most challenging times in its history. As you may remember, that was a time of national crisis for unemployment insurance agencies. In Michigan, our agency had 11 directors in 10 years and was in the middle of an unprecedented flood of pandemic-related unemployment claims. We had loud voices with large platforms criticizing our work and politicizing the mission. There was a great deal of anxiety, uncertainty, and turmoil as we worked to provide critical benefits to people. 

Many leaders of public-serving institutions are grappling with similar feelings right now as they watch rapid changes at the national level and wonder if there will be ripple effects for state and local teams. It’s a hard place to be as a leader, and I understand that feeling deeply. In times like these, it’s not about having all the answers; it’s about being there for those you serve and your team and guiding them with empathy through uncharted waters.

In navigating turbulent times, there are key practices I’ve learned that can help leaders steer their teams with greater clarity and compassion.

My first piece of advice for leaders of public-serving institutions is to pause. Take a breath. It can be tempting in this rapid-fire environment to react in real time to every conversation and shift. But I've learned through my own experiences that sometimes the most powerful response is to resist that urge. There’s strength in silence—whether it's holding back a quick comment or leaving that email unsent for a moment. As leaders, your words matter and have the power to both cultivate resilience in your teams and to accidentally increase stress and anxiety. Take the time to ensure your communications are calm, clear, and strategic. Our words carry weight and influence. Make them count and use them judiciously.

Second, know when and how to turn down the volume. In a recent SNL skit I saw, news anchors declared “We’re not going to get sucked in by every new shiny statement” only to immediately cut away to breaking news reacting to a new shiny statement. It’s human nature and difficult to overcome, but this steady stream of cortisol is neither good for us nor the organizations we lead. Develop a clear strategy for consuming the information you need and then know when to say “enough.” Implement boundaries. Doing these things and communicating the steps you’ve taken will set an example for your team and leave your head clearer to help your organization focus on its priorities. 

When you find the right moment to speak, narrow your focus and the focus of your teams. Uncertainty can be overwhelming. Reducing the issues that take up your time and mental real estate to what you can change or adapt to will better position you to harness the energy of your teams and give them a path forward. As any public sector leader knows, the mission must come first. So ask yourself: What can you do to continue serving your constituents? If you see challenges to your mission ahead, how can you get a small team working on solutions so everyone else can focus on the daily work of public service? 

This is also a period to ensure you’re making time for your teams. Prioritize helping them navigate these difficult days. Your team needs a leader out front, providing clarity and a steady presence. Get in front of them. Be certain to communicate that you see what’s happening and are working to solve the pieces in your control. These are the times that people need to see their leaders with purpose and intent.

If your team is feeling well-supported, I encourage you to explore if this crisis is an opportunity to make meaningful improvements to how your agency serves the public. While I was at UIA, I partnered with Civilla to rebuild trust in our agency through human-centered design services. We researched the needs of both claimants and employers and created detailed products for both groups to help them navigate the unemployment insurance system. Since launch, they’ve been some of the most popular pages on the Michigan UIA website with hundreds of thousands of views. The response has been incredibly positive — it’s helped rebuild trust in the agency, improved how UIA serves the public, and brought new ideas and enthusiasm to UIA staff so they can continue improving. 

Amid times of change, we need people who dare to run toward the fires in their organization, to stand in the gaps, and to stick around to pick up the pieces. It requires sacrifice and courage, but if you can have that kind of resolve, you can help teams rebuild stronger. It’s a skill we’re going to need in the days ahead. 

- Julia Dale