LEADING THROUGH CRISIS
Jonathan Lee
What were we to drink?
How were we to protect ourselves?
The Singapore we know today is a far cry from the little island-state that got kicked out.
Perfect? No. Better off from where we first started? Absolutely.
“I think that dealing with a crisis requires the correct posture. You have to find that sweet spot where you are not seen as paranoid, and at the same time not viewed as indecisive… Posture (is a frame of mind) that informs your strategy… Ultimately, leaders need to have the humility to listen to make the best possible decision while making sure that precious time is not wasted.”
“It is important to be objective… Groupthink is one of the most dangerous things within a team… Allow even the most junior person on your team to stand up and challenge you… It is always important to have diversity in your team… so that people can examine the issue at hand from sufficient angles.
“Leaders need to make the final decision, but before that happens give time for different views and perspectives to percolate upwards.”
“There is a certain tempo and intensity when you are in the thick of the fire… How does the leader ensure the safety of his people’s emotions and mental strength through a crisis?
“Only a leader who knows his people will be able to discern when a team member is unable to participate and meaningfully contribute to the team… It is important to find moments of relaxation… (going out for a meal, playing football, giving people some time off to rest).”
MINISTRY HIGHLIGHTS
The session brought in 54 people who were hungry for godly insight in dealing with the spontaneous slide into maintenance mode – especially when individuals or organizations reach higher levels of maturity.
Small group discussions among the participants followed the reflection. Here is what some of them had to say when prompted with, “Share an experience of renewal, either personal or in an organization, that brought new vitality, what was the impact on you?”
For Kien Hwee, a participant who just left his job after 17 years at an economic agency, this session came at an apt time.
He shared an experience that happened four years ago when his agency merged with another and he felt the urge to leave.
“I actually wanted to move on because I had enough, but I decided to stay on because a new director came in and I didn’t want to leave her in the lurch. (Handling the) new lease, office renovation, and newly formed team helped me find new meaning because there was growth from dealing with new things.
“Since leaving my job earlier in the year, I find myself in a slide, but I am looking forward to taking the next step forward.”
Retiree of five years Alfred Cheong recounted his experience at a Japanese Multinational Corporation where he had to learn to be nimble and adaptive.
“I am no stranger to change. Where I worked, there would be a new managing director every three or four years. It means that everything would change! Strategies and goals might be the same, but everything else is different.
“(Nonetheless), we take it as part and parcel of life – we have to move along.”
Civil servant Ng Lay Kheng shared that her experience of renewal came from a shift in perspective.
Working under a difficult superior, who gave her mediocre evaluations, was a source of immense anxiety and disappointment. Even after her boss left, she still had the upper hand on staff appraisals.
“I have come to a stagnant point in my career, and these few years have been difficult because I have been working very hard. Just a few days ago, she made a big mistake at our workplace.
“I felt a little bit happy, but I have come to learn that as Christians our portion is not to gloat or rejoice when others make a mistake because we have a good God.”
Peter Chao ended the session by sharing his thoughts on continuous learning and taking risks.
“I am not sure how we can preach the gospel if we don’t know about the human condition. Take the initiative to learn and keep a learning posture. We cannot afford to be arrogant thinking we know more than others. We can learn from everybody.
“We don’t dare take risks because of how we frame failure. Learn to take risks… because success is frequently built on failure, frustration, and catastrophes…
“The key to staying relevant and useful in the hand of God is loving God more dearly, and following Him more nearly.”
UP NEXT
Join Peter Chao in his reflections on the Prophecy of Zechariah. The last video will be published at www.eagles.org.sg/zechariah on Saturday, Aug 13, 4 pm SGT.
To impact and develop the next generation of leaders in our Younger Leader Development Program (YLDP), our goal is to raise $150,000.
Find more information on the event and to sign up, click on This Google Form.
Donate at www.eagles.org.sg/race2022.html..
LEADING THROUGH CRISIS
Jonathan Lee
Separated from Malaysia due to political and economic differences, we were left with a Prime Minister in tears and a country cut off from its hinterland.
What were we to eat?
What were we to drink?
How were we to protect ourselves?
Yet, we face a very different crisis these days.
The global Covid-19 pandemic brought the entire world to a screeching halt.
