EngageRocket

Co-Founder and CEO (Americas)

SkillsFuture Mentor

Mentor

Gallup

Managing Consultant

- Strategy, marketing and business development across 6 markets, 4 practice areas and 3 channels

- Market penetration within target emerging market economies

- Key account management

- Budget and resource planning

- Managing cross-cultural and cross-regional teams

Regional Director

Consultant

Republic of Singapore Navy

Section Head, Naval Operations Department

Naval Combat Officer

Public Service Division

Recipient of the prestigious Singapore Armed Forces Overseas Scholarship, awarded to 6-8 applicants among a pool of 10,000+ A-level candidates for strong academic results and leadership qualities.

Singapore Armed Forces Overseas Scholar

As the co-founder and CEO (Americas) of EngageRocket, a SaaS startup that enables great leaders to build high-performing teams with smart engagement tools, I have over seven years of experience in leading and scaling a successful business in a competitive and dynamic market. I have a passion for applying data and tech to help people live their best lives through work, and a vision to transform the future of work with EngageRocket.

My background in management consulting, consulting, and strategy, as well as my MA degree in Political Science from Columbia University, have equipped me with the skills and knowledge to solve complex problems, deliver impactful solutions, and create value for our clients and partners. I also enjoy mentoring and sharing my insights with SMEs through SkillsFuture Mentor, a national initiative that supports SMEs in enhancing their capabilities and growth. I am a proud father of three lovely children, and a TEDx speaker on the topic of employee engagement and happiness.

As an entrepreneur, I've experienced first-hand that founders are people too - beyond just funding news and growth metrics. 

Major career moves like relocating across the globe impact entire families in profound ways.

In my latest personal blog, I candidly share our first-quarter experiences after moving my family from Singapore to Silicon Valley to expand EngageRocket's presence in North America. 

The post covers:

✨What I Miss: Affordable help, family ties, work camaraderie

✨What I'm Excited About: The market opportunity, community, learning together

✨Why I'm Sharing: To provide a relatable vantage point for other founders weighing cross-border moves

Making this decision meant grappling with sacrifices - being apart from loved ones, leaving behind professional networks, adapting to new cultural norms as a minority family.

But it's also opened up incredible growth opportunities, exposed my kids to invaluable life experiences, and allowed us to thrive in the Bay Area's diversity.

Head over to the blog to read the full story. I hope it provides useful perspective for entrepreneurs considering similar life-changing leaps.

CheeTung (CT) Leong

CheeTung (CT) Leong on LinkedIn • 8 min read

Immigrant life, one full quarter in

HR leaders, you're constantly challenged to demonstrate how our initiatives drive ROI and tangible business value.

Who better to figure this out than a CFA-turned-CHRO?

Recently on the HR Impact Show I chatted with Ron Storn, Chief People Officer at Truckstop.

We discussed a simple framework:

📌 Elevate the HR function by focusing HR activity to impact business goals, rather than traditional HR objectives. 

We talked about keeping a clear line of sight between the work that every individual does and the impact it has on customers by sharing customer feedback openly during townhalls.

📌 Make the effort to connect HR initiatives to financial outcomes.

Wherever you are, start there. Find a way to measure what matters, and identify each org's North Star.

📌 3 measures of success for HR 
- 80% of the team are on track to their goals
- Improving manager effectiveness by 5-10% with culture surveys
- Reduce regrettable attrition by 10%

Ultimately, every function is challenged to demonstrate ROI, and HR should be no different. 

We also went deep into a Manager Acceleration Program, a way to strategically target a key node of positive change within the organization - people managers.

Smart business leaders invest in their people-first because it's the right thing to do.

Tune in to learn more from Ron in this episode: https://lnkd.in/gEedGdbQ

I was so excited to do this interview.

Since moving to California, my 3 kids have been fortunate to attend class within the Palo Alto Unified School District.

It's consistently rated one of the best school districts in the state, as well as across the USA.

So I really wanted to get under the hood and see what makes this school district tick.

Don Austin has been Superintendent for coming to 6 years now, and speaking to him reminded me of many of my conversations with Fortune-500 CEOs.

🎯 He is extremely results driven, but cares deeply about how those results are achieved.

