Singapore Public Sector Agency

Challenge

The client needed to embed a new approach to leadership through all levels, in a way that reinforced positive behaviour and promoted a proud, productive and cohesive workforce.

THE INFLUENCE OF CHANGE

Recognition and appreciation in value of a coaching approach in the Singapore Government
Necessity to increase pool of internal coaches and elevate coaching capability of leaders

THE EXPECTATION OF CHANGE

A desire for improved leadership and management, increase in wellbeing and performance, communication, training and skills in senior executive leaders
A desire for improved quality of conversations in mid-level leadership supervisors with their direct reports and stakeholders

THE RESPONSE OF CHANGE

Agency’s desire to reinforce their strong coaching culture
Focus on people, rather than systems and processes, for the key objective to enhance coaching capability of leaders to deliver the Agency’s vision of inclusive, conscious leadership
Acknowledges quality of work relies on quality of relationship between leaders and their staff

Solution

THE PARTNERSHIP

IECL helped the Agency to build a coaching culture and approach

Through a rigorous tender process and our consultancy, IECL has designed and delivered a range of leadership and coaching related activities since 2018 to date. We aimed to:

create a consistent learning environment
maximised and empower workplace application
include peer learning opportunities that embedded Agency’s values and behaviours
Introduced a new approach to leadership

THE APPROACH

As part of the iterative design process, IECL and the Agency introduced initiatives in succession, allowing themes and participant engagement to inform the structure and agenda of our programs.

EXPERIENTIAL LEARNING

IECL coaching skills program incorporate structed adult learning conversations with a strength-building/solution orientation rather than a problem orientation. In applying a strength-based approach, leaders are effectively modelling this to engage others and trigger interest, self-worth, energy, motivation and action.

Through developing coaching skills, the aim was to help Supervisors improve their quality of self-awareness and enable greater empowerment in the people they lead, in the professional and personal life and hence their performance and organisational effectiveness.

ROLE OF LEAD FACILITATORS AND CONSULTANTS

John Raymond and Toni Butler were instrumental in overseeing the design and delivery components across the initiatives and ongoing programs. John and Toni were actively involved in ensuring every stage of the implemented programs were set up for success and undertook feedback and comments from participants and stakeholders in the Agency.