Tan Kwang Cheak shares how cross-sector leadership shaped his belief in purpose as a driving force for culture and care
As workforce expectations continue to evolve, a growing number of leaders are discovering that performance alone is no longer the north star.
Today’s employees are increasingly driven by alignment with a deeper purpose. One that makes their work meaningful beyond traditional KPIs.
This shift isn’t limited to younger generations or progressive industries. From the private sector to public service, and now across the nonprofit space, purpose is emerging as a critical lever for both engagement and resilience.
In Singapore, where rapid ageing and rising healthcare demands intersect, the stakes for purpose-led strategy are especially high. It's not just about doing good. It's about sustaining mission-critical workforces and reaching vulnerable populations at scale.
Tan Kwang Cheak, CEO of the Singapore Cancer Society, brings deep cross-sectoral experience to this conversation. With leadership roles spanning defence, retail, healthcare, and now a charitable mission, Tan shares how "purpose" can be more than a slogan.
"Purpose drives performance and impact," Tan says plainly. Having led organizations as large as McDonald’s and FairPrice, and served in government agencies like the Ministry of Education, he has seen how alignment to purpose activates discretionary effort, unity, and meaning.
At Singapore Cancer Society (SCS), purpose is measured in lives touched. "We reach out to the public on cancer awareness, support the screening journey, and walk with patients through end-of-life care. That is the impact we aim for."
Tan first deeply experienced purpose as a motivating force during his time in education policy. "People weren’t focused on KPIs. It was about nurturing the future of the nation. That shaped me."
Now at SCS, he sees how purpose is translated into daily work: through palliative visits, welfare assistance, and community outreach.
"It is challenging," he acknowledges. "But when we are aligned, we support each other. That is what keeps us going."
According to Tan, organizations that embed purpose effectively begin by aligning leadership. "Before we talk about organizational purpose, leaders must clarify their own. Why are we here? What are we working toward?" he says.
It then becomes a shared effort. "Purpose is not something the CEO dictates. It must be crystallized by the group, resonating across teams."
At SCS, this shared purpose to minimize cancer and maximize lives informs every strategic and people decision. But Tan emphasizes that the internal culture must reflect the same care offered to the public. "If we do not care for our people, how can they care for our patients?"
He cites specific policies to support staff wellbeing, from counseling to debriefs after emotionally taxing fieldwork. "The care we expect externally must be lived internally."
How do you keep purpose coherent in a workforce of thousands? For Tan, the answer lies in consistency and presence.
"Authenticity is key. If leaders do not truly believe in the purpose, people will sense it. I spend time walking the ground, especially in frontline settings, to understand what is working and what is not."
He draws from past roles managing workforces of over 10,000, recalling his time in McDonald’s and FairPrice. "My goal was to meet everyone within a few months. I did not fully succeed, but the intent mattered."
More recently, Tan has used digital tools during town halls to gauge staff sentiment. "The most common word is 'tired,'" he shares.
"Acknowledging that truth opens the door for care, support, and cultural repair."
Tan does not shy away from the tension between purpose and pragmatism. Whether it is balancing outreach with limited resources, or prioritizing support for underserved groups, purpose-led leadership often means making difficult choices.
"We want to help everyone, but we must focus our efforts for greater impact. For example, we have prioritized outreach to the Malay Muslim community, where cancer screening rates are lower."
He also discusses tough calls around staff wellbeing: "When a client’s behavior impacts our people, we have to weigh our values. Supporting staff is part of sustaining the mission."
Even fundraising becomes a question of purpose. "I spend time rallying resources because the more we raise, the more we can do. That balance is new for me, but it is essential."
Drawing comparisons between government service and nonprofit leadership, Tan says the link to purpose feels more direct in his current role. "In public sector, you deliver on a mandate. In nonprofit, the impact is visible. You see the lives changed."
He also notes greater autonomy. "Here, we shape our own strategy, culture, and response. It lets us move faster to meet real needs."
Still, he believes public servants could benefit from more ground-level exposure. "Policies should be shaped with real-life context. That is something nonprofits are inherently built to do."
Tan believes that purpose does not flourish unless people feel safe enough to speak up and contribute meaningfully.
"It is not just about believing in the mission. People need to feel they belong and that they are valued," he says. "That sense of psychological safety matters. Without it, they will not align with the purpose. I can almost guarantee that."
Through digital surveys and informal kopi chats, Tan prioritizes active listening. "We often forget to ask how people really are," he adds. "Even if the feedback is tough, we have to hear it. That is the only way culture improves."
For HR leaders looking to move from policy executors to purpose-driven influencers, Tan offers two starting points: clarity and courage.
"Clarify your own purpose first. Then ask if the organization’s mission resonates with it. If yes, lean in."
He advises humility and a growth mindset when making the leap. "It is not a comfort zone move. You must be willing to learn, stretch, and adapt."
He ends with a reminder of what matters most: "At the end of our careers, we should be able to say we helped people. That we made life a little better for someone. That is what purpose means to me."