Mental illness runs as rampant as the virus; livelihoods are adversely impacted by shuttering businesses; governments of the world are forced into delicate balancing acts involving public health and economic stability.
Mr Leong served in the Singapore Armed Forces for 30 years retiring as Brigadier General before working at the Singapore Tourism Board for a decade.
His experience includes roles as the Military Adviser to the Permanent Mission of United Nations in peacekeeping and disaster relief and was the Project Director for the inaugural Formula One Night Race.
Speaking at his MasterClass, the Mandai Park Development Deputy CEO shared three important lessons on Crisis Leadership: Posture, Objectivity, and Rhythm.
“I think that dealing with a crisis requires the correct posture. You have to find that sweet spot where you are not seen as paranoid, and at the same time not viewed as indecisive… Posture (is a frame of mind) that informs your strategy… Ultimately, leaders need to have the humility to listen to make the best possible decision while making sure that precious time is not wasted.”
“It is important to be objective… Groupthink is one of the most dangerous things within a team… Allow even the most junior person on your team to stand up and challenge you… It is always important to have diversity in your team… so that people can examine the issue at hand from sufficient angles.
“Leaders need to make the final decision, but before that happens give time for different views and perspectives to percolate upwards.”
“There is a certain tempo and intensity when you are in the thick of the fire… How does the leader ensure the safety of his people’s emotions and mental strength through a crisis?
“Only a leader who knows his people will be able to discern when a team member is unable to participate and meaningfully contribute to the team… It is important to find moments of relaxation… (going out for a meal, playing football, giving people some time off to rest).”
MINISTRY HIGHLIGHTS
The session brought in 54 people who were hungry for godly insight in dealing with the spontaneous slide into maintenance mode – especially when individuals or organizations reach higher levels of maturity.
Small group discussions among the participants followed the reflection. Here is what some of them had to say when prompted with, “Share an experience of renewal, either personal or in an organization, that brought new vitality, what was the impact on you?”
For Kien Hwee, a participant who just left his job after 17 years at an economic agency, this session came at an apt time.
He shared an experience that happened four years ago when his agency merged with another and he felt the urge to leave.
“I actually wanted to move on because I had enough, but I decided to stay on because a new director came in and I didn’t want to leave her in the lurch. (Handling the) new lease, office renovation, and newly formed team helped me find new meaning because there was growth from dealing with new things.
“Since leaving my job earlier in the year, I find myself in a slide, but I am looking forward to taking the next step forward.”
Retiree of five years Alfred Cheong recounted his experience at a Japanese Multinational Corporation where he had to learn to be nimble and adaptive.
“I am no stranger to change. Where I worked, there would be a new managing director every three or four years. It means that everything would change! Strategies and goals might be the same, but everything else is different.
“(Nonetheless), we take it as part and parcel of life – we have to move along.”
Civil servant Ng Lay Kheng shared that her experience of renewal came from a shift in perspective.
Working under a difficult superior, who gave her mediocre evaluations, was a source of immense anxiety and disappointment. Even after her boss left, she still had the upper hand on staff appraisals.
“I have come to a stagnant point in my career, and these few years have been difficult because I have been working very hard. Just a few days ago, she made a big mistake at our workplace.
“I felt a little bit happy, but I have come to learn that as Christians our portion is not to gloat or rejoice when others make a mistake because we have a good God.”
Peter Chao ended the session by sharing his thoughts on continuous learning and taking risks.
“I am not sure how we can preach the gospel if we don’t know about the human condition. Take the initiative to learn and keep a learning posture. We cannot afford to be arrogant thinking we know more than others. We can learn from everybody.
“We don’t dare take risks because of how we frame failure. Learn to take risks… because success is frequently built on failure, frustration, and catastrophes…
“The key to staying relevant and useful in the hand of God is loving God more dearly, and following Him more nearly.”
UP NEXT
Join Peter Chao in his reflections on the Prophecy of Zechariah. The last video will be published at www.eagles.org.sg/zechariah on Saturday, Aug 13, 4 pm SGT.
To impact and develop the next generation of leaders in our Younger Leader Development Program (YLDP), our goal is to raise $150,000.
Find more information on the event and to sign up, click on This Google Form.
Donate at www.eagles.org.sg/Race2022.html..