Leadership Lessons for Uncertain Times

As Assistant CEO of corporate development, Randy Lim oversees corporate governance and services at Singapore’s Housing & Development Board, better known locally as HDB. Concurrently, as Chief Data Officer, he is responsible for HDB’s data strategy, balancing good data governance with greater data exploitation. He tells us what he has gained from the Lee Kuan Yew School of Public Policy’s Senior Fellowship in Public Service (SFPS) programme, including a fresh perspective on leadership and a valuable support network.

Randy, at the HDB Hub Sales Office

At HDB, I direct five groups that provide corporate services to the organisation. These cover a wide range of areas, including HR, IT, and finance. My work as Chief Data Officer involves defining HDB’s priorities in implementing its data policies, for example, in data architecture and security. It’s exciting because I am directly involved in driving the digital transformation in HDB.

[ALUMNI-INFO TEXT="When I heard about the SFPS programme from my HR department, I was attracted to the wide range of topics covered. Some of the programme tracks were directly relevant to my work—I felt I needed a booster in the areas of leadership and technology.

I was also looking forward to learning from respected teachers, especially Professor Lim Siong Guan. He was Singapore’s former Head of Civil Service, and the main architect of the country’s Public Service for the 21st Century movement, which was about transforming our public service and making it more performance-and customer-driven, and adaptable to the times. I wanted to hear firsthand how he led others to share his vision.

Professor Lim taught most of the leadership modules in the SFPS programme, and he used a variety of methods and materials that engaged the class. We even watched the classic movie 12 Angry Men, and had a good discussion thereafter on group dynamics. We also drew insightful lessons from case studies, which illuminated issues that leaders have to face, such as managing change, ethics, and power. These takeaways are shaping the way that I lead today."][/ALUMNI-INFO]

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One of my challenges is leading an organisation through a time of uncertainty. The SFPS programme helped to sharpen my thinking, and it’s provided me with frameworks and toolkits to deal with uncertainties and crises. The coronavirus outbreak is a good example of how some of the things we’ve learnt have been put to the test in the process of formulating a robust business continuity plan.

During the programme, we also learned that leadership requires being in touch with our inner self, to internalise our own transformation. Professor Lim shared this memorable quote from Chinese philosopher Laozi:

As for the best leaders, people do not notice their existence.

The next best, people honour and praise.

The next, the people fear; and the next, the people hate.

When the best leader’s work is done, his aim fulfilled; the people will say “We did it ourselves!”

This struck a chord with me, as we often think a leader should be credited for any success achieved by a group.

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My work in HDB is very energising. There is a strong sense of purpose encapsulated in HDB’s mission—to provide homes of quality and value, create vibrant and sustainable towns, build cohesive communities, and inspire HDB officers to do their best.

[ALUMNI-QUOTES TEXT="Besides being meaningful, HDB’s work is also impactful, touching the lives of almost every Singaporean. I am in a position to influence people and decisions, and it is fulfilling when I can contribute to making good policies and developing my junior colleagues to their full potential. I hope to help HDB achieve greater effectiveness in its work, and to be a better coach and mentor to my team.

A highlight of the SFPS programme is the opportunity to meet senior public officers and politicians from many foreign countries. My coursemates were people who brought with them vast knowledge and experience that enriched the class discussions tremendously. I learnt a lot from them through the formal sessions in class, as well as through informal interactions during lunch and tea breaks. In the six weeks of huddling together, we became great friends and built strong networks. Half a year later, we are still tapping into one another for advice over WhatsApp.

I highly recommend the SFPS programme to public officers, especially those who have already attended milestone development programmes like the Senior Management Programme or Governance in Leadership Programme, and postgraduate programmes like the MBA or MPA. If you are looking to round off your learning experience, this is the programme to consider."][/ALUMNI-QUOTES]