New 4-Letter Word for Future-Fit Leadership (Part 1 of 2)

Leadership is a ‘Gift’

The Singapore Prison Service Command and Staff Course (CSC) is an opportunity for our senior leaders to delve into the art of leading self, others, and facilitating collaboration by leading the system.

This 5-module intensive programme is both intellectually stimulating and immersive. As the Programme Director of CSC, I often encourage our participants to view this Outback experience as a "Gift" for their leadership.

The ‘3 Gifts’ of CSC

It is a gift of knowledge, offering insights into themselves, their peers, and the systems they navigate. This gift of knowledge will empower them to become more effective leaders in the future. Leadership is about being agile and coachable regardless of how senior or experienced you are in the organisation chart.

It is a gift of power, revealing the leadership strengths they need to develop or enhance. When these muscles are developed and built, they will broaden their range and improve their leadership capabilities. Leadership is about the ability to flex and lead in different contexts.

It is a gift of inspiration. Our Outback experience provides a safe space for inspiration, encouraging our leaders to explore new paradigms and behaviours. This sandbox will challenge and expand both their minds and actions.

Leadership is about the willingness and courage to FAIL forward. FAILure is always seen as the First Attempt In Learning and is part of the process of leadership success.

Embracing this entire experience as 'gifts' will immensely benefit them as leaders. In fact, if all of us can perceive every aspect of our leadership journey as one of these gifts, it will serve us not only well into the future but also serve the people we lead.s

I enjoyed my 11 days in Outback Australia, working together with all our partners to guide and mentor 13 senior leaders (including 1 from YRSG and 1 from MSF) to challenge and shape both the paradigms and behaviours in their leadership. The outdoors serves as an unparalleled classroom for leadership lessons and learning, offering a unique and immersive environment that challenges individuals to step out of their comfort zones and into roles that demand adaptability, decision-making, and teamwork. I'm grateful and thankful.

Leadership is about Facilitating Collaboration

I also had the privilege of working alongside two coach-like mentors. Once participants themselves, they received the invaluable 'gifts' of leadership that shaped their paths. Seeing them return full circle to impart their wisdom and guidance to the next generation of leaders was truly inspiring.

Our Learning partners from Outback Initiatives are equally professional and committed. I'm always impressed by their safety standards, deep technical expertise, and ability to be coach-like when they help our leaders process their learning after every experience. We are indeed blessed with this learning collaboration.

As I reflected on my observations of how our participants shifted in their thinking, doing and being, it further reinforced my belief that future-fit leadership requires our leaders to LOVE more.

The polarity of Manage AND Lead

Leaders' ability to achieve outcomes, manage limited resources, organise and plan, and implement strategies are given. Besides being able to manage (our DOing), future-fit leaders need to LOVE (our BEing). In other words, we must be managers and Leaders who embody LOVE.

To be a Leader, you need to LOVE

The new four-letter word for leadership is LOVE. As we navigate the complexities of our current and future workplaces, it's increasingly clear that leaders who embrace LOVE are the ones who lead not just with effectiveness and impact but with heart, in service of both their organisations and people. They will be future-fit leaders.

What does it mean to lead with LOVE?

L stands for "Letting go." This involves shedding our egos, letting go of the need to solve and fix, the relentless pursuit of approval (from either our bosses or the people we lead), and the desire for security and control. By letting go of the need for control, security and approval, we enable a culture of shared responsibility and collective problem-solving, where diverse ideas flourish and individuals feel a deeper sense of ownership over their work. It's a shift from ‘me’ to ‘we’. This shift not only enhances the overall adaptability and resilience of the organisation but also promotes personal growth and development among its members.

“Letting go of the idea of having all the info before making decisions is crucial for effective leadership. Sometimes, taking action and adapting along the way can be more beneficial than working for complete info that may never come.” CSC Participant

Letting go was a big challenge for me when I first became a leader. Over time, I found these 3 strategies helpful,

1. Psychological Safety: You can encourage an environment of transparency where team members feel comfortable sharing their ideas, challenges, and feedback without fear of retribution. This means actively listening, being the last to speak, acknowledging the contributions of others, and showing vulnerability by admitting our mistakes or uncertainties. By doing so, leaders demonstrate that control and perfection are not always expected, thereby fostering a culture of trust and mutual respect. Nurturing a psychologically safe workplace is one way to help you let go with confidence.
2. Empower to grow: Instead of micromanaging every detail, strive to delegate tasks and responsibilities to your team members, giving them the autonomy to make decisions and solve problems in their own way. This requires you to step back and trust your team's abilities, providing support and guidance only when needed. By empowering your teams, you facilitate personal and professional growth, which is critical for developing a resilient and adaptable organisation. Of course, the assumption here is that your team is competent and ready to be empowered. If not, start growing and building up their capabilities and capacities first.
3. All voices to be included: Actively seek and value different viewpoints and ideas, recognising that innovation often comes from the most unexpected places. Leaders can set the tone by encouraging team members to bring their unique perspectives, ideas and voices to the table. Everything is included. All voices are heard. This approach enriches problem-solving efforts and strengthens team members' sense of ownership and commitment, as they see their contributions being valued and integrated into the collective effort.

