The second part of our posts on The SPARK Series 2017 features the Chief Executive Officer (CEO) of the Housing and Development Board, Dr Cheong Koon Hean’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.
As the former CEO of the Urban Redevelopment Authority (URA) and current CEO of the Housing and Development Board (HDB), Dr Cheong Koon Hean has vast experience in the national macro planning of Singapore’s urban and housing landscape.
She shared about her pragmatic and flexible approach to leadership that helped her bring about solutions to urban planning challenges such as space constraints, limited resources and the growing needs of Singaporeans.
1) Have a long-term vision, and wait for the opportunity
As the “master planner”, Dr Cheong emphasised the importance of planning for sustainability. With Singapore’s problem of being a “small island with big needs”, Dr Cheong found it essential to take the necessary steps towards urban planning.
Citing the example of Marina Bay, Dr Cheong shared that long term planning meant that blueprints for the area were in the making four decades ago, and land was reclaimed ready for the time when the city had to expand. When Dr Cheong took on the role of URA chief in 2004, it was the opportune time to drive the Marina Bay project forward as Singapore was in a phase where it needed to increase its competitive edge. Marina Bay provided the opportunity to give Singapore a new signature image as a global city.
While you may have big aspirations that you are eager to execute in your organisation, it is essential to be patient, take incremental steps towards your goals and plan for the long-term.
2. Seeking personal motivation within organisational vision
The motivation for doing a good job must come from within each person in the organisation. It is important for every staff to know the `purpose’ and the `meaning’ behind their job. If our job is meaningful and we feel that we are contributing, then we will be self motivated and there is no need for supervisors to look over our shoulders. A shared `organisation culture’ is also important so that we work as a team and look out for one another.
3. Embracing top-down and bottom-up leadership approaches
A balance of top-down and bottom-up leadership is necessary for aspiring change-makers. Usually, the leader needs to provide the strategic perspective and to steer the broad direction of the organisation. On the other hand, the leader does not know everything and should be open to ideas and suggestions from his or her colleagues. The leader encourages participation from all.
Encouraging individual ownership of projects promotes a sense of belonging within the community, and creates more stakeholders who are potential leaders of the community. Additionally, holding conversations at the ground level opens access to innovative solutions.
4. Be pragmatic and flexible
When multiple agencies work together, friction is inevitable due to individual interests. Leaders are responsible for mediating these conflicting interests and seeking collaboration among all stakeholders. Decision-making entails trade-offs.
Having a big-picture perspective and a pragmatic approach paves the way for feasible solutions. It increases your understanding of each party’s stake, giving you different angles to approach an issue and value-add to an initiative.
Through marrying both pragmatism and flexibility, leaders would be able to better galvanise the multiple stakeholders towards a common objective and lead their team into finding innovative solutions.
The SPARK Series 2017 runs until 15 December 2017. Read more about the series’ first workshop, “On Leadership”.