Why Change Readiness Fails in Government

Change Readiness Isn’t a Task — It’s a Culture You Build

If there’s one phrase I wish every government executive would erase from their change management vocabulary, it’s this:

“Let’s check off change readiness so we can move on with implementation.”

Change readiness isn’t a checklist. It’s not a project phase. It’s not something you finish in a 30-minute training or a pre-launch survey.

It’s a culture. A mindset. A leadership strategy.

When we treat it like a task, not a transformation, we set ourselves up for frustration. Our agencies also experience fatigue and a loss of momentum.

Why “Readiness” Fails in Government

Over the past two decades, I’ve led modernization efforts across city, state, and federal government. This includes standing up 311 systems, implementing AI-powered contact centers, and reimagining customer experience strategies. I’ve worked side by side with engineers, contact center agents, elected officials, and executive teams.

And no matter how advanced the tech or bold the policy, I’ve seen one truth repeat:

The initiative doesn’t fall apart because of the tools. It collapses because the people weren’t ready to adopt the change. They were not prepared to own the change.

We don’t have a technology problem in government. We have a trust problem. A communication gap. A culture of compliance instead of commitment.

So, how do we shift that?

From Task to Culture: What Real Change Readiness Looks Like

Change readiness isn’t an event. It’s an environment you build — deliberately and consistently — from the top down and the inside out.

Here’s what that looks like in real terms:

1. Readiness is when your teams feel informed, not surprised. They’ve heard the “why” more than once, from more than one leader, in more than one way.

2. Readiness is when middle managers lead the message, not just echo it. They’re bought in, they’ve been trained, and they can answer questions with confidence.

3. Readiness is when staff feel like they have a voice, not just a memo. They see their feedback in the final plan. They understand how this affects them, not just the org chart.

4. Readiness is when leaders hold space, not just meetings. They listen. They share uncertainty. They model resilience.

That’s not a workshop. That’s a cultural operating system.

How Agencies Build a Culture of Readiness

As a Prosci-certified change leader, I am a lifelong champion of public sector transformation. I use a people-first framework I call PAVE — People. Action. Vision. Execution. It’s not about managing change. It’s about leading people.

Here’s how to guide government executives to embed change readiness into their culture:

People:

Start with the humans, not the headlines. Find your change champions early. Engage staff across departments. Don’t just talk to them — build with them.

Ask: Who do people trust in this agency? Put them at the center of communication.

Action:

Quick wins matter. Show momentum, not just intent. Create visible “proof points” that the change is real and working.

Ask: What can we deliver in the first 30 days that builds belief?

Vision:

Unify around a clear, compelling purpose. Not a vague vision statement — a specific, repeatable why. Your team should hear it so often, they can say it in their sleep.

Ask: Can every manager explain this change in one sentence?

Execution:

Accountability isn’t about punishment. It’s about clarity. Set real metrics. Measure adoption, not just output. Celebrate traction — loudly.

Ask: What does success look like from the front line’s perspective?

Culture Is the Ultimate Change Strategy

You can launch the best new digital tool. You can redesign workflows and reassign org charts. However, you will still fail if your people aren’t ready to move with you.

The truth is, most government teams aren’t resisting innovation. They’re resisting by:

Being left out
Not knowing what’s coming
Fear of failing under a new system
Burnout from being asked to change without support

You don’t “train” readiness. You create it through trust, consistency, transparency, and leadership that shows up every day, not just at kickoff.

So, what can you do as a leader this week?

Let’s make it actionable. If you want to shift from task-based to culture-based change:

Host a listening session with no slides — just open ears.
Ask your managers what support they need to model the change.
Publish a one-page “Why This Matters” doc and cascade it.
Spotlight someone who embraced the new process and made it better.
Kill jargon. Speak like a human. People trust clarity.

Final Thought

Change readiness isn’t something you check off and forget. It’s the climate your people work in every day. And just like the weather — if you ignore the forecast, don’t be surprised when the storm hits.

As government leaders, we don’t just lead programs. We lead people through uncertainty.

When we build a culture that’s ready to adapt, real transformation takes root. It is also ready to improve and ready to learn.

Let’s stop checking the box. Let’s build something worth following!