Radhika Naidu, SIM-UOL Alumna, Assistant Director, Outreach & Engagement at Singapore Police Force, Ministry of Home Affairs

In the world of public service, some leaders leave their mark not by standing in the spotlight, but by quietly reshaping systems and inspiring others to believe in possibilities. Radhika Naidu, Assistant Director of Outreach & Engagement at the Singapore Police Force under the Ministry of Home Affairs (MHA), is one such leader. From championing change in corrections to redefining leadership through sincerity, she has repeatedly opened new paths for others to follow. Her story is one of courage, sincerity, and the quiet influence that can reshape institutions, people, and mindsets over time.
 

Finding Independence at SIM

Radhika admits she was “no model student”, often playful and relying on last-minute cramming during her teenage years. But when she joined SIM’s BSc Management programme with the University of London, something shifted. She found herself balancing studies with tutoring to fund her own expenses and even earned her driving license while still in school.

“These early years of adulting shaped my work and personal ethics – independence, being goal-oriented, exercising self-discipline and good time management to juggle varying demands – and I carry these with me till today.”

For Radhika, SIM was not just an education; it was where she first learnt to take control of her own path. By managing work, studies, and personal milestones simultaneously, she set an early example of resilience that would later inspire her approach to leadership and growth.
 

Changing Perceptions Through Rehabilitation

When Radhika joined MHA in 2004, one of her earliest projects was the Yellow Ribbon Project, an initiative aimed at shifting the public's perception of offenders from one of punishment to one of rehabilitation.

“Instead of the traditional approach of simply locking away offenders, we were forging a philosophy centred on rehabilitation and reintegration.” She recalls promoting various events within prison walls, including art exhibitions, culinary and singing competitions, and even job fairs that connected inmates to potential employers before their release. “These were not just events – they were powerful statements about seeing beyond someone’s past mistakes to their potential for change.”

The work was sensitive, and at times, uphill. “We were not just promoting programmes; we were shaping public perceptions about ex-offenders and what rehabilitation could look like. The communications work required sensitivity, creativity, and persistence to help Singaporeans see these individuals as people capable of transformation.”

Photo retrieved from National Library Board (NLB), Newspaper SG, Newspaper Catalogue, 29 July 2005, Page 8

Today, the Yellow Ribbon Project has grown to engage thousands of employers, partners, and Singaporeans every year. Radhika’s contribution was in those critical early steps, helping to lay the groundwork for a lasting national conversation about second chances.
 

Leading with Sincerity

Over the course of two decades, Radhika assumed roles that spanned human resources, media relations, training, and partnership development. Across them all, she anchored her leadership on a simple principle: sincerity. “I do not think of being a leader per se. Instead, I focus on hearing, being honest and helpful, especially in challenging situations.”

This approach has shaped the culture around her teams. “When the conversations are open and truthful, people start dropping their guards. The conversations become more real, the issues become clearer, and the problem-solving gets better.”

Her openness made colleagues feel safe to admit uncertainties, creating a collaborative environment. “When leaders model that it is okay to be human – to not have all the answers, to sometimes struggle with the same issues as their people – it builds trust. And that trust is what makes everything else possible.”

In a system where hierarchy often defines interactions, Radhika carved out a different kind of leadership. By choosing sincerity over authority, she has quietly influenced the way teams communicate and collaborate proving that trust can be a more powerful leadership tool than rank.
 

Balancing Roles as Mother, Learner, and Mentor

The path was not always easy. As a young mother, Radhika wrestled with guilt about returning to work. “In the early years of motherhood, especially, there were times that I wanted to take a break from my career to care for the children. I had to overcome the guilt of returning to the workforce and leaving a 4-month-old in the hands of caregivers.”

But she persisted, determined not to let doubt or expectations limit her. “There are many reasons for women, especially working mothers, to hold back… But I can give you one compelling reason for not holding back – regrets. The regret of not trying, or worse, the regret of letting others define your limitations.”

At 40, she made another bold choice: returning to school to pursue a Master’s degree at Nanyang Technological University (NTU), all while managing her family and career. “There is no perfect timing to take a big plunge… You have to set your mind and work towards the goal with a dogged determination.”

Her courage inspired those around her, creating ripple effects beyond her own professional development. “I was thrilled when a team member of mine chose to pursue the same Master's programme… That turned out to be a very memorable experience – to share not only a bond as colleagues and friends but also an enduring one as classmates.”

Through these choices, she demonstrated that growth does not follow a linear timeline; it is built through persistence, openness, and the willingness to keep moving forward despite challenges.
 

A Period of Courage and Growth

Looking back, Radhika reflects on how she would like to be remembered. “I would want to be remembered for demonstrating that unconventional paths can lead to just as much growth and success as more traditional ones.” She did not take the straightest road, but each step into discomfort shaped her into the leader she is today.

“What I have discovered and what I want future leaders to understand is that each time you step into discomfort, whether it is taking on a challenging role you’re not sure you’re ready for or pursuing studies later in life, you don’t just gain new skills. You build confidence that comes from experience – knowing you’ve handled difficult things before.”

And if there is one message she hopes future leaders will take away, it is this: “Opportunities often come disguised as things that feel too big, too different, or too challenging. Saying ‘yes’ to these moments – despite the discomfort – is how you discover what you are truly capable of.”

Radhika’s story reminds us that pioneering change is not always about dramatic gestures, but about the steady choices that quietly challenge norms and inspire others. True impact often comes from the courageous decision to keep learning, to lead with sincerity, and to defy expectations.

Through her journey, she has demonstrated sincerity-driven leadership within hierarchical settings and showed that working mothers can thrive in demanding careers while encouraging colleagues to embrace lifelong learning at any age. In doing so, she has achieved far more than personal success; she has opened doors and created pathways for others to follow.