❤️ He values top talent highly, and is quick to size up potential leaders and find opportunities to grow them

📱 He is personally conversant and in tune with the latest technologies, but is practical and doesn't feel the need to chase shiny new objects for their own sake

He originally wanted to be a football coach, but when injuries made that impossible opportunity knocked.

That set him on the path to leadership where he continues to serve and give back through mentorship and...well, interviews like this.

Whether you're in the education sector or not, if you lead people you WILL learn a ton from this discussion. 

Listen to our conversation here (the summary is OK, but honestly you'll learn a lot more from the video): https://lnkd.in/gchYcPaF

"It doesn't make sense to hire smart people and then tell them what to do.

We hire smart people so they can tell us what to do."

This is one of my favorite Steve Jobs quotes. And it gets at the heart of what leadership is really about in the modern workplace.

The crux of good leadership starts here.

The secret to high performance, engaged teams, and breakthrough innovation.

Hire incredible people, then get out of their way.

Too often, we fall into the archaic command-and-control mindset. We think leadership means having all the answers and calling all the shots.

But the best leaders today create a foundation of psychological safety where people's talents can truly flourish.

🔥 They provide context, not controlling constraints.
🔥 They set the vision, not the micro-tactics.
🔥 Then they step back and allow their teams to unleash their full creative potential within that frame.

It takes a certain humility and confidence to lead this way. To resist the urge to be the hero with all the answers. To trust your people's abilities to figure things out.

But the payoff is transformative. An organization firing on all cylinders. People feeling empowered and invested in the mission. A culture of ownership, not obedience.

So yes, we absolutely need to prioritize hiring magnetic talent at every level.

But that's just step one. Real leadership comes in how we treat and develop that talent once here.

Give them the autonomy to solve problems their way. Remove roadblocks, not inspiration. Create the conditions for them to be amazing.

That's how great people leaders are made.

PS: This reminded me of the interview I did with Chris Funk, Superintendent of Dublin Unified School District, and his approach to building bench strength within his team. Check it out here: https://lnkd.in/d9ih8kWU

What if we could make employee listening data easy to understand and actionable?

With HR working in partnership with leaders to build a strong culture and engaged teams?

Relevant insight from survey analysis made easy to consume.
Action plans baked into regular activity instead of piecemeal and superficial check-the-box exercises.
HR providing strategic support to leaders to deliver high-performing people management throughout the year.

Rinse and repeat.

Then step back and let magic happen.

Sounds so simple.

Yet, a challenge that is still largely unsolved.

This was just one of the many topics Guido de Koning and I covered in an impromptu jam session on #HRtech and #peopleanalytics

Visiting him at his HQ made me realize how much I miss catching up with friends at their workplace.

It was a great opportunity to understand his business deeply, and the kinds of opportunities that exist where EngageRocket can deliver exceptional value. 

Thanks for taking the time to come out and chat irl Guido!

And, challenge accepted. 😉

🤫 wanna hear a secret about leadership?

This surfaced in 6 out of the 7 interviews in the past two weeks.

And has been a recurring theme in the last 15 years of my career.

Here it is: 𝘔𝘰𝘴𝘵 𝘱𝘦𝘰𝘱𝘭𝘦 𝘣𝘦𝘤𝘰𝘮𝘦 𝘭𝘦𝘢𝘥𝘦𝘳𝘴 𝘣𝘺 𝘢𝘤𝘤𝘪𝘥𝘦𝘯𝘵. 𝘕𝘰𝘵 𝘥𝘦𝘴𝘪𝘨𝘯.

By accident.

Sometimes reluctantly.

With no preparation.

If you're a high performer, you tend to get promoted into leadership roles without proper training. 

While it may seem like a reward for hard work, here're some problems with the Accidental Leader phenomenon.

For the Leader:
→ Lack of leadership skills and training can lead to poor decision making, mismanagement of people/resources, and high stress
→ Imposter syndrome and self-doubt about being qualified for the role
→ Strain on work-life balance as they struggle to adapt to increased responsibilities

For the Team:
→ Lack of clear vision, direction and coaching from an unprepared leader
→ Potential miscommunication, low morale and high turnover under ineffective leadership
→ Lost productivity and momentum as the accidental leader tries to find their footing

For the Organization:
→ Underutilized talent and potential from teams being mismanaged
→ Lowered output, quality issues and missed goals/targets
→ Negative impact on workplace culture and employer brand

Promoting a rockstar individual contributor into a leadership role without proper development is setting them up to fail.

