Gentleness as a means of leadership

When we say "leader" or "leadership," we often equate it with someone who has a swashbuckling personality. These are people who stand out among many because they dare to assume leadership roles when others do not. They admonish their subordinates not only on the basis of their position but also on the strength of their character and personality.

How about gentleness? Does it have a place in a leader’s exercise of leadership, especially in the area of discipline? It certainly does, but this is something many leaders tend to overlook or intentionally forget. They often favor the strong, assertive side of leadership rather than its gentle and humble dimension.

Traditional leadership styles emphasize boldness, authority, and power. But gentleness offers a unique and valuable approach to leading and managing others. Gentleness humanizes leadership and adds a dimension that leaders can draw upon when they feel there is a need for it.

One specific area where gentleness can be fully utilized in leadership is in the imposition of discipline. Some leaders impose discipline based on the strength of their position, authority, power, or even overbearing egos. They may do this by personally berating the erring individual(s)—a practice that has sadly become the norm for many.

Gentleness is often mistaken for weakness by those who have a limited understanding of leadership. But this is far from true. Gentleness can also be bold, determined, courageous, and direct. However, gentleness in leadership is never harsh, arrogant, or oppressive. In truth, gentleness is a powerful technique for leaders and managers that can be harnessed whenever needed.

It has been proven time and again that people are more open to change when spoken to with gentleness—rather than from a place of raw authority or inflated ego. For example, when we approach an erring person with gentleness, he is more likely to listen and be open to change. There is less resistance compared to when we confront him with rigid authority and pride.

While gentleness in leadership can be effective, it is not always suitable for every situation. There are times when a more assertive or authoritative approach is required—such as during crises or when decisive action must be taken. The effectiveness of any leadership style depends on the leader's ability to balance gentleness with other approaches based on the needs of the situation and the organization.

Gentleness as a leadership technique can help create a positive and productive work environment, improve communication, and foster teamwork. It's one of the many leadership approaches available, and its effectiveness hinges on how and when it is used. 

For a change, why not try employing gentleness more often in your exercise of leadership—and see the good results it can bring you? — Marino J. Dasmarinas

Can consideration be an instrument of motivation?

The story is told about an employee who requested his boss to grant him a few days off because he needed to attend to a personal family matter. After asking a few validating questions, the boss said yes!

Consideration is a powerful instrument of motivation, particularly in the context of leadership and human behavior in organizational relationships. It refers to the act of showing empathy for an employee’s needs and well-being. When leaders and managers exercise consideration, it influences motivation.

For example, trust, respect, and obedience are strengthened: when direct reports are listened to, understood, and valued, they are more likely to trust, respect, and obey the person showing consideration. This positive dynamic in human behavior gives birth to genuine motivation.

It is a well-known reality in organizational life that when direct reports are shown consideration, they become more engaged and committed to their work. They develop a sense of ownership because they feel that their contributions matter and are recognized. This kind of engagement leads to increased motivation and dedication to achieving organizational goals.

Moreover, consideration helps create an environment of psychological safety, where subordinates and direct reports feel comfortable taking risks, expressing ideas, and being vulnerable—without fear of judgment or punishment. Such an environment fosters creativity, innovation, and intrinsic motivation.

To sum it up, consideration plays a crucial role in enhancing employee motivation. It helps build a positive and supportive organizational atmosphere and strengthens the relationship between leaders and their employees.

However, it must also be said that consideration can be subject to abuse by unscrupulous employees. Therefore, it is incumbent upon the leader or manager to carefully evaluate when and how consideration is granted. – Marino J. Dasmarinas

On positive mindset

The story is told about a mountain climber who desired to climb the highest mountain peak. So, he set out to climb it. When he was just a few feet away from the summit, he saw thick clouds that concealed the peak—which was already within his reach. 

Thinking he was still very far from his objective, he gave up. If only he had known that his goal was already within reach, he could have pressed on and achieved it. 

