Written By: Rose Tan
The "Head, Heart, Hands" Framework
Real transformation fails not because of flawed plans, but because the human element is overlooked. Based on our experience, lasting change requires three key elements:
– The Head (Clarity): A clear, accessible vision so everyone understands the “why.”
– The Heart (Buy-in): Psychological safety and genuine trust to navigate the emotional journey.
– The Hands (Habit): Practical systems and daily habits to make the new vision a reality.
When a transformation stumbles, what’s the first thing we blame? For years, I pointed at outdated tech or a flawed strategy. But after a decade in talent, and especially after a long, winding project refining our company’s Mission, Vision, and Values (MVVs), I’ve learned the hard way it’s rarely the tools that fail. Real change isn’t about the plans; it’s about the people at the centre of it all.
It’s Not the Plan That Fails, It’s the People-Centricity
The real stumbling block was never the plan itself, but the human side of things. In my experience, most transformations unravel not because the strategy is flawed, but because we overlook the emotional and behavioural scaffolding that real change quietly demands. You can craft the most impressive plan on paper, but if you ignore how people feel and respond, it simply won’t take root.
I’d like to share a few moments from that journey, including some lessons learned, a few missteps, and a few small victories. What I’ve come to believe is that real, lasting transformation depends on bringing together three things: the Head, Heart, and Hands. It’s not about ticking boxes, but about weaving these elements together so that change becomes something people can actually live and breathe.
The "Head": Building a Clear and Accessible Vision
The first hurdle was building a foundation, which meant starting with the Head. But this went far beyond having a strategy written down. It was about making the vision real and accessible for everyone. I learned that simply announcing change isn’t enough; people need to see the why for themselves. Without that clarity, the whole effort risks becoming just another directive that never quite lands.
At GJC, we knew the world around us had changed. Eighteen years in, Singapore’s talent landscape bears little resemblance to what it was when we began. Our transformation was about sharpening who we are, moving from being just a recruitment agency to becoming a real connector. We believe in building bridges where culture is the foundation of success, moving beyond simple placement to connecting people and opportunities across borders. My job became less about being the strategist and more about being the sense-maker, helping everyone understand not just what we were doing, but why it mattered—a process that demands a high degree of cultural intelligence.
The "Heart": Creating the Psychological Safety to Leap
The "Hands": Turning Good Intentions into Everyday Reality
Helping people feel the change and building trust was only part of the journey. The real test was turning that initial spark into something that lasts. This is where the Hands come in. It’s the part where we roll up our sleeves and do the steady, often unglamorous work of making new habits stick. It’s about turning good intentions into everyday reality, one small step at a time.
We took a practical approach: once people understood and wanted the change, we ensured it became an integral part of how we work. That meant weaving the new Mission, Vision, and Values into everything from performance reviews to how we set goals and recognise each other’s efforts. We also made onboarding a priority, so that new team members could start building these values into their work from day one.
We also paid close attention to how the change was actually landing with people, not just whether the project was finished. Regular check-ins and surveys helped us see if the new ways of working were really taking root.
Looking back, the biggest shift wasn’t just in our systems, but in how I think about leading. Transformation isn’t a one-time event. It’s a process that is always about people. Our journey at GJC reminded me that real change happens when you bring together clear thinking, genuine care, and steady action. And it is still a continuous journey we are on.
My Two Core Lessons in Change Leadership
Let Us Be Your Bridge to Transformation
Our ‘Head, Heart, and Hands’ approach is built on our core GJC values of People, Play, and (Em)Power. We believe that building a strong, adaptable culture is the ultimate foundation for success.
If your organisation is navigating its own transformation, contact GJC today for a consultation on building a culture that lasts.
Rose Tan
Rose Tan, a senior leader at GJC, her work is a synthesis of talent, strategy, and technology. Her experience, spanning over a decade in talent management and corporate strategy, forged her core belief in human-centric change. This philosophy—that technology is a tool to amplify the human element—was put into practice as she built the communications and marketing functions for GJC and OAI.
