by Tarran Deane

Navigating Change – Leadership is Changing as Liberal Party Wins Queensland State Election 2024

Navigating Leadership Change in Politics – How You Can Lead Your People, Prepare & Navigate the Political Change Impacts Ahead

Preamble

On Saturday, October 26, 2024, the Liberal Party of Queensland, led by David Crisafulli, secured a decisive victory, marking a new chapter in Queensland, Australia’s political landscape. On October 28, Mr Crisafulli was sworn in as Interim Premier. Source: ABC News.

With any significant political leadership shift comes a mix of reactions, from optimism to apprehension. Some see fresh opportunities on the horizon, while others feel the weight of uncertainty. For those leading teams through this period, preparing for change means understanding that reactions will vary across our people and departments. The following insights will help guide these transitions smoothly, so each of us can remain focused, grounded, and responsive.

Introduction

Leadership transitions, whether in government or in business, inevitably bring adjustments. For Queensland organisations, a new government signals upcoming policy and regulatory shifts, some of which may impact the very fabric of our work and interactions. Facing this, leaders have an opportunity to help their teams remain steady and prepared, especially by addressing both the practical and human aspects of these changes.

In keeping with the PROSCI® ADKAR model, we will approach this change thoughtfully: Awareness of the potential impacts, Desire to engage with what’s ahead, Knowledge of new requirements, Ability to adapt, and Reinforcement of the steps we’re taking. Just as skilled bike riders understand that momentum follows their line of sight, these steps allow leaders and teams to stay aligned with a clear direction, navigating each stage with confidence.

Even as the Interim Premier Michael Crisafulli is the face of the Queensland Liberal party, representatives have stood on stages, and raced in their own electorates – for all parties.

As with MotoGP, Motorcycle Grand Prix racing, leading on the track is made possible with a great team, effective strategy, pre-start checks, regular updates that are relied upon by decision-makers, and the rider themselves, their post-race reviews, critical debriefs and importantly, staying the course.

Being prepared using a consistent approach for what is to come – the next race, the next challenge, the planned and the unplanned – is one way you can minimise stress on your people.

Your people may be impacted in several ways. PROSCI®, a global leader in change management, offers this model to analyse areas where individuals and teams may be affected.

PROSCI® 10 Aspects of a Person’s Job Impacted by Change

Graphic shows PROSCI®-10-Aspects-Change-Impact-Model-150-source_-PROSCI_-Shared by @TarranDeane Senior Change Manager.

PROSCI®-10-Aspects-Change-Impact-Model-150-source_-PROSCI_-Shared @TarranDeane Senior Change Manager.

 

Here’s what you can do to help your people navigate a change of leadership and direction across these 10 Aspects, using the PROSCI® ADKAR approach:

  1. Building Awareness

Organisation Type

 Actions for Navigating Change & Building Awareness

For-Profit
  • Emphasise economic and regulatory changes relevant to operations, focusing on how this awareness will help employees feel more prepared and in control, reducing uncertainty and stress.

Not-for-Profit
  • Outline anticipated shifts that may impact funding or policy on social issues. Recognising these factors reduces anxiety, equipping teams with a realistic view of upcoming changes.

Government-Funded
  • Focus on potential policy-driven restructuring or funding shifts. Clear updates on these help to mitigate concerns around role security and allow teams to prepare effectively.

Recruitment Agencies
  • Discuss labour market dynamics, focusing on evolving demands. This clarity on sector impacts helps address uncertainty about role adaptability and market positioning.
Public Sector Employees and Contractors
  • Provide updates on departmental restructuring or policy reforms that could affect job functions. This helps reduce fears of redundancy or drastic role changes by keeping everyone informed.

  1. Cultivating Desire for Adaptation

Organisation Type

 Actions for Navigating Change & Cultivating Desire for Adapting 

For-Profit
  • Encourage seeing policy shifts as new opportunities for revenue and growth. Highlighting these positives can reduce resistance by presenting change as beneficial rather than disruptive.

Not-for-Profit
  • Link policy changes to potential for greater mission impact, focusing on social or community benefits to inspire alignment. Reinforces shared purpose, helping ease anxieties related to funding volatility.

Government-Funded
  • Emphasise alignment with public service duties, highlighting continuity of purpose in service delivery despite political changes. This mitigates concerns over shifting mandates.