In your work environment, there will be times when your patience is tested by your superior(s). You might be given a task that seems difficult or overwhelming. Don’t refuse it—accept it instead. 

For all you know, it may be a test to see if you can handle greater responsibilities in the future. Or it could be a sign that you're being considered for a promotion. 

If you feel your knowledge of the newly assigned task is lacking, don’t hesitate to ask for help from your superior(s). They are there to help, assist, and guide you—not to intimidate you. Google and ChatGPT are also available to expand your understanding of the new responsibility. 

Perhaps you’re simply being challenged by your superior. He may want to test your work attitude, patience, and motivation. Your success in any organization will always be determined by your persistence, hard work, and positive attitude. 

If only the mountain climber in our story had persisted and exerted more effort, he could have reached his goal—but he gave up. Life at work is full of challenges that will test your tenacity. 

Always maintain a positive mindset, because challenges—no matter how difficult—become more manageable when approached with positivity. — Marino J. Dasmarinas

Are you a Positive Leader?

A positive leader is someone who uses humane and democratic methods in the exercise of his or her leadership. For example, when imposing discipline—such as giving a verbal reprimand—he always ensures that it is done in private, where no one else is aware of it except the parties involved. 

He does not shout at his subordinates; instead, he speaks to them in a civilized manner. He does this to let them know that there’s always a chance to correct their behavior.

This is consistently the behavior of a positive leader. His goal is always to correct and motivate—not to destroy the morale of his subordinates. He constantly thinks of ways to make everyone in the organization a contributor to its growth.

Another quality of a positive leader is his infectious, positive outlook on life. You would never see him frown. Even during trying times, he wears an optimistic smile on his face. This is an admirable trait in a leader because his positive and hopeful attitude will certainly rub off on his subordinates.

A positive leader is also very accessible to everyone. He does not create silos or walls that cause alienation and division within the organization. He is neither egocentric nor a power tripper; rather, he is a model of humility and hard work.

Just imagine an organization led by a positive leader—he will certainly bring the organization to greater heights. He will also be a strong, positive influence on his subordinates. We, therefore, must embrace positive leadership in our own leadership practice, because it is the only way to become good and effective leaders. — Marino J. Dasmarinas

Is there a connection between Quiet Quitting and Dissatisfaction at Work?

The smoke of devastation brought about by the COVID-19 pandemic is slowly clearing. Organizations have once again started the engines of their operations, and it seems that, for the majority of the world economy and its related sectors, things are returning to normal.

However, the issue of “quiet quitting” is coming to the fore in many organizations, where employees are simply going through the motions of doing their jobs. There is no longer any motivation to perform beyond what is required. They work merely to earn a living for their families. While doing the bare minimum, these employees—who are engaging in quiet quitting—are also actively seeking employment opportunities elsewhere.

Why, then, do employees engage in quiet quitting? Simply put, it stems from dissatisfaction with their current employment. Dissatisfaction is the root cause of quiet quitting, and it can be triggered by a variety of factors: poor organizational leadership and structure, negative behavior from co-workers, salary issues, and lack of sufficient benefits, to name a few.

When dissatisfaction arises, it is only natural for people to seek a solution. Once they find what seems to be the "magical" answer to their concerns, they begin to consider resignation. The prudent employees, however, do not resign immediately; they make sure that they have another job lined up before making that decision.

Quiet quitting is, in reality, an organizational problem—one that is preventable. It can be addressed if leaders would only take the time to listen to the concerns raised by their employees. Lest we forget, those who engage in quiet quitting are often the competent ones—those who believe, with confidence, that they can easily find work in organizations that are better able to meet their needs and expectations. — Marino J. Dasmarinas

The importance of Moral Ascendancy in Leadership

The story is told about a leader who had been espousing ethical and good leadership to his people.

