Leadership Development

Developing trusted and relationally competent leaders

Our Philosophy & Approach

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.

Today’s leadership is more burdened than ever to meet prevalent business challenges in this volatile environment. Among the top business challenges today identified by AESC in 2018 are: business growth, disruption and talent retention.

Nurturing a Culture of Trust helps leaders create the environment and practices needed to address these business challenges. A culture of trust is an enabler of culture of excellence, innovation, learning/growth and more, which promote positive business outcomes.

Our Philosophy & Approach
A Culture of Trust helps leaders create the environment 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.

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. His ability to motivate his staff and resolve conflicts becomes even more crucial.

As a leader advances in seniority, the people side of his responsibilities correspondingly increases. The people issues they handle also become more complex.

For this reason, relational awareness needs to be a prerequisite to taking on a supervisory role. Before top performers and high potentials are given leadership roles, relational competencies need to be developed to complement their existing functional skills. This sets them up for success.

 

Relational Leadership Tracks

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

Emerging Leaders

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

New Managers

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

Experienced Managers

Individuals who have been leading people for more than 3 years

Senior Leaders

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

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

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 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

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

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

New Managers

Individuals who have been leading people for less than 3 years

Leadership Goal: To be Relational Managers

  • 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

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

Leadership Goal: To be Confident Leaders

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

 

What does a leadership track look like?

Practice and feedback are essential to the learning process. That is why we have designed our leadership tracks to be learning journeys that incorporate experiential programmes, facilitation sessions and executive coaching. Customised assessment tools will also be used to gain insight to each leaders’ individual approach to leadership.

Learners acquire skills in contextualised programmes, immediately followed by a period of application back at the workplace which is supported by executive coaching. This way, the learning is immediately applied with the goal of making it practically useful for each person in their specific work roles.

 

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

Executive Coaching

How we help our clients

Singapore Regulatory Authority

Singapore Regulatory Authority

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

Non-Profit Organisation

Non-Profit Organisation

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

Global Electronics Manufacturer

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

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