So why do so many orgs do it???

PS: I've 100% been an accidental leader, and went through all the challenges above and more. 

How was your first experience with leadership? Tell me more in the comments below:

Can we measure organizational culture?

Should we even try?

These were some of the questions I had the pleasure of diving into in the latest episode of the Engaging Leadership Show (formerly the HR Impact Show) with Dr. Jamie Nutter.

His PhD thesis was on this topic, and he demonstrates his deep and broad knowledge in our chat.

Specifically, we looked at the work of Edgar Schein, renowned organizational psychologist and professor emeritus at the MIT Sloan School of Management.

Here're some takeaways, with implications from the classroom to the boardroom:

📌 Three Levels of Culture:
→ Schein introduced the concept of three levels of organizational culture:
1. Artifacts and Behaviors: Visible aspects of culture such as dress code, office layout, and rituals.
2. Espoused Values: Stated beliefs, goals, and philosophies of the organization.
3. Basic Assumptions: Deeply ingrained beliefs, unconscious behaviors, and taken-for-granted norms that guide behavior.

📌 Culture Creation and Maintenance:
→ Schein proposed that culture is created and maintained through a dynamic process involving:
- Founder's Values: The founder's values and vision shape the initial culture of an organization.
- Selection and Socialization: New members are selected and socialized based on their alignment with existing cultural norms.
- Leadership and Role Modeling: Leaders play a crucial role in modeling and reinforcing cultural values.
- Rewards and Recognition: Systems of reward and recognition reinforce desired behaviors and values.

📌 Cultural Change:
→ Schein highlighted the challenges of cultural change and the importance of understanding the underlying assumptions driving behavior.
→ He emphasized the need for interventions at all three levels of culture to successfully implement change.

Dr. Nutter does a much better job than me in explaining these. Listen to him in this episode here: https://lnkd.in/gdrwYe6A

HR leaders, have you ever wondered about this?

After getting your Net Promoter Score (eNPS) results in your org, should you focus more on engaging Passives? Or converting Detractors into Promoters?

I asked ChatGPT.

And felt good that the CHRO job is not going to be replaced anytime soon 😆

This sprang out of a recent chat I had with Matthew Dyason.

Mathematically, it seems to make sense that it's easier to convert Passives (they scored 7 and 8) into Promoters (who score 9 and 10). 

And that's what I used to believe earlier in my career when I was a consultant.

With a few more years of working with organizations under my belt, I'm beginning to believe otherwise.

I think that Passives generally are passive due to their general approach to life. 

They have a healthy appreciation for work-life balance, and want to keep it that way.

Ain't nothin' wrong with that in my books.

But they just aren't gonna be your Promoters. Not easily.

If you want more missionaries and not mercenaries in your org, I think you should look into your Detractors (they scored 0 to 6).

As Matt said, on both ends of the spectrum you find PASSION 🔥

I've found there are two types of Detractors.

1. CAVE warriors - they're Constantly Against Virtually Everything. Don't waste your time with them.

2. Those aggrieved by a perceived lack of vision or mission - these are the folks you can ignite. With clearer communication, better access to leadership, and line of sight between what they're doing and the mission, they can be converted to become powerful advocates and Promoters.

In doing so, their positive energy is very likely to pull along some Passives with them too IMHO.

Matt and I are super curious what the community has found.

HR leaders, what do you think? Please share in the comments below 👇

ChatGPT response

What's the #1 leadership secret I learnt from 100 interviews?

Listen. Listen. Listen.

As the CEO of a large bank once told me, the moment he became CEO was the moment he knew the least about what's going on in the bank.

Suddenly, he could ask for the truth, but it always came to him filtered.

Too many people think leadership is about commanding attention and having all the answers.

But the reality is, the highest impact leaders listen more than they speak.
These leaders create an environment where everyone feels heard and empowered to contribute their ideas.

