Your theme today is most appropriate. Organizations, enterprises and governments the world over continue to devote serious thought and effort to the task of management. While there are different aspects or fields that affect this goal, the core of success has always been and shall always be people.
This is true not just for the private sector but most especially for professionals in public service. This is what I have seen in my government career; first in local government and now in national office. Despite the differences in scale, the philosophy behind finding the solutions remains unchanged. The leadership style I rely on is one that was formed by my days as a local executive and it has served me well in the various arenas I am active in.
The special mandates entrusted to me by President Aquino include Housing and Overseas Filipino Workers Concerns. Several national agencies and corporations are attached to each of these areas and without a cohesive thrust and uniform direction, the resources devoted to each would not generate the impact that the Administration’s program of governance demands.
The goals given to us can be considered daunting. In the Housing sector, we needed to close the nation’s housing gap within a ten-year period. At present, that means producing around 360,000 units per year while operating on resources that amount to less than one (1) percent of the national budget. Within the sphere of Human Trafficking, we were given marching orders to get the country off the US State Department’s Tier 2 Watchlist, lest several foreign aid programs be suspended or denied us. And within the stream of OFW concerns, we had to wrestle with evolving realities such as the Arab Spring and the Libyan conflict, which required the evacuation of our countrymen from those areas. And just now, another kababayan is set to be executed in China next week. While we do not, and should not, condone illegal drug trafficking, we are bound by our oath to serve our countrymen, wherever they are and whatever their legal circumstances, to appeal for clemency on humanitarian grounds.
All of these highlighted the need for a focused team-based approach. Not one agency in this country has the capability or power to address these issues alone. Yet, through careful study of the working environment, we were able to gather the concerned agencies under coordination councils such as HUDCC and the IACAT. Together, we were able to break the problem down into smaller components and determine which agencies had jurisdiction and what measures they could implement effectively. Each agency saw how their internal efforts interlink with those of others and influence the success of the general strategy. Most importantly, the councils gained accurate means to monitor performance across the key result areas as the work ensued, and permitted a pro-active rather than reactive stance to be achieved.
The private sector, being a stakeholder, is also a critical partner in these missions. NGOs and civil society groups played pivotal roles in helping the IACAT monitor ports of entry and identify possible trafficking victims. In the housing front, private sector participation has allowed us to explore new models that are cost-effective, environmentally safe and sustainable. And with the quick developments in cleaner power sources, the task of establishing settlements in underutilized areas becomes more possible.
In all these, the presence of competent professionals was a non-negotiable prerequisite, for a team’s strength lies greatly in the skills and networks that each member brings to the table. And indeed, we have been blessed with top notch people. The Cabinet Secretaries I work with are all professionals of the highest caliber, and the officers of the agencies that are part of these missions are prime assets to any organization, public or private. More than bringing their experiences to bear on the problems we must solve, they possess the ability to extract the best from everyone under their offices.
This approach has allowed us to hit the tarmac running and gain real ground over the past eighteen months or so. The greatest lesson learned within that time is the power of the human resource. The right people spell the difference between success gained and success denied.
However, the best minds can do nothing if there is no clear vision to guide the team, and no visible commitment to prevail despite shortages and limitations. The President outlined his broad vision for the country, and we organized ourselves to support that call within the mandates of our respective offices. In answering the challenge to build a better future for our people under a regime of transparency and accountability, we took a hard look at which blocks we could lay down, and how we could insure that what we paved would stand the test of time. The results we’ve obtained were the product of the creativity and more importantly, the commitment of our people to this vision.
Many years ago, when I was designated OIC of the town of Makati, I told my townmates that we would take a bankrupt municipality and turn it into the premiere city of the country. I was greeted with stoic faces, which I surmise was a disguise for the disbelief that they truly felt.
But we took an ambitious vision and broke it down into several components that we could measure and manage. We staffed the organization with good people and worked to create opportunities for their further professional development and study. All throughout, we continuously stayed in touch with the expectations and aspirations of the residents and business owners, and modified our plans whenever necessary.
The milestones we set were accomplished one by one, and each victory served to further rally people around our vision, and spur them to work doubly hard, knowing that what was thought foolish was actually within reach. Today, it is clear that the seemingly impossible goal was achieved. And it is this same approach that has garnered results in the national offices we are tasked to manage or coordinate with.
Just as prudent corporations plow back a portion of profits to bolster the firm’s working capital, any organization would be wise to use part of its profits to invest in its people. Apart from hiring the best talent that we can, it is important to create the means for our people to be better equipped professionals. Technology evolves at so quick a pace it creates new fields that affect governance and development. We need to be able to navigate those fields competently, and to do so, our people shall need opportunity to study these fields and gain expertise or at least fluency.
I know what the finance officers are thinking. Yes, this costs money and reminds me of an anecdote. The CFO asks the CEO, “What happens if we invest in our people and they leave?”
The CEO answers, “What happens if we don’t and they stay?”
Faced with the goals that our people have asked us to secure, we cannot afford to be ill-prepared or mediocre. Cities like Makati have proven the soundness of investing in people. Nations like Singapore, Japan and Korea have shown what is possible when the power of human capital is properly cultivated and harnessed. In an age where skill, knowledge and information are harder currencies than the dollar or Euro, we cannot afford to be remiss in this obligation. Our prosperity hinges on it.
A sound vision carried out by a team of professionally competent stakeholders, is one that will travel from dream to reality before we know it. As you convene to discuss the detailed aspects of managing people, I ask that you see the vast power stored within your ranks. Before you adjourn, I pray that you will commit to tapping and unleashing that power for everyone’s gain.
Thank you and good afternoon.
Mabuhay kayo!