Leadership do not just happen in front all the time. Sometimes, the most effective leadership comes from the side or behind. As we let go as leaders, we cultivate a more dynamic, inclusive, and supportive system where progress and creativity are propelled by genuine collaboration and a shared vision for success.

Self-Management is Key

To do that, we need to exercise self-management. Leaders who can ‘Let go’ do not jump into action when their people ask for help. They lead with questions instead of answers. They are the last to speak in meetings. Future-Fit leaders know that the most sustainable strategy in any organisation is to build the capability and capacities of its people, and they play a crucial role in that process. Letting go frees us not only from burdens that aren't ours to carry alone but also empowers those we lead to step forward and evolve. It's a testament to trust and the space for others to grow.

O represents the acknowledgement that it's "OK not to be OK." Leaders are, at their core, human. We face moments of doubt, stress, and uncertainty. Pretending otherwise helps no one. Accepting our limitations, admitting when we're at our capacity, and understanding that we cannot always have all the answers are signs of courage and strength, not weakness. One of my favourite books on Courage and Vulnerability is "Daring Greatly” by Brene Brown. In her book, Brene discusses how the courage to be vulnerable can transform how we live, love, and lead.

Audio summary of Brene Brown’s book Daring Greatly here:

Daring Greatly! How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead

“Sometimes it’s ok not to try and rest. It’s ok to not be on par. It’s ok to be lost.” CSC Participant

In our complex world, where uncertainty is the only certainty, admitting we're "OK, not being OK" requires courage and is crucial. When we have the courage to be vulnerable, we give others permission to do likewise.

3 Simple and Practical Tips

Embracing vulnerability as a leader or within any personal relationship can significantly enhance trust, connection, and communication. Here are 3 simple and practical ways I often used to cultivate and express vulnerability in a leadership context:

1. Share Personal Stories of Failure and Learning: One of the most potent ways to be vulnerable is to share my own experiences of failure and what I learnt from them. This does not mean divulging every detail of my life or professional missteps but selectively sharing stories highlighting challenges I've faced, mistakes made, and the growth resulting from them. This openness demonstrates to others that it's acceptable to fail and that failure is often a stepping stone to success. I often share with my team members that to FAIL is our First Attempt In Learning. It normalises failures. It humanises and makes us more relatable as leaders, encouraging others to share their experiences and learnings, thereby fostering a culture of continuous learning and psychological safety. Let's normalise failure as leaders. It's ok to fail as long as you learn from it.

1. Ask for Help and Feedback: Admitting I don't have all the answers and actively seeking help or feedback is a powerful display of vulnerability. It shows that I value others' opinions and acknowledge my limitations. Yes, as a leader, you don't need to know everything or have all the answers. What a relief, right? Make it a regular practice to ask for feedback on your ideas, projects, or leadership style. When faced with challenges, openly seek advice or assistance from your team or peers. I often use the Feedforward approach to gather useful data for ideas or improvements. This approach not only helps in making better-informed decisions but also empowers others to feel valued and involved, further enhancing trust and collaboration.

Read about Marshall Goldsmiths concept of Feedforward here:

Try Feedforward Instead of Feedback - MARSHALL GOLDSMITH

“I have learnt that a leader need not know everything. Depending on the context, I can leverage other experts in the circle/industry or maximise the strength of others/team members. they shine better anyway.” CSC Participant

3. Express Emotions and Empathy Genuinely: Being open about my feelings, whether it's acknowledging stress, expressing joy, or showing empathy towards others, can significantly impact how people perceive and interact with me. Vulnerability isn't just about sharing the struggles but also about celebrating successes and showing genuine care and concern for others. When I express my emotions authentically, I create a safe space for others to do the same. Most people do not know or are comfortable with describing what is going on in themselves unless they are asked. It doesn’t seem like a natural thing to do. Some of us are even taught not to do so because expressing our emotions or feelings makes us seem self-centred or weak. Future-fit leaders are OK not to be OK, and they prioritise openness and self-awareness by communicating their own experiences and feelings within the context of leading. By embracing vulnerability, these leaders create a more authentic, resilient and supportive workplace where everyone feels valued and empowered to contribute their best.

“Everyone can be 1% better.” CSC Participant

Strive to be 1% Better Every Day

Implementing these practices requires courage, humility and consistency. It's about making small, intentional actions that gradually build a culture of openness, trust, and mutual support. Strive to be 1% Better Every Day as a leader. By demonstrating vulnerability, you grow as a leader and empower others to be their authentic selves, creating a more cohesive and resilient team or community.

Check out this interesting video by James Clear, author of Atomic Habits:

What Happens if You Get 1% Better Every Day? – James Clear

Read Part 2 here:

https://www.dhirubhai.net/pulse/new-4-letter-word-future-fit-leadership-part-2-jimmy-lee-eobic/?trackingId=ZQWPI%2BCATTmmnb8P6t85Mw%3D%3D