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THE LEADER, THE TEACHER & YOU: LEADERSHIP THROUGH THE THIRD GENERATION
Former Head of the Singapore Civil Service Mr Lim Siong Guan now shares his diverse experiences and fresh insights on leadership in his exclusive new book, The Leader, The Teacher & You. As a former Permanent Secretary in ministries, including the Ministry of Defence, the Prime Minister's Office and the Ministry of Finance, and former chairman of the Inland Revenue Authority of Singapore and the Singapore Economic Development Board, the indefatigable public servant has contributed greatly to Singapore's success, introducing innovative policies and practices at each turn, which have greatly enhanced drive and performance across the board. Most notably, he is known for his pursuit of excellence, especially in spearheading the Public Service for the 21st Century (PS21) movement, to develop organizational excellence. From Singapore's early years of government to its emergence as a prosperous metropolis, Lim has served the nation tirelessly through the years.In The Leader, The Teacher & You, Lim puts forth a fresh take on the notion of leadership as other-centered, with the focus on enabling others to be the best they can be. This noble vision of leadership is elaborated and built upon through the sharing of his experiences, in particular the memorable lessons and deep-seated convictions he has had while serving under Mr Lee Kuan Yew, Singapore's first Prime Minister, and Dr Goh Keng Swee, Singapore's First Deputy Prime Minister. Different types of leadership, such as personal and position leadership are touched upon as the author encourages leaders to take an active role in empowering those they lead and spurring them on to excellence. Coming from a man who has helmed many distinguished organizations, Mr Lim's insights on core values essential for organizational excellence are also not to be missed. The book offers practical and down-to-earth advice for leaders in all walks of life. For leaders who genuinely care for the people they lead and hope to make a difference in their lives, this book will be a crucial guide.
- GenresLeadershipNonfiction
304 pages, Paperback
First published December 13, 2013
49 people are currently reading
221 people want to read
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Displaying 1 - 27 of 27 reviews
October 16, 2016
Highly readable book with handy summaries on every alternate page (first time seeing such a format, trust Singaporeans to find a way to make reading a book more efficiently.
_______
Ideas must always be put together in a way that makes sense within the context of time and circumstance.
While the gathering of ideas is a smart thing to do, success lies in putting good ideas together in a systemic whole that results in different, innovative, and unique ideas. Too often we ask others, "What do you do, and how do you do it?" Too seldom do we ask, "Why do you think that way and why do you do it like that?"
"Nobody grows old merely by a number of years. We grow old by deserting our ideals." - Youth, Samuel Ullman
People have a deep sense of pride and want to do a good job. People want to be appreciated and want their work to be acknowledged. People want to taste success, and when they do, they automatically become more motivated and more self-confident, which in turn engenders initiative and innovation. No one wants to look stupid or fail on their job.
The challenge for leaders is how to create situations where people are not afraid to try, where people can savour success to build up their self-confidence, and where people can safely learn from their mistakes. (Psychological safety)
The art of getting things one in situations of ambiguity and uncertainty: The importance to have the courage to try new things and the discernment to cut losses when things do not work out. (See Tim Harford's Adapt)
The only way to avoid making mistakes is not to do anything, and that, in the final analysis, will be the ultimate mistake.
Opportunities are for us to learn and to be the best we each can be. But with opportunities come obligations: the obligation to contribute to those around us, and the obligation to offer others opportunities to discover themselves, just as we have benefited from the opportunities given to us. In addition, anything less than doing the best that we can and being the best that we can be would be less than fair to ourselves and those around us.
The worst thing you can do to your boss and yourself is to surprise your boss with bad news. It is always best for your boss to hear the bad news from you first.
Do not allow your ego and fear to impede your capacity to learn, as well as your willingness to try new things. It is foolhardy for any boss to empower a person who is either not competent enough to know that things are going wrong, or honest and humble enough to admit that things are going wrong.
The job of staff is to analyse and come up with the best answer within the bounds of their knowledge and experience. A leader is never to tell the staff to re-do their analysis, even if they should disagree with their staff's analysis for whatever reason, as they would be undermining their staff's work, their sense of self-worth, and the values of honesty and integrity by telling them to write what they do not believe in.
Worst of all, they would be developing staff who do not think independently, but are instead always second-guessing their bosses. This is how organisations lose imagination, initiative, and innovative staff by ignoring their brains and undermining their courage.
We should not always do what we are asked to do. We should always ask, "What am I doing this for?" Then think of what else we should do. Think of a better way to do it. Think also of completely different things to do that are useful, sensible, and effective.
Setting the rule is the government's business, to give maximum freedom to the individual without impinging unreasonably on the freedom of other; converting the heart is God's business.
Scenario-planning helps an organisation think about a future that is uncertain and unpredictable. Everyone becomes attuned and sensitised to the signals of change, and we learn to think with a contingency mind-set so we may be able to react quickly when the need arises.
In the public service, not having a bottom line means one less instrument to encourage improvement and induce change, and also means higher demands on the quality of leadership required, as well as on the leader's ability to lead by example, communicate and motivate.
A public service will keep on going even with mediocre leadership, but if it aspires to be first class, it requires superior leadership.
Public Communications is no longer solely the purview of the Corporate Communications department, as officers at all levels make up the voice, character, and personality of the organisation.
It does not matter what policy paper has been written, what is communicated to the audience is the intention of the policy so far as the audience is concerned. Communicate wrongly or inadequately and all the misreading and unintended distrust cannot be blamed on the audience.
What the public sees or perceives of the implementation defines the policy in their mind.
Excellence is a never-ending journey (George Leonard's Mastery). Supervisors must help make it interesting and worthwhile. But it is our attitude that will make the journey either fun or boring.
By teaching moral education without religion, the need for personal example by the teacher is very great, and his teaching fails when students do not see the teaching to be true for his life.
If "Values of Identity addresses the question: "Who am I?" and "Values of Community" address the question, "What can I do?" then "Values of Discovery" address the question, "What can I be?"
Three kinds of fatal organisational failure:
-A failure to learn from the past
-A failure to adapt to the present
-A failure to anticipate the future
Anyone who has tried to drive change in organisations knows that it is not straightforward. Resistance to change is normal. In fact, we should worry if we do not get resistance, because it either means that people are not taking the change seriously, or they think we will give upe asily and so there is no need for them to apply themselves. In other words, they believe they can outlast our ideas or outlast us.
Promotion must always be an expectation of the probability of high performance at the next higher level. The right reward for high performance is a good bonus, not a promotion.
Dee Hock, Founder of Visa on promotion: Hire and promote first on the basis of integrity; second, motivation; third, capacity; fourth, understanding; fifth, knowledge; and last and least, experience. Without integrity, motivation is dangerous; without motivation, capacity is impotent; without capacity, understanding is limited; without understanding, knowledge is meaningless; without knowledge, experience is blind. Experience is easy to provide and quickly put to good use by people with all the other qualities.
Too often we think the goal is the product and the process is the means. Our goal must be the process. The product as seen in today's performance is just the means to continually check how well the process is working out.
Mission comes before Vision. Mission defines the reason why the organisation exists, while Vision is the leader's expression of the tangible goals and outcomes that will define what success for the organisation is.
Two grave disadvantages when change is undertaken only when there is a crisis:
-An organisation in crisis is usually one in a state of low moral and high anxiety, especially given that people in an organisation often know that a crisis is looming before the public outside, or sometimes even the board knows about it.
-Some of the best staff would have left the organisation, as they know things are in bad shape and reckon that someplace else would be better able and willing to recognise their capabilities and welcome their contributions.
Unconscious competence is commonly thought of as the highest level to strive for. However, when people in the organisation do not understand why they are doing what they are doing, sooner or later the organisation will slip into a state of unconscious incompetence without knowing how or why it got there, especially when circumstances shift.
The reason why you want your boss to be clear that you are always willing to do what you can to help him succeed is to thereby gain his trust and boost your credibility - he is then much more likely to grant you the freedom to decide and act. You will receive the 'empowerment' so many people crave for but do not get because they have not established a state of trust with their bosses.
It is easier for a supervisor to forgive, as forgiveness stems from a assessment of character - "Was my subordinate acting honestly and in good faith?" - whereas permission requires an assessment of the proposal and the assumption of responsibility.
_______
Ideas must always be put together in a way that makes sense within the context of time and circumstance.
While the gathering of ideas is a smart thing to do, success lies in putting good ideas together in a systemic whole that results in different, innovative, and unique ideas. Too often we ask others, "What do you do, and how do you do it?" Too seldom do we ask, "Why do you think that way and why do you do it like that?"
"Nobody grows old merely by a number of years. We grow old by deserting our ideals." - Youth, Samuel Ullman
People have a deep sense of pride and want to do a good job. People want to be appreciated and want their work to be acknowledged. People want to taste success, and when they do, they automatically become more motivated and more self-confident, which in turn engenders initiative and innovation. No one wants to look stupid or fail on their job.
The challenge for leaders is how to create situations where people are not afraid to try, where people can savour success to build up their self-confidence, and where people can safely learn from their mistakes. (Psychological safety)
The art of getting things one in situations of ambiguity and uncertainty: The importance to have the courage to try new things and the discernment to cut losses when things do not work out. (See Tim Harford's Adapt)
The only way to avoid making mistakes is not to do anything, and that, in the final analysis, will be the ultimate mistake.
Opportunities are for us to learn and to be the best we each can be. But with opportunities come obligations: the obligation to contribute to those around us, and the obligation to offer others opportunities to discover themselves, just as we have benefited from the opportunities given to us. In addition, anything less than doing the best that we can and being the best that we can be would be less than fair to ourselves and those around us.
The worst thing you can do to your boss and yourself is to surprise your boss with bad news. It is always best for your boss to hear the bad news from you first.
Do not allow your ego and fear to impede your capacity to learn, as well as your willingness to try new things. It is foolhardy for any boss to empower a person who is either not competent enough to know that things are going wrong, or honest and humble enough to admit that things are going wrong.
The job of staff is to analyse and come up with the best answer within the bounds of their knowledge and experience. A leader is never to tell the staff to re-do their analysis, even if they should disagree with their staff's analysis for whatever reason, as they would be undermining their staff's work, their sense of self-worth, and the values of honesty and integrity by telling them to write what they do not believe in.
Worst of all, they would be developing staff who do not think independently, but are instead always second-guessing their bosses. This is how organisations lose imagination, initiative, and innovative staff by ignoring their brains and undermining their courage.
We should not always do what we are asked to do. We should always ask, "What am I doing this for?" Then think of what else we should do. Think of a better way to do it. Think also of completely different things to do that are useful, sensible, and effective.
Setting the rule is the government's business, to give maximum freedom to the individual without impinging unreasonably on the freedom of other; converting the heart is God's business.
Scenario-planning helps an organisation think about a future that is uncertain and unpredictable. Everyone becomes attuned and sensitised to the signals of change, and we learn to think with a contingency mind-set so we may be able to react quickly when the need arises.
In the public service, not having a bottom line means one less instrument to encourage improvement and induce change, and also means higher demands on the quality of leadership required, as well as on the leader's ability to lead by example, communicate and motivate.
A public service will keep on going even with mediocre leadership, but if it aspires to be first class, it requires superior leadership.
Public Communications is no longer solely the purview of the Corporate Communications department, as officers at all levels make up the voice, character, and personality of the organisation.
It does not matter what policy paper has been written, what is communicated to the audience is the intention of the policy so far as the audience is concerned. Communicate wrongly or inadequately and all the misreading and unintended distrust cannot be blamed on the audience.
What the public sees or perceives of the implementation defines the policy in their mind.
Excellence is a never-ending journey (George Leonard's Mastery). Supervisors must help make it interesting and worthwhile. But it is our attitude that will make the journey either fun or boring.
By teaching moral education without religion, the need for personal example by the teacher is very great, and his teaching fails when students do not see the teaching to be true for his life.
If "Values of Identity addresses the question: "Who am I?" and "Values of Community" address the question, "What can I do?" then "Values of Discovery" address the question, "What can I be?"
Three kinds of fatal organisational failure:
-A failure to learn from the past
-A failure to adapt to the present
-A failure to anticipate the future
Anyone who has tried to drive change in organisations knows that it is not straightforward. Resistance to change is normal. In fact, we should worry if we do not get resistance, because it either means that people are not taking the change seriously, or they think we will give upe asily and so there is no need for them to apply themselves. In other words, they believe they can outlast our ideas or outlast us.
Promotion must always be an expectation of the probability of high performance at the next higher level. The right reward for high performance is a good bonus, not a promotion.
Dee Hock, Founder of Visa on promotion: Hire and promote first on the basis of integrity; second, motivation; third, capacity; fourth, understanding; fifth, knowledge; and last and least, experience. Without integrity, motivation is dangerous; without motivation, capacity is impotent; without capacity, understanding is limited; without understanding, knowledge is meaningless; without knowledge, experience is blind. Experience is easy to provide and quickly put to good use by people with all the other qualities.
Too often we think the goal is the product and the process is the means. Our goal must be the process. The product as seen in today's performance is just the means to continually check how well the process is working out.
Mission comes before Vision. Mission defines the reason why the organisation exists, while Vision is the leader's expression of the tangible goals and outcomes that will define what success for the organisation is.
Two grave disadvantages when change is undertaken only when there is a crisis:
-An organisation in crisis is usually one in a state of low moral and high anxiety, especially given that people in an organisation often know that a crisis is looming before the public outside, or sometimes even the board knows about it.
-Some of the best staff would have left the organisation, as they know things are in bad shape and reckon that someplace else would be better able and willing to recognise their capabilities and welcome their contributions.
Unconscious competence is commonly thought of as the highest level to strive for. However, when people in the organisation do not understand why they are doing what they are doing, sooner or later the organisation will slip into a state of unconscious incompetence without knowing how or why it got there, especially when circumstances shift.
The reason why you want your boss to be clear that you are always willing to do what you can to help him succeed is to thereby gain his trust and boost your credibility - he is then much more likely to grant you the freedom to decide and act. You will receive the 'empowerment' so many people crave for but do not get because they have not established a state of trust with their bosses.
It is easier for a supervisor to forgive, as forgiveness stems from a assessment of character - "Was my subordinate acting honestly and in good faith?" - whereas permission requires an assessment of the proposal and the assumption of responsibility.
November 5, 2018
“The Leader, The Teacher and You” by Former Head of Singapore Civil Service, Mr Lim Siong Guan, contains a multitude of principles adopted by pioneer leaders of Singapore when building the nation. As a autobiography, this book also cogently highlights Mr Lim’s experiences in the civil service and lessons he learnt under the mentorship of leaders of the country. Something that stood out is the late Mr Lee Kuan Yew’s stance that Singaporeans should not be ashamed of being from a small country, but should exude confidence and look counterparts from other countries in the eyes. The book contains many leadership qualities not only applicable in the area of civil service, but also in businesses and institutions. For example, Mr Lim’s experience as a director of logistics for Singapore’s army in the 1970s taught him to be true to his beliefs, while being meticulous and attentive to detail to come up with the belief. Mr Lim attempts to convince leaders to encourage diversity of perspectives, but instil disciplined work ethics. Finally, a collection of wise advices on leadership from renown leaders, of which the one that reverberates most with me is by Singapore’s former Minister of Defence, Dr Goh Keng Swee. “It is better to have stallions, which we occasionally have to pull back, than to have donkeys you have to kick to move”.
December 2, 2022
The Book in 3 Sentences
1. Mastery of personal and positional leadership will allow you to advance your team to greater heights.
2. Change is inevitable; make change happen when appropriate, not when needed.
3. A leader is being a teacher.
Impressions
Something that gave me a good first impression of the book was the fact that the author is Singaporean. I felt that the tips he would give would provide me a greater insight than what other authors can as he is able to contextualise leadership into Singapore better and easier.
When I opened the first few pages and read through, I realised the the editorial style and presentation was pretty similar to [Honour](https://www.notion.so/Honour-e57b2f9c...), which I only found out that they were the same authors after looking into it deeper. The reason why I thought they were different authors was because I had put the previous name in Chinese.
How the Book Changed Me
To me, the idea of leading from different angles really stuck with me. The GEESE framework is also something that resonates with what I feel leadership is and I will use it to describe what a leader is in the future.
1. Mastery of personal and positional leadership will allow you to advance your team to greater heights.
2. Change is inevitable; make change happen when appropriate, not when needed.
3. A leader is being a teacher.
Impressions
Something that gave me a good first impression of the book was the fact that the author is Singaporean. I felt that the tips he would give would provide me a greater insight than what other authors can as he is able to contextualise leadership into Singapore better and easier.
When I opened the first few pages and read through, I realised the the editorial style and presentation was pretty similar to [Honour](https://www.notion.so/Honour-e57b2f9c...), which I only found out that they were the same authors after looking into it deeper. The reason why I thought they were different authors was because I had put the previous name in Chinese.
How the Book Changed Me
To me, the idea of leading from different angles really stuck with me. The GEESE framework is also something that resonates with what I feel leadership is and I will use it to describe what a leader is in the future.
June 5, 2021
3.5 stars. 2nd time reading this book as I recalled it was an easy and yet useful read. There are broadly two parts to it, the first being Lim's recount of his experiences in Singapore's civil service and the second being his reflections on leadership.
The first part on the civil service provided interesting insights into practices of the civil service, some of which have lasted till today and while I can't say that I fully agree with all of them, it is undeniable that they were put in place with the best of intentions; whether they were implemented with fidelity is another matter for discussion.
I found the second part on leadership to be more relevant and useful to me personally as Lim has summarised his thoughts quite succinctly and hopefully I can put them into practice.
There were a couple of points where Lim seemed to veer just slightly too much into his own religious beliefs which I find to detract from the main foci of the book, i.e., civil service and leadership. Overall, the book is worth a read (but maybe not two).
The first part on the civil service provided interesting insights into practices of the civil service, some of which have lasted till today and while I can't say that I fully agree with all of them, it is undeniable that they were put in place with the best of intentions; whether they were implemented with fidelity is another matter for discussion.
I found the second part on leadership to be more relevant and useful to me personally as Lim has summarised his thoughts quite succinctly and hopefully I can put them into practice.
There were a couple of points where Lim seemed to veer just slightly too much into his own religious beliefs which I find to detract from the main foci of the book, i.e., civil service and leadership. Overall, the book is worth a read (but maybe not two).
August 15, 2022
very hastily read because for some reason shaw foundation only loans out books from the singapore collection for two days? but overall i suppose it was a neat insider's look into the author's experience in the civil service, and i found the changes that he introduced very cool.
- skipped past the part on religion (specifically teaching religion in schools) because i am a moral relativist (jk i juts didn't find it too interesting)
- this is truly a book written by a singaporean for singaporeans leh where else got book have nice summary every odd number page one
- skipped past the part on religion (specifically teaching religion in schools) because i am a moral relativist (jk i juts didn't find it too interesting)
- this is truly a book written by a singaporean for singaporeans leh where else got book have nice summary every odd number page one
February 12, 2018
A simple book yet containing deep truths about leadership and how organisations and people work. The insights are not amazing; most of us would have encountered similar situations in our lives but reading them here strikes a deep chord within me. It's a book which I would put in the office for there is where we need it most!
September 19, 2020
Total must read
This is an absolutte must read for anybody who cares about leadership in any aspect: self leadership, people leadership, life leadership. It will be on my list of books to re-read again and again.
Also, it is an excellent introduction to Singaporean values and gives many insights to what has made Singapore such a successful society.
This is an absolutte must read for anybody who cares about leadership in any aspect: self leadership, people leadership, life leadership. It will be on my list of books to re-read again and again.
Also, it is an excellent introduction to Singaporean values and gives many insights to what has made Singapore such a successful society.
May 9, 2020
I think he was more inspiring as a speaker. Perhaps because the book was speaking more to the mind than the heart. Almost like a Management textbook. I felt it was lacking personal and human anecdotes.
July 9, 2017
Simple and easy to read + inspiring
September 9, 2017
Easy read with some parts which I nodded to and hope that I've achieved and parts I want to try soon. Highly reflective evenings as I read it
July 17, 2018
Leadership in sg context
August 16, 2019
Skimmed through middle part of the book. Lots of interesting anecdotes. Light read to get oneself in a productive / executive frame of mind.
October 27, 2019
One of the best book on leadership..
April 17, 2021
Simple read. Good to read once a while to remind oneself on the role of a leadership.
July 18, 2019
Contains some gems regarding personal excellence, leadership and government.
However, the writing was rather long-winded. Mr Lim Siong Guan tends to write very long sentences too. Some parts were also quite theoretical and I only skimmed through them. Overall, the book could have used tighter editing.
However, the writing was rather long-winded. Mr Lim Siong Guan tends to write very long sentences too. Some parts were also quite theoretical and I only skimmed through them. Overall, the book could have used tighter editing.
January 23, 2016
Management books do not need to be thick and wordy. The ideas that are communicated are more important, and can be disseminated in the breeziest of styles. Lim's book is like that.
Although this book covers many topics on leadership, the most important ones can be condensed to this:
There are 3 kinds of organisational failures:
1. A failure to learn from the past
2. A failure to adapt to the present
3. A failure to anticipate the future
To avoid failures, a leader must strive for "excellence" from his subordinates. Leadership is making things happen that on their own, would not happen. A leader becomes successful by helping his subordinates be successful. The leader's task is to help his subordinates, his peers, his boss be successful By doing so, the leader helps himself become successful.
Leadership is:
1. Not Position but Followers
2. Not Popularity but Results
3. Not Preaching but Examples
4. Not Privileges but Responsibility
Many of Lim's ideas actually parallels mine. However, he does unnecessarily attribute belief in god to be a characteristic of moral people. I disagree with this. A person of strong moral conviction does not need to be religious or subscribe to a belief of an omnipotent super-deity to be the good person that they are.
Although this book covers many topics on leadership, the most important ones can be condensed to this:
There are 3 kinds of organisational failures:
1. A failure to learn from the past
2. A failure to adapt to the present
3. A failure to anticipate the future
To avoid failures, a leader must strive for "excellence" from his subordinates. Leadership is making things happen that on their own, would not happen. A leader becomes successful by helping his subordinates be successful. The leader's task is to help his subordinates, his peers, his boss be successful By doing so, the leader helps himself become successful.
Leadership is:
1. Not Position but Followers
2. Not Popularity but Results
3. Not Preaching but Examples
4. Not Privileges but Responsibility
Many of Lim's ideas actually parallels mine. However, he does unnecessarily attribute belief in god to be a characteristic of moral people. I disagree with this. A person of strong moral conviction does not need to be religious or subscribe to a belief of an omnipotent super-deity to be the good person that they are.
February 16, 2016
Drawing from his experience in the buildup of Singapore's public service, Siong Guan describes his whole experience as well as provide valuable lessons and advice for the future generation. This is a very simple and straight to the point - it does sound like a textbook and has plenty of illustrations to support the content. He describes his journey in the first part of the story as well as key government initiatives that have been introduced. The second half of the book is devoted to leadership principles and some models he had used throughout his career.
I won't say that this is an enjoyable book to read. It can get dry at times and seem like you are back in college. But his leadership lessons are very applicable to Singaporeans and it does invoke some nationalistic pride and urgency for the younger generation Singaporean to go beyond themselves and build a Singapore that would be successful in the years to come.
Worth a read if you are a Singaporean or interested about Singapore public service. However, his leadership frameworks are quite elementary and not as inspirational or innovative.
I won't say that this is an enjoyable book to read. It can get dry at times and seem like you are back in college. But his leadership lessons are very applicable to Singaporeans and it does invoke some nationalistic pride and urgency for the younger generation Singaporean to go beyond themselves and build a Singapore that would be successful in the years to come.
Worth a read if you are a Singaporean or interested about Singapore public service. However, his leadership frameworks are quite elementary and not as inspirational or innovative.
January 10, 2015
Why do books written like a school textbook ( in simple English, endless name drops & making everything sound so simple get so much appreciation? The large part of the author's career seems like a unique dreamland achievable by a rare few. It can hardly inspire any young or mid-career person...much of what people can achieve depends on their environment and personal effort & some measure of luck. If anything, this book makes you wish Dr Goh Keng Swee's life & career was documented & taught in school. He seems to have imparted the best lessons which this author has gleaned. Don't waste a penny on the book. There will be enough copies available in school and national libraries and universities. The author is after all lucky like that. In other words, there is nothing in this book that is not just plain common sense. It distracts you with its screaming privilege.
January 17, 2015
It was a very easy read but filled with wisdom and depth. Being in the civil service, reading the book, helped me to understand the intent of the movements and initiatives that have taken place over the years.
It helped me to appreciate and understand the importance of what I do. There are certain things that we do today that we do for the sake of doing without understanding the intent. This is precisely what Mr Lim mentions as the unconscious competence.
Beyond the role of the Civil Service, there are many snippets of wisdom embedded in the book that would serve useful for anyone who reads it.
Despite a boring cover, it is a must-read. This is one of those don't-judge-a-book-by-its-cover examples.
It helped me to appreciate and understand the importance of what I do. There are certain things that we do today that we do for the sake of doing without understanding the intent. This is precisely what Mr Lim mentions as the unconscious competence.
Beyond the role of the Civil Service, there are many snippets of wisdom embedded in the book that would serve useful for anyone who reads it.
Despite a boring cover, it is a must-read. This is one of those don't-judge-a-book-by-its-cover examples.
June 19, 2016
I have very high respect for Mr Lim. Have heard him speak in person and he is someone with lots of practical wisdom of how to be a leader and a teacher in the workplace. If he every comes to your church to speak, you really should make it a point to hear him out!
May 6, 2014
review coming..!
April 28, 2014
Easy to read, good tips. What's not to like? I just hope more people will apply the lessons in the book to the workplace!
May 31, 2016
Not particularly insightful.
May 15, 2016
A must read for any civil servant.
July 22, 2014
Loved the meaningful short quotes & small lessons. Worth a read!
April 23, 2017
Siong Guan Lim deserved lots of accolade in sharing this great book.
"Nobody own us a living"
"If you do more but do not get the promotion or recognition in due time, you always have a choice to go somewhere else where your skills and experience will be given adequate recognition"
Soft Copy are getting the promotion.
Hard Copy are not getting the due, they deserved.
Easy to read and understand I just can't stop reading.
What a masterpiece.
Thank you.
"Nobody own us a living"
"If you do more but do not get the promotion or recognition in due time, you always have a choice to go somewhere else where your skills and experience will be given adequate recognition"
Soft Copy are getting the promotion.
Hard Copy are not getting the due, they deserved.
Easy to read and understand I just can't stop reading.
What a masterpiece.
Thank you.
Displaying 1 - 27 of 27 reviews