About The Event

Leadership frameworks can tell us what resilient leadership should look like. But when leaders are faced with uncertainty, setbacks and difficult decisions, the reality is rarely so straightforward.

As part of their Action Learning Project, a group of 2026 SGLN Fellows set out to explore resilience through the lived experiences of leaders who had navigated these moments themselves. They invited 14 leaders across Singapore’s private, public and social sectors to reflect candidly on the crises, changes and challenges that tested them, the decisions they made, and the lessons that continue to shape how they lead.

These conversations became The Resilience Blueprint: a digital anthology comprising 14 short, personal leadership stories that offer practical perspectives on navigating uncertainty and change.

To mark the launch of the anthology, SGLN Fellows came together for an evening of conversation and reflection with several of its contributing leaders.

Contributing authors Ms Ang Bee Lian, former Director-General of Social Welfare; Ms Zuraidah Abdullah, former CEO of Yayasan MENDAKI; Mr Rohit Jawa, former CEO & Managing Director of Hindustan Unilever Limited; Mr Lim Tien Hock, CEO of E-Bridge Pre-School; and Mr Syahzan Kudus, CEO of Raffles Quay Asset Management, joined Fellows for a leadership dialogue that brought the experiences captured in the anthology off the page and into the room.

Across the evening, several themes emerged:

• Resilience is more than bouncing back. Difficult experiences can change us. Resilience can mean learning and adapting through adversity, and emerging from it differently from how we entered it.
• Resilience is not only an individual responsibility. Leaders play an important role in creating the conditions for others to navigate difficulty — building trust and relationships before a crisis arrives, providing clarity where possible, and preparing their teams during periods of calm.
• Leading others starts with leading yourself. Looking after one’s own wellbeing, remaining grounded in one’s values and staying adaptable influence a leader’s ability to continue showing up for others with clarity and purpose.

The dialogue offered Fellows an opportunity to hear the experiences behind the anthology firsthand, while reinforcing the value of learning from leaders not only through their successes, but also through the difficult moments and choices that shaped them.

The conversation continues through The Resilience Blueprint, with 14 perspectives on how leaders across different sectors have navigated uncertainty, setbacks and change. Each chapter stands alone and takes approximately 5–10 minutes to read.