Political Transitions: Should CIO Stay or Should CIO Go?

There is a conventional wisdom among public employees: vote your job.  That usually means voting for the incumbent whose administration signs your paycheck rather than the challenger who ran on a platform of eliminating government waste, which could include your job.

It is a different story around the cabinet table, where the members are supposed to be the first choice of the appointing authority.  When the appointing authority changes, and when there is a change in party, resignation seems obvious.

There is sometimes a case to be made for retention over a political transition.  The speculation about the possibility that Defense Secretary Bob Gates would be held over by the incoming Obama administration is a case in point.

Sometimes continuity matters, sometimes there is a non partisan path forward, sometimes the plan is working, and sometimes the incumbent is uniquely credible in the community of interest such that spanning changes in appointing authority and even party make sense.

With eight of the eleven gubertorial elections on Tuesday night returning incumbents for another term, the issue of transitions may not seem relevant.  But returning governors often see the new term as exactly that - new.

Re-election forces soul searching and a hard look of what worked and what didn't. What remains undone and will the current strategies and players get them to done? In such circumstances, legacy becomes more important than continuity.  

It takes little intuition to figure out whether you are part of the next administration when the call comes thanking you for your service, couched in some awkward talk about going in a new direction.  

But what if doing the right thing for the good of the order comes down to your own initiative?  It may be helpful to see yourself as others do.

• When the track record of projects has been obfuscated to mask overruns in cost, time and scope, or bug lists are kept from partner agencies to save face, it is time to write that letter.
• When you have earned a reputation as a hatchet person, because the person who dismantles a program is rarely the right person to build a new one, it is time to write that letter.
• When you do not have a good and clearly stated answer to the simple question, what's next?, it is time to write that letter.
• If you have never been caught making a decision, it is time to write that letter.
• If you have a customer base of only one -- the appointing authority -- it is time to write that letter.  (Conversely, if you covertly complain about the appointing authority to curry favor with customer agencies, it is time to write that letter.)
• If you spent the good old days marginalizing people whose help you could now use to work through the hard times, it is time to write that letter.
  

An old friend taught me a long time ago that success in this business is based on competence and trust.  If that is not the way you are seen up, down and across the organization, it is time to write that letter.

Do it.  Now.