askST Jobs: Does your job prepare you to lead?

SINGAPORE – In this series, manpower correspondent Tay Hong Yi offers practical answers to candid questions on navigating workplace challenges and getting ahead in your career. Get more tips by signing up for

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Q: How do I know if a role gives me the exposure needed to progress further?

A: Anyone aspiring to leadership positions needs to accumulate a good and balanced blend of technical and people skills as they rise up the ranks, says Mr David Blasco, country director at Randstad Singapore.

Aspiring leaders will also need to decide whether their current position and employer provide a discernible pathway for them to pick up these skills.

Companies with flatter hierarchies and with a culture of letting employees take ownership of projects or product lines tend to provide earlier leadership opportunities and faster progressions, Mr Blasco says.

This includes the financial technology, technology, insurance and consulting sectors, which are known for their fast-paced environments.

“Large companies that offer leadership development programmes and rotational assignments also allow employees to gain broad exposure to people management and budgeting responsibilities at an early stage.”

Ms Jillian Yip, director of corporate function hiring at executive search firm Ethos BeathChapman, says those hoping to rise up the ranks can also indicate their motivation and readiness to pursue leadership responsibilities.

This can be done by volunteering to help lead projects that involve managing major changes, such as migrating to new systems of operations or technology, as well as merger and acquisition initiatives, especially if these projects lie well within one’s technical capabilities.

They can also actively seek opportunities, such as participating in employee engagement efforts like mentoring, or learning and development programmes.

However, Ms Yip notes that issues such as a lack of succession planning or renewal can also prevent deserving talent from getting into a position that allows them to show their leadership chops.

Mr Blasco adds: “There may be instances where some companies have more people in top and middle management positions, making it more challenging for younger employees to progress into their desired roles.

“There could also be situations where the existing leadership team feels that none of the existing employees is ready to take up more responsibility in the organisation, and consider hiring someone from outside the organisation.”

Employees who feel they have missed out on a promotion opportunity can consider searching for another employer who will give them a chance to take up the responsibilities that prepare one for leadership, he says.

In doing so, they will need to search for job openings with job scopes that include some level of managerial responsibility, such as managing teams or a given budget.

“It is advisable to partner with specialised recruiters to find leadership positions, as some senior roles are not publicly advertised,” Mr Blasco says.

To ensure the role provides you with the leadership exposure you want, Mr Blasco encourages asking targeted questions during the job interview.

Examples he cites include “What is my role in budgeting and forecasting processes?”, “What is the team’s structure and how many direct reports would I have?” and “What level of autonomy does the position have when it comes to making a decision for the team?”

Says Mr Blasco: “The answers to these questions can help confirm whether the role offers hands-on exposure for you to build key leadership competencies.

“At the same time, the interviewer will be able to assess your career motivations and readiness to determine your fit for the role.”

Ms Yip says that, realistically speaking, those angling to leave also need to recognise that employers in the market for roles that offer a step up will likely expect candidates to already have some form of leadership or mentoring experience.

As for skills that leaders will be expected to have, Mr Blasco says strong business and finance acumen is critical, as leaders will often need to weigh risks and benefits and make well-informed decisions under pressure and uncertainty. This holds true regardless of industry type and organisation size.

Leaders may well be on the hook for profit and loss figures, so they will need to know how to manage budgets to allocate resources effectively while ensuring that the business function they oversee is profitable.

“At the same time, exposure to managing budgets helps build capabilities in strategic planning and critical thinking,” Mr Blasco says.

He adds that employees who hope to rise up the leadership ladder should also have a track record of managing people well, including in terms of hiring, coaching, delegating work and resolving conflicts, even if informally.

Those in customer-facing roles such as business development will also need to clearly understand and deliver on what customers need.

Leaders also need to inspire, develop and retain talent, earning the trust of employees. “A team of people will always have differing personalities and perspectives, which are necessary for business success,” he says.

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