Recruitment Agencies
  • Inspire teams to view changing workforce needs as opportunities to provide more relevant, high-demand talent solutions. Encourages positive, proactive response to market shifts.
Public Sector Employees and Contractors
  • Foster a sense of purpose by stressing the role of adaptability in improving public services. Reduces fears of stagnation and provides a hopeful outlook on professional development under new policies.

  1. Equipping Teams with Knowledge

Organisation Type

 Actions for Navigating Change & Equipping Teams with Knowledge

For-Profit
  • Offer training on compliance with new regulations. Skills to navigate these changes improve team confidence, reducing stress from regulatory demands.

Not-for-Profit
  • Provide resources on new funding, community engagement, and advocacy techniques. Practical tools like workshops reduce uncertainty by equipping teams with tools to thrive in a shifting landscape.

Government-Funded
  • Training on updated governance standards. Knowledge of these shifts reassures employees of their role stability and relevance, addressing concerns over compliance and accountability.

Recruitment Agencies
  • Equip recruiters with insights on industry trends and compliance, focusing on sectors most impacted. Knowledge reduces stress by allowing recruiters to pivot and address client needs effectively.

Public Sector Employees and Contractors
  • Provide clear training on any updated policies impacting operations, roles, or reporting. Knowledge fosters a proactive approach and reduces stress associated with uncertainty in public service.

  1. Empowering Ability to Respond

Organisation Type Actions for Navigating Change & Empowering Their Ability to Respond

For-Profit
  • Invest in upskilling teams to ensure they are prepared for new regulations. This helps prevent burnout and builds resilience in adapting to policy and market changes.

Not-for-Profit
  • Build capabilities in grant writing and programme adaptation. Reduces stress by offering the skills necessary to respond to funding changes and policy shifts effectively.

Government-Funded
  • Prioritise training that aligns with new public accountability or service delivery requirements. Teams equipped with these skills experience less role-related anxiety and feel prepared for their roles.

Recruitment Agencies
  • Equip recruiters with tools for understanding changing market demands. Provides a roadmap for adaptability, addressing potential stress over client satisfaction and sector positioning.

Public Sector Employees and Contractors
  • Provide resources to adapt to new departmental processes and structures. Offering guidance reduces concerns around drastic role changes, promoting job security and personal agency.

  1. Reinforcing Long-Term Adaptation

Organisation Type Actions for Navigating Change & Sustaining Long-Term Change

For-Profit
  • Promote adaptability by integrating responsiveness into KPIs. This strengthens organisational resilience and reduces individual stress by setting clear expectations.

Not-for-Profit
  • Reinforce mission alignment by reviewing strategies and celebrating adaptability. A clear purpose and adaptive culture help alleviate anxieties around policy shifts.

Government-Funded
  • Use performance reviews to assess policy alignment, emphasising the importance of flexible service. Helps employees feel secure in their roles amid changing requirements.

Recruitment Agencies
  • Implement continuous training, reinforcing adaptability as a core competency. This reduces stress by ensuring readiness for regulatory and client needs in a changing hiring environment.

Public Sector Employees and Contractors
  • Encourage a culture of adaptability through regular briefings, emphasising flexibility as a strength in public service. Reinforces stability and reduces stress from constant policy changes.

 

Conclusion

Responding to change is as much about setting realistic expectations as it is about adapting practically. This new chapter brings both challenges and opportunities, and our collective response will define our path forward. While some may find this shift energising and others may experience feelings of ambiguity or loss, each reaction is valid and deserves a balanced, supportive approach.

As leaders, the way we navigate these changes—respecting both the enthusiasm and the concerns—creates a foundation of respect and professionalism that echoes across our teams and speaks volumes to our stakeholders.

If sustaining team engagement, fostering adaptability, and achieving clear alignment are important to you, consider what you can focus on in your workplace over the next 100 days.

Use the checklist to guide your approach and invest in your team’s readiness for a proactive, resilient transition that meets both individual and shared goals.

 

About the Author | Tarran Deane

Tarran Deane is a leading change management strategist and advisor, helping organisations navigate the complexities of transformation with thoughtful planning and execution, humour and enthusiasm. As a PROSCI-certified practitioner, she empowers leaders to create sustainable change that delivers measurable outcomes in the Public Sector, Finance, Tourism, Not for Profit Disability, Aged and Community Services. When she’s not working you’ll find her cornering through the hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster Motorcycle, connecting with family and friends and watching the MotoGP season on Kayo! To work with Tarran and learn more, connect with her via TarranDeane.com or on LinkedIn @TarranDeane.

 

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