It was smooth sailing for his leadership during the first year. But after that, his lack of moral ascendancy began to unravel. There were allegations of lavish partying, corruption, womanizing, breach of discipline, abuse of authority—to name a few.

What is moral ascendancy?

Moral ascendancy is the influence that a leader holds over his people through moral, ethical, and righteous leadership. A leader who lacks moral ascendancy will not last long in his leadership position.

Sooner or later, the people under his leadership will come to realize that he no longer holds the moral high ground to lead them. And what will they do? They will begin to protest against the morally deficient leader to show that he is no longer fit to lead.

This protest could eventually lead to the leader’s resignation—that is, if he is sensitive to the pulse of his people. But if he chooses to cling to his position, power, and authority, he must be prepared to face the wrath of his constituents.

Moral ascendancy is critically important in leadership, whether in government or in the private sector, because there can be no successful or effective leadership without it.

How can a leader effectively lead if the respect he receives from his people or subordinates is only a façade? How can he communicate his ideas clearly and persuasively if people no longer listen because his moral authority is eroding? How can a leader command discipline and respect if his own behavior lacks discipline and respect?

If a leader aspires to be successful in his exercise of leadership, and if he desires to build a lasting legacy, he must ensure that he is not only competent—but also morally upright. He must possess the moral ascendancy to lead.

Otherwise, his leadership is like a beautiful castle built on sand along the seashore. – Marino J. Dasmarinas

The mistake of knee-jerk reaction

Do you Believe that managers are leaders too? 

Managers are leaders too. As such, they are called to manage and lead their organizations with utmost efficiency and productivity. However, there will be instances when their abilities as managers and leaders will be tested by their subordinates. In such situations, it is best not to react in haste. It’s wiser to stay calm and composed under pressure. 

For example, if an ego-tripping subordinate challenges your authority to promote his own ego, remain calm and patient. Do not immediately react to his arrogance. Why? Because the moment you respond without careful thought, you risk ending up on the losing end. You would be dignifying his arrogance and ego-tripping—and you’d lower yourself to his level, which is damaging to your image and standing in the organization. 

So, how should you address this troublesome situation? 

Approach it with calm and civility. At first, pretend not to mind it. Then, after an hour or two—or even a day—schedule a personal meeting with the concerned individual who challenged your authority and tested your patience. During the meeting, point out his mistakes with clarity and firmness. 

Emphasize your authority and his responsibilities as your subordinate. After you’ve done this, the individual will hopefully be enlightened and come to appreciate your civility, humility, and diplomacy. 

The danger of a thoughtless, knee-jerk reaction is that you gain nothing from it, except perhaps another troublesome situation. – Marino J. Dasmarinas 

The Importance of Consistency in Leadership

Mr. X is a newly designated manager in a government office. Upon assuming his new leadership role, he immediately laid out his goals. He stated the targets he wanted to achieve and emphasized the discipline he expected to be strictly observed by his subordinates. During his first few months, he was successful in fulfilling his leadership duties.

However, after a year, he noticed a significant decline in the performance of his subordinates. The discipline within the office had also noticeably diminished.

He reflected deeply on the declining achievements and behavior of his team. Yet, he could not identify anything in himself that might have contributed to this decline—until he consulted a university professor who was an expert in organizational behavior.

After a week of observation and analysis, the professor focused on how Mr. X had been exercising his leadership and managerial functions. He then asked the manager a simple yet profound question: “Are you still consistent in how you exercise your leadership functions?”

This question made Mr. X think seriously about how he had been performing as a leader. Upon honest self-evaluation, he realized that he had lost the discipline he once had. He was no longer as people-oriented as before.

The professor told him that the problem lay in his lack of consistency in leadership. He further advised him to rekindle the same passion and determination he had when he first took on the role.

Mr. X took the professor’s advice to heart. After a short period of renewed effort, the office was back on its feet. Targets were once again being met, and the discipline and motivation of his subordinates were restored.

