Relational Leadership for Senior Leaders
ROHEI launched the Relational Leadership for Senior Leadership Track in 2018 to address the need for C-Suite harmony and effectiveness.
It is crucial that a CEO leverages on a trusted senior leadership team, and also be nimble enough to adjust and switch course when circumstances change along the way. - MELVIN TEO, GROUP CEO, YEO HIAP SENG (Leading the Change, the Business Times)
One of the biggest misconceptions about C-Suite teams is that C-Suite leaders, being high-calibre and high-performing individuals, will have the natural ability to function well as a unified whole.
C-Suite harmony and effectiveness are challenged by many factors—among them undeveloped relational skills, political skill and orientation, and lack of self awareness.
“There is a strong positive correlation between self-awareness of leaders, their authentic behaviours and, consequently, their leadership effectiveness”, The Straits Times says.
The Relational Leadership Senior Leadership Track
In response to this reality faced by C-Suite teams, we launched the Relational Leadership Senior Leadership Track, one of four Relational Leadership learning journeys.
The Relational Leadership Senior Leadership Track combines executive coaching and facilitation sessions. The objective is to build a more cohesive senior leadership team.
Since its launch this year, the programme has received resounding positive feedback from C-Suite leaders:
Life after those few days has been very different. There are still many areas we need to work on but we are definitely working much more cohesively, and have started to actively engage in courageous conversations over difficult issues.
VICE PRESIDENT, US$5 BILLION PROPERTY DEVELOPER
Our leadership team was going through a transition and trust needed to be restored. The ROHEI team of Chris and Eddie was masterful in helping create a safe space for us all to speak truth to power and begin the healing process.
DIRECTOR, NON-PROFIT ORGANISATION
Wen Wei and team were great facilitators. They managed the process and eased us from a non-threatening Icebreaker, through a clay work exercise, and to eventually opening up and sharing our aspirations and dreams as individuals, and our challenges at the workplace. The process they helped create provided for a safe space for authentic sharing, conversations, and started the process of healing and rebuilding of trust.
DEPUTY CHIEF EXECUTIVE, SINGAPORE STATUTORY BOARD