The best leaders:
🔊 Actively listen to understand different perspectives without judgement
💡 Surface new insights by asking questions and learning from others
👂 Make people feel valued by giving them their full attention
🧠 Keep an open mind and continually update their thinking

Leading isn't about ego or pretending to have it all figured out. It's about humility - shutting up and listening so you can tap into the collective wisdom all around you.

The next time you're in a meeting or conversation, be more curious than talkative. You might be amazed by what unfolds when you stop broadcasting and start listening.

Time for me to shut up and...well, listen!

What have you observed from the best leaders you've worked with?
Share in the comments below.

We've all heard the horror stories of international startups coming to slay in the US...only to get slayed themselves by this ultra-competitive beast of a market.

But the wisdom of those who've actually survived and thrived? That's what you need to go from blindly swinging to landing those clean kill shots.

Enter Jen Abel, the sales ninja who's personally guided over 350 international B2B SaaS startups through that make-or-break zero to one journey of cracking the US market.

With battle scars from building elite sales forces at heavy hitters like General Assembly and The Muse, Jen is dishing out her most prized strategies in this no-BS interview.

Whether you're an international founder prepping for your big Stateside debut or a wily vet looking to sharpen your approach, you need Jen's master class in your arsenal.

Silicon Jungle Chronicles is proud to feature the US market survival guide you can't afford to miss:

CheeTung (CT) Leong on LinkedIn • 5 min read

Lessons in Cracking the US B2B SaaS Market from 350+ Startups

True fact: Orgs have been doing company surveys for over a hundred years.
So when I get excited about innovations in this space, people at parties give me weird looks. 🤨

What's new?

Employee surveys have gone agile.

Short, frequent pulses replace long annual snoozefests.

Listening is now a cultural habit, not a checklist.
Companies encourage raw, honest commentary.
They make feedback a safe dialogue.

Real-time insights spark real change.
Employees feel heard and valued.
Keeps top talent engaged.

Build listening into your DNA.
Companies doing it best
are lapping competitors.

Don't get left behind.

When was the last time you updated your listening strategy? Or does it still make sense to keep with tradition?

Tell me what you think below!

Put 13 energetic entrepreneurs and executives together in the same room.

Ask them to talk about culture. What do you get?

An hour of spirited discussion that just flew by.

As you'd imagine, this was a 🤯 moment for me where two separate parts of my world collide.

Some snippets from my notes:

𝗛𝗼𝘄 𝗰𝗮𝗻 𝘄𝗲 𝗯𝘂𝗶𝗹𝗱 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗶𝗻 𝗼𝘂𝗿 𝗼𝗿𝗴𝘀 𝗯𝘆 𝗱𝗲𝘀𝗶𝗴𝗻, 𝗻𝗼𝘁 𝗮𝗰𝗰𝗶𝗱𝗲𝗻𝘁
→ Give genuine recognition (not compliment sandwiches)
→ Pay expense claims within a week
→ Show up, especially for remote teams / customers. "You can fake caring, but you can’t fake showing up"
→ Break bread together: a team that eats together, stays together
→ Regular and transparent employee reviews: make sure everyone knows where they stand
→ Leaders have to be 𝘗𝘦𝘰𝘱𝘭𝘦 𝘍𝘪𝘳𝘴𝘵: “a fish rots from the head”
→ Radical transparency

𝗛𝗼𝘄 𝗱𝗼 𝘄𝗲 𝗿𝗲𝘀𝗽𝗼𝗻𝗱 𝘄𝗵𝗲𝗻 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗳𝗶𝘁 𝗰𝘂𝗹𝘁𝘂𝗿𝗲
→ Confirm that this is true and not a result of politicking or someone's agenda
→ You can actually damage culture if don’t separate fast enough. After it's done, you have to go back and relook at your hiring criteria. They didn’t mess up, you did.
→ Be upfront with culture during hiring, let them know what they’re getting into

