In this age of change, people have become more indispensable than ever. Organisations rely on top talent to deliver business results. People are at the heart of an organisation, and effective leadership is crucial for organisational success.
A study featured at HBR found that according to leaders around the world, the highest ranking traits of effective leaders are attributes that create a safe and trusting environment.
To successfully drive engagement, lead and manage change, and have effective C-Suite teams, leaders need people skills—relational competencies.
Relational leaders make employees feel valued, supported and involved, and this leads to increased engagement and loyalty.
Relational leaders take a people-centred approach which helps address the anxiety fear and resistance to change.
Relational leaders create a Culture of Trust, which is crucial at the C-Suite level to reconcile differences and resolve conflicts.
Building Trusted and Relationally Competent Leaders is one of the most important pillars to building a Culture of Trust. Trust is the foundational ingredient to solving business challenges.
Nurturing a Culture of Trust helps leaders create the environment and practices needed to address business challenges. Trust is an enabler of a culture of excellence, innovation, learning/growth and more, which promote positive business outcomes.
In our consultancy practice, we have observed among our clients that their business needs and leadership challenges are primarily people-related.
In fact, as a leader advances in seniority, the people side of his responsibilities correspondingly increases. The people issues they handle also become more complex.
Before top performers and high potentials are given leadership roles, relational competencies need be developed to complement their existing functional skills. This sets them up for success.
We designed 4 Relational Leadership tracks that will help achieve specific leadership goals for each level of leadership.
Hi-potential or high performing individual contributors who are not yet people managers
Newly promoted leaders who have been in a leadership role for one to two years
Individuals who have been leading people for more than 3 years
Individuals who are in the C-Suite or senior management team
Understanding that practice and feedback are essential to the learning process, we have designed our leadership tracks to be learning journeys that incorporate experiential programmes, facilitation sessions and executive coaching.
We helped the leadership team of a Singapore regulatory authority build relational competence to increase engagement and performance.
We helped a non-profit organisation's senior leadership to address high attrition by building trust and relational competence in their leaders to create a safe environment.
We helped the global head to restore and build trust with his senior leadership team, allowing for reconciliation, and mitigating the attrition of key members.
Now that we’ve been back in the office for a couple of days, I’m already seeing instances where my officers are applying the lessons learnt at ROHEI both by initiating conversations on difficult issues, and by responding with empathy and a genuine desire to understand the other person’s perspective and feelings. I’m so heartened to see this shift and I am confident that the ROHEI programme will make us an even stronger team. Thank you for this amazing gift.
They were able to find new solutions to problems and take these lessons with them into the workplace. As such, we have noticed that our leaders and people have developed greater psychological maturity and are able to rise to the challenges they faced in the workplace with greater confidence.
We gained intrinsic/inherent insights of ourselves; which most of us did not realise until we attended the programmes. We learnt how to better manage ourselves, and engage and appreciate our fellow team-members by applying the 4As: Aware, Appreciate, Accept and Adapt.