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Having worked across very different sectors and diversified conglomerates, I have realised that what people want is actually quite simple. They want to feel respected, supported, trusted, and enabled to grow. The industry may change, from plants to services to projects, but human motivation stays the same.
One thing I have seen again and again is that people give their best when leaders genuinely listen. In one of my earlier roles, a small practice we introduced, monthly town halls by leaders in their respective areas, made a bigger impact than any large HR programme. Technicians, supervisors, and young managers all felt heard, and you could clearly see a rise in ownership.
A people-centric organisation is built through these small, everyday actions. When employees know their concerns will not be ignored and their efforts will be acknowledged, they naturally become more committed. At the end of the day, people work for leaders who are fair, transparent, and who keep their word.
In a large group like ours, every business has its own character, its own rhythm, vocabulary, and way of working. I see this diversity as a strength. My role is to connect the dots without forcing everyone into the same mould.
At RPSG, our common anchor is our shared core values, Humaneness, Credibility, Customer First, Risk-Taking, Agility, Execution Excellence, and Sustainability. These allow each business to express the values in its own way without compromising the spirit behind them. While I am yet to experience the vibes of our Annual Group Conference, where leaders from different companies come together, I am given to believe that the Group’s identity comes alive naturally when these leaders meet and interact.
The goal is not uniformity, it is alignment. People should feel, “We may be different businesses, but we belong to the same RPSG family.” This balance of unity and individuality keeps the Group both agile and connected.
One thing I would like to attempt is to work with all businesses to define the underlying behaviours expected from employees for each of our core values, to further strengthen our culture.
Running marathons has shaped my leadership more than I expected. The first lesson is that discipline, consistency, and endurance are more important than speed. You cannot sprint the first few kilometres and expect to last the full race. Leadership is similar, it requires consistency, discipline, and the ability to stay steady even when pressure builds.
Another lesson is humility. No matter how much you train, every race brings surprises, weather, terrain, and your own energy levels. Leading people is very similar. You have to keep checking in, adjusting, and staying patient.
When I have led long transformation projects in organisations, I have always treated them like a marathon, setting a clear pace, taking regular feedback breaks, conserving energy for the tough phases, and encouraging the team along the way.
Ultimately, running teaches endurance. And in leadership, endurance, staying committed and calm over the long run, often matters more than quick wins.