Every now and then, the issue of consistency in leadership becomes a challenge that many leaders and managers face. The passage of time and temporary success can breed complacency—an attitude that is dangerous for any leader. A good leader is someone who remains consistent in his or her leadership, no matter the circumstances.

This kind of consistency is currently being exemplified by Ukrainian President Volodymyr Zelenskyy. He has never wavered in his leadership from the very first day that Ukraine was suddenly invaded by the vastly superior Russian Armed Forces on February 24.

And yet, despite Russia’s military advantage, it has failed to take over a single Ukrainian city. This resilience can be attributed to President Zelenskyy’s consistent leadership. He continues to embody strength and courage—remaining visible on the ground and on social media—as if it were still the very first day of the war. — Marino J. Dasmarinas

Volodymyr Zelenskyy: A Heroic, Inspiring, and Shining Leadership Masterclass

The man of the hour right now is Ukrainian President Volodymyr Zelenskyy. His name, videos, and quotes are trending across the world of social media. Why? Because he dared to confront, head-on, Russian President Vladimir Putin’s immoral, unprovoked, and inhuman war against his sovereign nation.

It all began on Thursday, February 24, when Putin’s tanks, missiles, and other instruments of war and destruction rumbled through targeted cities in Ukraine—most notably the capital, Kyiv, where the seat of power is located. Given President Putin’s overwhelming military strength and nuclear armaments, the world assumed it would be a cakewalk for Russia. But it was not. In fact, it is shaping up to be a quagmire for Putin and his military cohorts.

Hours before Ukraine was invaded by Russian armed forces, President Zelenskyy, in a  video address, warned Putin by saying:"When you attack us, you will see our faces, not our backs."

On February 25, the morning after Russian missiles rained down and tanks rolled into Ukraine, Zelenskyy posted a  video defiantly vowed to stay and fight. He said:“I am here. We are not putting down arms. We will be defending our country, because our weapon is truth, and our truth is that this is our land, our country, our children, and we will defend all of this.”

These courageous words from Zelenskyy galvanized and inspired his people to hold the line—no matter the odds. What leadership lessons can we derive from this video of Zelenskyy and his subsequent pronouncements?

Lesson Number One: Great leaders such as Zelenskyy always lead the way and show the way. This means they are in the thick of things—they're in the trenches, giving orders and fighting alongside their people, not hiding in the safety of luxurious and secure offices. When the U.S. offered him a safe exit from his besieged nation, he stood his ground and courageously said: "The fight is here; I need ammunition, not a ride."

Lesson Number Two: Great leaders are effective communicators. They use social media to their advantage and carefully craft their messages. They promptly communicate what needs to be said. In times of crisis, delays can cost a leader dearly—in reputation, character, and authority. Zelenskyy is a master communicator, owing to his background as an actor and comedian. He flawlessly conveyed messages of defiance and unity to his soldiers, his people, and the global community.

Lesson Number Three: Great leaders project strength and calmness at all times. Why? So they can inspire, guide, and motivate their people to resist oppressors—no matter how powerful they may be. In the now-iconic video, Zelenskyy’s face was the epitome of bravery, composure, and defiance, with a historic, well-fortified building as his backdrop.

Lesson Number Four: Great leaders are not afraid to ask for help—they show vulnerability. On the second day of the attack, when Ukraine’s situation seemed dire, Zelenskyy didn’t hesitate to say: “Who is ready to fight alongside us? I don’t see anyone. Who is ready to give Ukraine a guarantee of NATO membership? Everyone is afraid.” “We’re defending our country alone. The most powerful forces in the world are watching this from a distance.” Hours later, pledges of support—military aid, weaponry, and humanitarian assistance—began to pour in.

Lesson Number Five: Great leaders have a positive mindset, are effective motivators, and have a vision. Even as the violent forces of war were unleashed against Ukraine, Zelenskyy addressed his people and security forces with these inspiring words: “Our military, our national guard, our national police, our territorial defense, special services, nationals of Ukraine—please carry on. We will win.” 