𝗛𝗼𝘄 𝘁𝗼 𝗻𝗼𝘁 𝘄𝗼𝗿𝘀𝗵𝗶𝗽 𝘄𝗼𝗿𝗸 𝗮𝗻𝗱 𝘄𝗼𝗿𝗿𝘆
→ Be deliberate about your time allocation during the day, prioritize Faith, Family, Work, and Fitness (in that order)
→ Book recommendations:
📚The Juggling Act: Bringing balance to your faith, family and work (Pat Gelsinger)
📚Ruthless elimination of hurry (John Mark Comer)
→ Setting & maintaining boundaries with rules: respecting the sabbath, etc
→ Anxiety: realize that we can spend our entire lifetime chasing zeros, and the result is that the dollar amount we need to be satisfied is always "just a little bit more"

Huge thanks to Paul Farrell and Ted Schwab for doing a great job as always facilitating this Faith Driven Entrepreneur group!

Did any of these items resonate with you? Which ones?

Is the role of HR different in every org?

Or is that a myth?

I had a chat with Sandra J Guerra, about this recently, and it was fascinating to hear how her experiences across industries as diverse as hospitality, defense technology, healthcare and now renewable energy all pointed to one thing.

Humans will be humans.

And what motivates us to collaborate, perform and engage with each other well kinda stays the same. With slight differences in flavor across contexts.

In this chat, we also spoke about:

🔥 How to make yourself 𝘮𝘰𝘳𝘦 dispensable as a leader: empowering your team to make good decisions

🔥 Simple steps leaders can take to care for their team's physical and mental health, and why it's important to invest the time to do so

🔥 How to lead an HR team through change and adapt systems to global needs

Don't miss this episode, catch it here or on your favorite podcast player: https://lnkd.in/gdQfc7xC

“So how is your product different from X / Y / Z?”

My heart would skip a beat every time I heard that question.

When X, Y and Z are companies who’ve had products in the market for longer, have raised 10X+ more capital, and have much larger and more experienced product and engineering teams, this is not an easy question to answer.

I’d smile. Then confidently say something like

“We offer a lot more flexibility in our analytics than X, and you can configure surveys much more precisely to what your organization needs.”

or

“Our customers much prefer our platform because we’re built to purpose for employee listening and analytics, compared to Y which is a powerful research tool but is more generic and requires a much steeper learning curve.”

or in the worst case

“We’re a lot more responsive in support, and many customers who have switched to Z have expressed an interest to come back.”

All true.

But it’s always nagged at me that I couldn’t give a better response.

CheeTung (CT) Leong on LinkedIn • 7 min read

How can you build a differentiated product in a competitive, crowded market?

Here's a major unlock I picked up in a recent interview.

𝗧𝗵𝗲𝗿𝗲'𝘀 𝗻𝗼 𝘀𝗶𝗴𝗻𝗶𝗳𝗶𝗰𝗮𝗻𝘁 𝗹𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗮 𝘀𝗶𝗴𝗻𝗶𝗳𝗶𝗰𝗮𝗻𝘁 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽.

This came out in a chat with a senior educator about children.

Where teachers have the responsibility to demonstrate care first for their students, before learning can happen.

Too often the focus is: 
• here's a syllabus of content
• i have 45 minutes to teach it
• hit download and receive

That just doesn't work, and loading more content doesn't allow more learning.

This got me thinking about other areas where this is true, and my mind was blown. 🤯

𝗕𝗼𝗼𝘁 𝗰𝗮𝗺𝗽: drill sergeants are tough, and the training is tough. But without demonstrating care, making it clear that the tough training is to ensure the foot soldiers survive in battle, there's no learning. Just pain.

𝗟𝗲𝗮𝗱𝗲𝗿𝘀: getting the work in to hit targets, deadlines is hard. There's skill involved, and the whole team needs to be proficient. Droning on about the targets and even "starting with why" they are important is not enough without a relationship of genuine care. 

Can you think of other areas you've seen this to be true?

"No significant learning can happen without first the creation of a significant relationship."

This was just one of the truth bombs that Dr Linda Adamson at PACIFIC GROVE UNIFIED SCHOOL DIST casually dropped in our recent chat.

We spoke a lot about mentors, and how leaders rely heavily on them to grow and mature.

This is so important to get right.

Quality of leadership
   ↓
Culture of the org
   ↓
Performance of staff
   ↓
Student experience (or customer experience in the private sector)

What Dr. Adamson's insight suggests is that the strength of relationship with a mentor 𝗱𝗶𝗿𝗲𝗰𝘁𝗹𝘆 impacts the quality of leadership.

