The first part of our posts on The SPARK Series 2017 features Senior Fellow of the Civil Service College, Ms Lim Soo Hoon’s sharing on leadership. Jointly organised by the Ministry of Social and Family Development, AMKFSC Community Services Ltd, Singapore University of Social Sciences, and the Social Service Institute, The SPARK Series 2017 is an initiative aimed at grooming future thought leaders and change makers of the sector.
How do you lead beyond your discipline and challenge the social sector? Senior Fellow of the Civil Service College, Ms Lim Soo Hoon shared her insights and experiences as former Permanent Secretary of the Ministries of Community Development, Public Service Division, Prime Minister’s Office and Finance.
1. Leadership based on relationship
There’s a difference between having a team that will work with you and a team that will work for you.
As leaders, our job is to unify the team to accomplish a task together. Give your subordinates space and encourage them to clarify issues. People tend to have a greater sense of belonging to a team when they know that they have something to contribute. Feedback from subordinates is valuable, and people on the ground tend to have a better sense of the problem, and possibly even the solution.
Besides knowing how to lead downwards and build relationships with your team members, it is also important to lead upwards and know how to manage your boss. For example, when writing a proposal, subordinates who lead upwards know their bosses’ reading style, and thus are able to get information across effectively and efficiently.
2. Embrace change
In the past, leaders were the experts and had all the information. Now, access to information is widely available, and our subordinates may very well be more skilled at a task than we are.
This may be challenging, as many of us would like to have control, rather than to be controlled by others. Therefore, how we react to our subordinates is very important – if we always react negatively, we can be sure that our subordinates would not want to approach us to point out our blind spots. We then lose a valuable resource.
With the many uncertainties that change brings, former experts have to relearn skills. To lead through change, leaders have to persuade and convince people of what’s in it for them, and that it would be worth the cost.
3. Be curious
Leaders are expected to have the foresight and curiosity to know what is going to happen. That is only possible if we read widely – not just keeping abreast of the happenings within our sector, but also issues outside our sector, as those happenings are well likely to impact our own sector in a matter of time.
It takes more than one person to create change. It requires leaders who have a vision for the future, as well as supportive team members.
There is no guarantee that the risks we take will have positive outcomes, but what is more important is the way in which we handle negative outcomes. If mistakes are made, admit it and change the direction if necessary.
The SPARK Series 2017 runs until 15 December 2017. Read also about the series’ second workshop, “On Building City for Community”.