Why did he say this despite the overwhelming odds? Because he knew that high morale and unyielding spirit are key to defending a nation. And President Zelenskyy is succeeding—because he, his nation, and his people continue to hold back the violent tide of Russian aggression.

Volodymyr Zelenskyy’s courageous and inspiring leadership masterclass is a real-life saga unfolding before our very eyes and ears. It showcases his extraordinary leadership, from which we can draw countless insights as we lead our own respective organizations.

Are you learning gems of insight from Ukrainian President Volodymyr Zelenskyy’s courageous and inspiring leadership masterclass? 

Let us continue to pray for peace in Ukraine. Let us pray for Vladimir Putin’s enlightenment, that he may end the unprovoked war he started. And let us pray for the suffering people and nation of Ukraine.— Marino J. Dasmarinas

The achievement of Organizational Goals vis-a-vis to the Levels of Management

Organizations that capitalize on their organizational goals have many positive things going for them. For one, goals can influence an increase in performance output in an organization’s human resources. They can also increase human resource motivation and provide positive direction to the organization.

There are three levels of management in an organization. The highest is the top-level management. In a corporate setup, this is composed of the following: the Board of Directors, Company President, Vice President, Chief Executive Officer, and so forth. Any organizational position that has policymaking power is included in top-level management. These company officers are in charge of setting the strategic goals of the organization.

After the goals at the top management level have been set, they are passed down to the next lower level, which is the middle-level management. Each functional area or strategic unit of the organization is given its assigned goals that will contribute to the realization of the strategic goals. These officers are composed of the various department managers. Their main responsibility is to see to it that the goals are successfully implemented.

The last organizational level involved in achieving the goals is the first-level management, which normally consists of the supervisors. Their task is to operationalize the strategic goals set by top-level management. Under them are the operational workers who make things happen for the organization. They are the “foot soldiers,” so to speak.

Regardless of their level, all of these organizational goals should always be Specific, Measurable, Attainable, Realistic, and Time-bound. — Marino J. Dasmarinas

When you Impose discipline impose it with civility and respect

How do you impose discipline in your organization?

Some, if not many, of us impose discipline the old-fashioned way. This means punishing the transgressor right in front of a crowd to shame the person. But when we do this, we only plant seeds of anger and resentment in the person being disciplined. He or she may not immediately vent this anger and resentment, but sooner or later, it will come out.

There are leaders and managers who are heavy-handed when imposing discipline because they think it is the appropriate way. However, heavy-handedness in imposing discipline is counterproductive, as it results in the development of deep-seated resentment.

So, what should a leader or manager do when he or she needs to impose discipline? The leader or manager should immediately call for a private meeting with the transgressor so that appropriate punishment can be imposed in private. By doing this, the leader or manager avoids the unnecessary and arrogant projection of power and authority.

What is the importance of having a private meeting with someone who has breached the discipline of the organization or has committed a fault? You signify your sincerity to correct the person, and you send a message that you want to immediately contain and resolve the problem without grandstanding, ego-tripping, or insulting anyone.

By doing so, you create a sincere message that you want to heal the wayward behavior without shaming the person in front of a crowd. If you do this, you will even gain the respect of the person you are disciplining.

Many of us commit the mistake of correcting a person in front of a crowd, but this will not help heal wayward behavior. It will only create deeper emotional resentment in the person at fault. Hence, instead of bringing him or her closer to correction, healing, and reconciliation, we end up creating an emotional bubble within the person being disciplined, which could explode at any time.

Let us not allow ourselves to be consumed by our power and authority when we impose discipline or exercise leadership, as this will do us no good. When we unnecessarily and arrogantly discharge our power and authority, we only expose how flawed and limited our leadership skills are. Let us instead hold on to civility, respect, and reason, for this is the only way to correct and completely heal wayward behavior.

What is the use of showcasing our power and authority in public if it only creates deeper emotional injury? What is the use of correcting a person in full view of the crowd if it only creates a monster called hatred and resentment? – Marino J. Dasmarinas

Should you always reward an exemplary performance with money?

Do you always need to recognize an exemplary performance from your subordinates? Yes! It is always a must to recognize every exemplary performance from your subordinates. 

Why? For the simple reason that recognition or reward is an integral part of motivation. 

However, there is a misconception that when we say “recognize,” it always means giving money or something material. Not true! We can actually give rewards even without a price tag attached to them. For example, simply calling the attention of an effective employee during meetings is more than enough recognition. A tap on the shoulder coupled with a short pep talk is another priceless form of reward and motivation. 

We should not always look at money as our vehicle for reward because it is temporary and impersonal. Besides, it does not convey a lasting impression in the heart of the recipient. For a change, why not try something that is not visible or measured by money yet will be forever felt in the heart? 

What are these? Verbal recognition during meetings, banners that convey positive messages, and so forth. Motivation’s true purpose is best served when you reward your subordinates with things that are not quantified by money. – Marino J. Dasmarinas

Secure leaders vis-à-vis insecure leaders

In a faraway kingdom lived an insecure leader who was about to end his term. So he said to his underlings, “I want you to highlight all the accomplishments that I achieved during my term.” His minions were in a quandary about how they would undertake his order because he had nothing to show but his incompetence, arrogance, autocracy, and laziness. 

Effective, secure, and humble leaders would never be concerned about whether their accomplishments during their term of office would be noticed or not. Why? Because they are secure in what they have accomplished. They know in their hearts that during their incumbency, they had a laser-like focus on their mission and vision for their organization. They also saw to it that they were surrounded by the best intellectual minds to help them achieve their mission and vision. 

On the other hand, insecure leaders will always crave attention. They normally do this by using bombastic words or words that portray them as having a strong character and personality. Insecure leaders are not consultative; they decide based on their whims and caprices, without regard for the greater good. What is important to them is that they are able to bulldoze their own personal agendas. 

But a leader who is secure in his leadership will not be afraid to make decisions that are unpopular because he knows that these unpopular decisions will be for the long-term welfare of the people in his organization. 

At the end of the day, leaders are not judged by their present actions and accomplishments; they are judged by history and the legacies they have built and left behind. 

For example, how they have improved the well-being of their people, how they have enhanced the financial wealth of their organization or country, and how they have fought for the welfare of their people and organization against a bully organization or country, and so forth. – Marino J. Dasmarinas

How do you assign work/task to your Work From Home (WFH) employees?

Because of the Covid-19 pandemic, the work-from-home (WFH) arrangement is one of the ways organizations today continue their operations. But how are you going to assign tasks to your work-from-home employees when they are working in the comfort of their homes, and when you cannot directly supervise them?

The best course of action here is to maintain the status quo. Your WFH employees will have the same workload they used to have when they were not yet under the WFH setup. Is this still achievable? Yes, of course! Considering that there is no more travel time, less preparation in the morning to report to the office, and the same ease applies in the afternoon when going home.

WFH is the future of the work setup, and there is no turning back. Whether we like it or not, we have to adapt to this new work environment, which is very favorable to employees and to the organization as well.

The Covid-19 pandemic, along with the availability of high-tech modes of communication such as the internet, has forced organizations to take a closer look at the WFH setup. But WFH is not new; this arrangement has been going on for quite some time for some organizations. However, the pandemic has forced all organizations to harness the usability of WFH arrangements.

They now find this setup very useful, cost-effective, and practical in addressing the many work challenges organizations face today, challenges that have been primarily influenced by the Covid-19 pandemic. 

Profit Sharing/stock ownership as method of Motivation

Do you want to strengthen the motivation of your employees?

There are big corporations that offer creative financial schemes to further motivate their employees. One of these methods is called profit sharing, which is essentially the allocation of a certain percentage of the organization’s earnings to its employees. Another method is stock ownership, where employees own shares of the company in which they work.

This is a very viable means of motivation because workers are entitled to these attractive financial schemes. Who would not work hard if employees are given financial rewards from the net profit of the organization? Who would not work hard if employees are offered shares in the company they work for? Stock ownership is actually being implemented by big corporations worldwide. However, the globalized economy makes stock ownership quite risky.

For example, if an economic power such as the United States, China, Japan, or other economically powerful nations experience problems with their economy, there is always the risk that your local stock market will also be affected, which may result in the devaluation of your local stocks. Nevertheless, this is still a good scheme to impress upon employees that they are valued by their organization.

How about small-scale businesses? Can they also offer profit sharing to their workers? Of course, they can! This can be done by forging an agreement with employees that they shall be entitled to a certain percentage of the organization’s yearly net profit.

Profit sharing and stock ownership are very effective motivational tools that are seldom used by organizations. Why? For the simple reason that there are greedy business owners who only want the fruits of their organization for themselves. They do not want to share them with their workforce, who play a big part in the realization of organizational goals.

Why not try sharing a percentage of your profit with your employees? Why not offer them the option of stock ownership? See how they will plow back this goodwill in terms of motivation and concern for the well-being of the organization. – Marino J. Dasmarinas

How do you strengthen the commitment of your lazy subordinates?

Do you want to strengthen the commitment of your lazy direct reports and subordinates? 

There are managers who complain that they don’t have a committed workforce. This is actually a very valid observation, as there really are workers who exert only half-hearted effort toward their work. 

What is the cause of this? Is it an attitude problem? Is it attributable to the inherent laziness of certain workers? It can indeed be both an attitude problem and the inherent laziness of some employees. However, when employees accept an employment offer, it simply means they commit themselves to follow the discipline and culture of the organization they will be working for. If they agree to work for an organization, why are they still lazy and why are they still less committed?  

We can somehow trace this indifferent attitude back to their managers. A manager who is lazy and lacking in commitment will breed the same kind of direct reports and subordinates. Therefore, the key to changing the attitude of these workers lies in the hands of the manager himself. If he wants his direct reports and subordinates to change, then he must first change and lead the way.  

From being lazy and half-hearted, the manager must now become very hard-working and committed. If we apply the principle of leadership by example, it is expected that the direct reports and subordinates will also become very hard-working and committed. 

Managers sometimes look very far for the solution to their direct reports and subordinates’ behavioral problems, especially laziness and lack of commitment, not knowing that they are actually part of the problem. Certainly, they would also become part of the solution, provided they change their own negative attitudes and behaviors. — Marino J. Dasmarinas

On promotion

 Are you expecting to be promoted? 

Every employee has this inner desire within themselves to be promoted and be ahead from their contemporaries in their organization. However not everyone who desires to be promoted wants to work hard for that coveted promotion they simply take it easy. Then when they are not chosen they sulk and blame anyone but themselves.  

Employees who want to be promoted must work for it; the best starting point is to work hard in their present job assignment. You work hard not because you’re expecting to be promoted you work hard because that is the right action to do. 

Every worker must work hard so that they could give equitable value to the salary that they receive from their organization. Promotion is simply a reward for a person who works hard. But there are also times that no matter how you work hard you are not chosen to be promoted. So what would you do? Will you sulk and be indifferent to your organization?  

The proper attitude to have is to continue on working with zeal even if you are not chosen for promoting. You will always have a good karma once you choose to continue on working with passion no matter what the outcome of your desire to be promoted. For example, the good karma would come in the guise of an unexpected promotion or a job offer from another company.  

Let us say that you continue to work with enthusiasm even if you were not promoted. Then it happened that there again was a window for promotion. So you aspired again and by this time you’re expecting that you will now bag the coveted promotion. However to your great dismay you were not chosen again even if you were the most qualified.  

