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Four leadership lessons I learnt from the incoming SMRT CEO

I served as a young platoon commander under incoming SMRT CEO Neo Kian Hong, when he was Commanding Officer (CO) of 1 Guards Battalion 20 years ago. I don’t know if Mr Neo will be able to fix the train disruption problems or lead the company out of its crisis. I do know that I learnt four valuable leadership lessons from him.

One leadership lesson the author says he learnt from Mr Neo was to care for those under his charge.

One leadership lesson the author says he learnt from Mr Neo was to care for those under his charge.

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There has been much Internet chatter regarding the appointment of former Chief of Defence Force Neo Kian Hong as the new SMRT Group CEO.

Criticisms have been levelled at the choice of another ex-CDF as the new boss of the transport operator even before he starts his job in place of the outgoing Desmond Kuek.

The emotions of Singaporeans and commuters are understandable – they have faced multiple serious disruptions since 2011.

Falsified maintenance records, bribery, fatal accidents have compounded the negative perception of SMRT.  

SMRT’s woes have regularly been debated in Parliament, and the debate in November on the tunnel flooding incident at Bishan MRT station even saw SMRT top executives in attendance in the House.

Indeed one wonders if anyone would be brave enough to step into the fray as the new SMRT CEO.

I served as a young platoon commander under Mr Neo, when he was Commanding Officer (CO) of 1 Guards Battalion 20 years ago. I don’t know if Mr Neo will be able to fix the train disruption problems or lead the company out of this crisis.

I do know that I learnt four valuable leadership lessons from him.

Lesson 1: Cultural change starts from the top

The first weekend after Mr Neo assumed command, he dismissed the servicemen in the whole unit early on a Friday, which made them happy.

But all the officers were asked to stay behind. Behind closed doors, he said something to the effect of: “When I shake up a unit, I start from the top… ”

He expected us officers to lead by example, adding that we cannot expect the men to be disciplined and committed if we were not.

He inspected our uniforms, bunks and those who failed the standards were punished. Our men never knew this took place.

Leaders can sometimes impose standards or demands on the people we lead, without expecting that they have to hold ourselves up as role models of the same standards.

Leaders must be prepared to do whatever they ask  colleagues and subordinates to do.

Lesson 2: Expect great things from your people, set the bar high

In the Singapore Armed Forces (SAF), all units are tested for operational readiness every year.

Mr Neo told our unit that he expected us to aim to win the Best Combat Unit competition.

It was a highly ambitious target given the dominance of the Commandos in the competition. Plus, our unit had barely passed our readiness test at that point!

Besides, not all of us wanted to win the competition. Some wanted to cruise through their national service.

Some were prepared to do their best but doubted we could win.

Mr Neo did not doubt. He set the target and pushed everyone towards it. It was a tough year, and although we did not emerge as the Best Combat Unit, we did win the Best Infantry Unit title that year.

Till today, we the men of 1 Guards Battalion still speak fondly and proudly of our achievement.

Some leaders assume those they lead are incompetent and set a lower bar accordingly. But that is selling your people short.

Lesson 3: Help people understand the importance of what they do

Singapore’s conscripted soldiers can sometimes find it difficult to stay motivated and see the importance of what they do; after all they are not there voluntarily.

A common mindset in the army was: “We have to do this anyway, let’s just get through it.”

Those who are self-motivated believe otherwise: “I will do this well even though I don’t like it because it is important.”

Both mindsets drive different behaviours. My attitude changed from the former to the latter when Mr Neo showed us the importance of our attitude and work as commanders.

He said: “If don’t train your men well, your unit will be ineffective. You will waste two years of their lives. (Actually,) you will waste much more than these two years because they will have to return for several more years after they complete their full-time national service.”  

I felt the weight of responsibility on my shoulders and my attitude changed for the better, because he helped me understand the importance of my work.

As leaders, we sometimes neglect to take the time to let those we lead know the importance of their work. Every one needs to know their work matters.

Lesson 4: Care for those we lead

In our military exercises, it was common to walk through mud and water for long

distances of 20 km or more before an assault.

Morale was low because the troops were tired, their feet hurt, their clothes wet, and their stomachs growling.

The logistical supply team was always a welcome sight because they brought replenishments, including food and water.

But the food was always cold, because they were packed well in advance.

The troops never knew an alternate reality, until Mr Neo insisted that the logisticians must deliver hot food rations speedily to the combatants.

He understood the men were exhausted during a strenuous exercise and wanted to provide the best available care and support.

So he ordered that a field kitchen be set up so that the troops can have hot meals.

When we saw the extra efforts to provide us with hot rations, we in turn were motivated to push ourselves even further.  

People willingly follow leaders who care for their well-being, and who are not just interested in getting the job done.

It has been 20 years since I served under Mr Neo.

I told my wife that if we ever had to go to battle, I would gladly serve under him again.

We have not been in touch since then, but I sincerely thank him for the leadership lessons.

He has impacted me greatly, and I dare say, my fellow men of 1 Guards Battalion.


ABOUT THE AUTHOR:

Melvin Liew is Managing Director of Dale Carnegie Training.

 

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