How leaders can navigate and manage change effectively

share on

twitter /
facebook /
linkedin /
- email
- telegram
- whatsapp
- wechat
- pinterest
- line
- snapchat
- reddit

Gloria Chin reflects on Ministry of Health (Singapore)'s journey of communication and crisis management during the COVID-19 pandemic, in this fireside chat with HSBC'S Anita Ramachandran.

Sarah Gideon Reports.

In the wake of the COVID-19 pandemic, the role of authentic leadership has become more critical than ever. As organisations navigate unprecedented change and digital transformation, leaders who embody authenticity and transparency inspire their teams to embrace continuous learning and adapt effectively.

Authentic leaders, who are genuine and approachable, foster an environment where employees feel empowered to evolve without the pressure of unrealistic expectations.

In a fireside chat at the Learning and Development Asia Singapore 2024 conference, held at the Shangri-La on 11 and 12 September 2024, our speakers Gloria Chin, Group Director (Corporate Group), Ministry of Health (Singapore) and Anita Ramachandran, Head of Learning and Talent Development, HSBC Singapore & ASP International Markets (moderator) delved into how leaders can effectively manage change in a rapidly shifting landscape, emphasising the importance of connecting with employees to support their growth and career development.

Together, they tackled the age-old question: How can leaders navigate and manage change effectively?

"Humans are such that we tend to try and forget painful memories", Chin said, reflecting on her experience managing change at MOH during the COVID-19 pandemic.

Drawing on her learnings, she highlighted three key strategies that helped her and the wider MOH team ensure a smooth and effective change management process:

Communication & appreciation

She highlighted how the status of the COVID-19 pandemic was effectively communicated through a range of formats: virtual, hybrid, and eventually in-person town halls.

"(There was) lots of communication going out by my Permanent Secretary (PS), basically to set direction as we move along during the pandemic, and to keep communicating. Even when he wasn't sure what the direction should be, he kept communicating," Chin added.

To that effect, she emphasised the need to maintain constant communication during times of crisis or change, to ensure the public (or, in the HR context, your workforce) that despite the uncertainties, the situation is being kept under control.

In her organisation, it was clear and consistent messaging that helped further instil confidence and ensured that stakeholders (i.e., employees and the general public) stayed informed and calm amidst rapidly changing circumstances.

What also helps, she affirmed, is having leaders on the ground to engage with their stakeholders to better understand their frustrations and concerns while navigating challenging times.

Corporate, social responsibility (CSR) initiatives

Building on her points above, Chin talked about some of the initiatives that MOH started to help employees to be more engaged with the community, such as donation drives in 2020, and the Home Recovery Programme in 2021.

“(We also) got staff to support our mobile vaccination teams when vaccines became available, and got them to work with MSF (Ministry of Social and Family Affairs) to engage rough sleepers and the homeless,” she recalled.

She highlighted the value of allowing staff to contribute their time and money during crises, noting that while it may seem counterintuitive, maintaining a sense of normalcy is essential. During constant crisis response, it's easy to lose sight of what truly matters, she stressed, highlighting that these initiatives benefitted her team in the long run, referencing MOH’s reduced attrition rate during the height of the pandemic as a positive outcome.

In times of uncertainties, focus on certainties

Coming to the third point, Chin shared about how the ministry emphasised the value of job security and gratitude in tough times to its employees, reminding staff they were more fortunate than others who lost their livelihoods. In 2021, MOH launched the MOHawk Club, offering virtual activities such as cupcake-making for children at home, aiming to remind staff of the importance of family and wellbeing amidst uncertainty.

Through it all, among the many learnings she gleaned from observations of the bosses and people around her, was one that continues to resonate with her — the need to remain vulnerable as a leader, whilst also maintaining composure.

How can leaders learn from challenges to manage change?

In January 2020, MOH launched the Contingent Task Force (CTF), an initiative that brought together the Director General of Health and nearly 100 personnel for daily meetings to analyse data and address any potential surges in COVID-19 cases. These meetings, Chin highlighted, played a critical role in shaping the ministry's response efforts during the early stages of the pandemic.

Recounting a pivotal moment, she shared about how when her superior stepped back, allowing the second-in-command to lead the CTF, her boss was given the time to focus on future-proofing the nation's health and wellbeing. Because of this foresight, Singapore became one of the first countries to secure access to the COVID-19 vaccine.

In that vein, she noted how this "humbling decision" to delegate leadership contributed to the country's swift response during the pandemic — a key learning point for both HR teams and the wider leadership team when it comes to navigating and managing change.

A second learning point, referencing a learning from a leadership programme she attended, is the importance of building a trusted inner circle — one that is bold enough to challenge their flaws and create a safe space to address doubts and uncertainties.

She adds that HR leaders should indeed be integral members of the senior leadership team, serving as trusted advisors. It is essential for HR heads to gain credibility and trust to effectively guide and challenge senior leaders when necessary.

Personal values also play a crucial role in this dynamic, as aligning with deputies who share similar values strengthens the HR team's influence and direction.

Strategies to maintain connection with employees

“What we do at MOH is we divide and conquer.”

When asked about how she and her team ensure they continue to foster and maintain connections with the employees, even in difficult times, Chi highlighted the importance of having regular check-ins with existing empployees, and celebrations for new hires. Town halls and staff conferences also go a long way in fostering engagement and facilitating feedback, she added.

Her personal approach includes holding frequent one-on-one meetings and mentoring new hires, which she believes are crucial for building a supportive and engaged team. By nurturing these connections, she aims to drive effective change and enhance overall team cohesion.

I believe that if your life has only the sphere of work and the sphere of family, for example, you become very narrow minded because your daily life just revolves around going to work and then going home.

Wrapping up the session, Anita asked: "If there is one thing you want people to walk away with when they talk about navigating change, either as a leader, as an employee, or as an organisation, what should they remember?"

Chin responded: "As HR people, we need to be very change-resilient ourselves."

She also encouraged HR professionals to drive change within their organisations, while of course taking care of themselves and never getting discouraged no matter the situation — highlighting the critical role HR plays in organisational success.

These are some of the insights shared at our Learning & Development Asia 2024 Singapore. Held at Shangri-La Singapore on 11 & 12 September 2024, the Summit saw more than 150 HR & learning professionals gather to gain insights on staying ahead of technological advancements to address the evolving skills demands and strengthen the employee experience amidst cost pressures.

Human Resources Online would like to thank all speakers, moderators, panellists, facilitators, and attendees for being valuable contributors to this event.

We would also like to extend our gratitude to our sponsors & partners for making this conference possible:

Gold sponsors: