At the organisational level, the STB has also implemented wellness-oriented policies. There is a quarterly “recharge week” where no meetings are held so that staff can focus on getting work done. And every week, Friday afternoons are set aside for staff to focus on physical or mental wellness. They can also use this time to pursue learning activities or corporate bonding activities.
STB’s flexible work arrangements allow for employees to “work from anywhere” two to three days a week. A recent survey by The Straits Times also listed the tourism board as one of Singapore’s best employers in 2022 – a testament to its efforts to look after staff.
As the head of the STB, Keith pays particular attention to newly appointed assistant directors, the middle managers integral to the success of STB’s transformation work.
He joined the STB as Chief Executive in October 2018, and was previously Deputy Secretary (Policy) in the Ministry of Defence and Senior Director of the Public Service Division PS21 Office.
Keith realised the importance of supporting this group while at the PS21 Office from 2013 to 2014. Trust, cooperation and communication among middle managers are “absolutely critical” for successful service delivery. For these aspects to emerge, they had to feel empowered, not just execute instructions.
“We don’t really support middle managers, we… expect them to sink or swim. I don’t think that’s wise as we focus on developing a new generation of leaders,” he says.
At the STB, Keith makes time to speak to and advise all his assistant directors – the “first tier” of people managers in the organisation. The STB also has a mentorship programme for experienced directors to mentor newer assistant directors.
“That’s important if we want to build a stronger culture and a new generation of leaders.”
In his efforts to connect with staff, the avid reader and Literature graduate incorporates quotes from his favourite poets – WH Auden, TS Eliot, Ocean Vuong – into his letters to STB staff.
“I hope these quotes inspire my team to look above the daily stress of our work and see that there is meaning in what we are doing,” he says.