Which then impacts everything else below. 

Leaders, do you have a mentor you credit with your growth? Tag them in a comment below.

Check out the full interview at this link: https://lnkd.in/gJmrR2dk

We've been hearing about data-driven decision making for years. 

But tbh, is data a must-have? Or a nice-to-have?

In our personal lives, we often rely on gut feelings. 
Think about choosing a restaurant or deciding which movie to watch. 
How many of us 𝘢𝘤𝘵𝘶𝘢𝘭𝘭𝘺 dig through all those Rotten Tomatoes reviews to decide whether we should stream 𝗕𝗮𝗿𝗯𝗶𝗲?

Also, in the workplace, it can cost a lot to collect and study data. 
You need to spend money to set up systems and hire people who know how to analyze the information. 

Plus, if you have too much data and can't figure out what to do with it, it can make things even harder.

But let's weigh this against the benefits.
When businesses make decisions based on data, it can make things run smoother, make customers happier, and even make more money. 
Recommendation engines use data to suggest things you might like, making your experience better (and of course, get you to spend more!).

To truly leverage data, we need a balanced approach. Here's what we should do:

📌 Prioritize your data collection: Don't boil the ocean. Focus on first collecting the most relevant data that will drive the greatest impact. Quality over quantity.

📌 Invest in analytics tools: Figure out what you need the insight for. Then use advanced analytics tools to simplify the process of extracting insight.

📌 Empower decision makers: Give people across the org the necessary skills to interpret data and act upon insights effectively. Yes, data literacy is a thing.

📌 Iterate and improve: Keep refining data collection processes and models based on feedback and results. Rome wasn't built in a day, and neither will your insights infrastructure.

What about your org? Are data-driven decisions a must-have? Or nice-to-have?

Leaders, here's the biggest mistake I still make in driving change. 

Here's how to royally screw up your change efforts:

Step 1 - Identify all the LOGICAL reasons for change.
Step 2 - Then go and beat everyone over the head with a 67-slide deck with charts and numbers.

The data and logic for change are important, but what really gets people moving is what Chip and Dan Heath refer to as "Motivating the Elephant": 

🔥 Find strong emotional reasons for why people would want to change, and appeal to them. 
🔥 Create hope. 
🔥 Appeal to values and beliefs. 
🔥 Paint a clear image of success. 

Only then will people be receptive to the charts and numbers. 

For those who believe, no proof is necessary. For those who don't, none will suffice.

Do you agree?

Startup founders, have you seen this rookie mistake?

Step 1: See how Big Tech run their companies 
Step 2: Do the same in a scrappy, early stage venture.

This is almost always doomed to failure, for many different reasons.

Unless...

Unless you can find a rare gem who has built both as an early employee launching an org's growth journey, and quarterbacked major strategic growth initiatives at Big Tech.

And who comes with massive intellectual horsepower to boot.

IMHO this is the best and only way to distill universal success lessons from those that have made it (Big Tech) and find practical applications in the early stages of company building.

I chanced upon just such a person, and cajoled her in front of a mic to spill. All the secrets. 

It was such a pleasure learning from Minli Virdone, who brings a wealth of experience from tech giants like McKinsey, LinkedIn, and Twilio.

In this episode, we unravel the critical role of business operations (BizOps) in driving growth, in the context of tech companies.

This conversation delves deep into the nitty-gritty of BizOps, shedding light on its real-world applicability, the journey from strategy to execution, and the pivotal part it plays in both established companies and startups.

Key Takeaways:

🔥 BizOps is a multifaceted function that serves as the nerve center for aligning strategy, monitoring performance, and executing key growth initiatives within an organization.

🔥 Identifying and focusing on a few critical metrics that truly impact a business's revenue and growth is more effective than monitoring a vast array of data points.

🔥 Startups and early-stage companies can benefit from BizOp's principles, even without employing a full-fledged team, by ensuring they perform the essential functions with existing resources.

Founders, how do you do BizOps in your startup?

PS: Shout out to Lu-Fong C. for the nudge for me to reach out.

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