Developing trusted and relationally competent leaders

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.

Leadership is most critical in these three areas

Leadership is the area of business that impacts engagement the most. Leaders need to take the initiative in building engagement. This is important because organizations with high engagement tend to be more profitable and are able to retain their top talent better.

A disrupted economy puts an organisation’s leadership to the test. Leaders need to engage and align people to get buy-in but this is hindered by low trust and safety. Without trust and safety, staff are risk-averse, unwilling to try new things.

Leadership needs to be stable and thriving at the top of the organisation. They need to be a cohesive team, aligned in their vision for the company so that the rest of the organisation can follow suit. Out-of-sync management teams negatively impact the end-to-end of an organisation: from consumers, front line staff, all the way to shareholders.

drive

Leadership is the area of business that impacts engagement the most. Leaders need to take the initiative in building engagement. This is important because organizations with high engagement tend to be more profitable and are able to retain their top talent better.

lead

A disrupted economy puts an organisation’s leadership to the test. Leaders need to engage and align people to get buy-in but this is hindered by low trust and safety. Without trust and safety, staff are risk-averse, unwilling to try new things.

effectiveness

Leadership needs to be stable and thriving at the top of the organisation. They need to be a cohesive team, aligned in their vision for the company so that the rest of the organisation can follow suit. Out-of-sync management teams negatively impact the end-to-end of an organisation: from consumers, front line staff, all the way to shareholders.

Relational competencies are key for leaders today

To successfully drive engagement, lead and manage change, and have effective C-Suite teams, leaders need people skills—relational competencies.

How relational competent leaders contribute to

driving engagement

Driving engagement

When leaders are trusted and relationally competent, they understand and empathise with their staff. A leader who builds trust makes the environment safe for employees. When employees feel valued, supported and involved, engagement increases.

driving engagement

Leading and managing change

Leaders need to recognise and respond to the thoughts and emotions of their employees and gain their trust in order to lead them through change.  A people-centred approach helps address the fear and resistance to change and encourages buy-in and adoption from the staff.

driving engagement

Building a trusted and cohesive leadership team

Relational competencies are needed to resolve conflicts, people issues and restore trust within the C-Suite team. An atmosphere of trust is crucial at the C-Suite level to effectively tackle difficult issues and have the tough conversations.

ROHEI’s Philosophy & Approach

Developing 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 culture of excellence, innovation, learning/growth and more, which promote positive business outcomes.

Relational Leadership competencies are crucial for all leadership levels

In our 11 years as a training consultancy, we have observed among our clients that their business needs and leadership challenges are primarily people-related.

As a leader increases in seniority, the people side of his responsibilities correspondingly increases. His ability to motivate his staff and resolve conflict becomes increasingly crucial. Before top performers and high potentials are given leadership roles, relational competencies need to be developed to complement their existing functional skills. This sets the leader up for success.

culture of trust

Relational Leadership Tracks

We designed 4 Relational Leadership tracks that will help achieve the leadership goals of each level of leadership.

The leadership goals for the four levels of leaders:

Emerging Leaders

Hi-potential or high performing individual contributors who are not yet people managers

Leadership Goal: To be Credible Influencers

  • Be a capable individual and contributing team player
  • Develop credibility
  • Develop reliability
  • Resolve inner conflict

Emerging Leaders

Hi-potential or high performing individual contributors who are not yet people managers

Senior Leaders

Individuals who are in the C-Suite or senior management team

Leadership Goal: To be Trusted Mentors

  • Develop trustworthy leaders who will shape a culture
  • Resolve conflicts with stakeholders—the board, customers, suppliers, government entities
  • Demonstrate bold and collaborative leadership
  • Unleash the power of people to grow the organisation
  • Co-own ‘Great Place To Work’ with CHRO

New Managers

Individuals who have been leading people for less than 3 years

New Managers

Newly promoted leaders who have been in a leadership role for one to two years

Leadership Goal: To be Relational Managers

  • Develop reliability
  • Develop safety, opening others up to share information
  • Resolve relational conflicts between self and others

Experienced Managers

Individuals who have been leading people for more than 3 years

Experienced Managers

Individuals who have been leading people for more than three years

Leadership Goal: To be Confident Leaders

  • Develop others-centredness over self-interest
  • Resolve conflicts between others and between departments based on principles, not position

Senior Leaders

Individuals who are in the C-Suite or senior management team

We have designed our leadership tracks to be learning journeys that incorporate experiential programmes, facilitation sessions and executive coaching. Customized assessment tools will also be used to gain insight to each leaders’ individual approach to leadership.

An example of what a Learning Journey could look like:

learning journey

What a Programme looks like

Individual first go through a programme where they acquire relational leadership skills as a group. Depending on the group’s needs, the programme could either be a two-day workshop or a facilitation session.

What Executive Coaching looks like

After which, we will provide executive coaching to the individuals, to support them in applying the skills into their personal and work lives.

Workshop

workshop

Facilitation

facilitation

Executive Coaching

excutive coaching

How we help our clients

Singapore Regulatory Authority

culture building

We helped the leadership team of a Singapore regulatory authority build relational competence to increase engagement and performance.

Non-Profit Organisation

culture building

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.

Global Electronics Manufacturer

culture building

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.

Executive Director
Singapore Regulatory Authority