Cindy is currently based in EDB's Headquarters in Singapore. She is heads up both EDB's Consumer Businesses Division and Consumer Insights Programme Office. In her role, Cindy leads a team of EDB officers to ensure that Singapore becomes and remains the place for Consumer Companies to be in.

Read more to get Cindy's insights on being a manager in EDB.

Leadership is the art of getting someone else to do something you want done because he wants to do it - Dwight Eisenhower

EDB is well known for having officers fuelled by a tremendous drive to do something significant for the good of Singapore. They work hard to champion the growth of industries which they are passionate about.

I joined EDB as a young officer and grew up in such an environment. I was never expected to do something just because "my boss told me so". Rather, I was constantly asked for my opinion on issues and whether I had another point of view. It was this kind of empowerment, together with the knowledge that my actions were making a significant impact on the lives of Singaporeans that has kept me in EDB for the past 8 years.

When I first became a manager 2 years ago, one of the key challenges I faced was how to motivate my team of young, driven and bright officers to achieve the goals that were established for the team. It is easy to motivate yourself to accomplish ideas that you strongly believe in. It is a totally different ballgame altogether to "get someone else to do something you want done because he wants to do it", and do it well.

I realised that being a manager is not just about telling someone to do something for you. Rather, as Theodore Roosevelt nicely put it, it is about "having the good sense to pick good people to do what you need done, and the self-restraint to keep yourself from meddling with them while they do it."

Managing a team isn't just about motivating them towards a common goal. It is about caring for each individual and being responsible for their personal and career development. It is also about keeping a constant eye out for opportunities in which I can help them grow professionally.

I have to say that the portfolio rotations coupled with the leadership development programmes that EDB has in place for all officers is a powerful way to groom officers at every stage of their career. Having strong mentors within EDB helped a lot as well since there will be a "go to person" if I needed advice or inputs on management principles among other areas of development.

People ask me why I am still in EDB. I tell them it is because EDB is one of the few organisations that invests so heavily in developing its people to become strong and capable leaders of the future.