So what would you do now?  

If you believe in yourself and you firmly believe in your competence, it’s high time for you to walk away from your present employment. Look for an organization that would value your hard work and competence! - Marino J. Dasmarinas

The price of manipulative Leadership style

The story is told about a politician who cannot accept that he lost an election contest. So, he  fed his rabid supporters a false narrative that he was cheated. But whenever he was asked to provide evidence about his allegation he could not present any.   

His narrative of being cheated struck a chord among his rabid supporters that they believe it hook line and sinker. Hence, the losing politician told his rabid supporters to be ready to protest and they marched and protested. 

However, during the day of the protest the losing politician was nowhere to be found he simply let his supporters undertake the protest. Unfortunately it turned violent and there were casualties among the politician’s supporters and the authorities. An investigation was conducted by the police and they found out that the losing politician fed his rabid supporters the false narrative that he was cheated. Therefore the manipulative, arrogant and egotistical politician was arrested and was put in jail. 

Manipulative leaders/managers exist in every area of an organization. They are arrogant, brash and egotistic. They exist not to serve their organization but to serve their own selfish interest and agenda in the organization. They will do everything including feeding their direct reports and subordinates false narratives for them to survive. And they would be quite successful in using their manipulative leadership for a certain period of time. 

But leaders who employ behaviors that are deceiving and manipulative do not last for long. They are sooner or later exposed for their insidious behaviors and actions. Not only that they are exposed for who they really are they are also severely punished by laws that measures up to their crimes and they are judged harshly by history. Why? Because that’s the steep price that they have to pay. 

Do you know a leader/manager that has a manipulative behavior? – Marino J. Dasmarinas    

On undesirable behavior

Once upon a time there was a professor who had a group of favorite students. Whenever there was a recitation he would always call upon this select group of students. He was confident with them for the reason that whenever they were called they would always give a satisfactory answer. 

But as the days of his class were progressing he noticed also a sudden change on the behaviors of his favored students. They started to behave abrasively they would react to questions even if the questions are not meant for them to answer. So the professor thought of a strategy on how to stop their undesirable behavior. 

During their succeeding classes he did not anymore call on them during recitations. He also distanced himself from them unlike before where he would easily open conversation with them. By doing this the professor sent a strong message to his former favored students that he means business and he doesn't want any misbehavior in his class. Soon enough their undesirable behavior stopped. 

In an organizational setting a manager/leader deals with a lot of behavioral idiosyncrasies. There would be direct reports or subordinates who would always try to get your attention as if to tell you that they know more than their co-employees. Or they know more than what you know and they would somehow try to dominate you. The moment you fail to properly handle this kind of employees they would become a behavioral nightmare for you.  

So what must you do as a manager/leader? Start by keeping your distance from them. If before there was no space that divides you; start by creating an invisible demarcation line so that they would know their limits and the proper respect that they must observe over you.  

This doesn't mean that you will not be accessible to your direct reports and subordinates anymore. This simply means that they must learn to respect you because of the position that you hold in your office. And you must act respectably as well because respect is always two way traffic as the saying goes, “Respect begets respect.” - Marino J. Dasmarinas

On dealing with your problem employee/s

Do you have a problem employee in your organization?

Every organization has its own share of problem employee/s; name any organization and there is somebody who creates headache for the manager/leader.

 

How would you deal with this problem employee? Would you immediately impose punishment or you talk to him/her first? It’s no brainer that the best course of action to take is to talk to this problem employee/s first, for all you know he/she only needs attention.

 

Punishment must always be the last option for an erring employee. Because the moment you impose punishment. You are actually planting the seeds of resentment in the heart of your employee and this is best illustrated by this short story.

 

Mr. X is an HR manager in a private organization, like other HR managers he also has his own share of problem employees. But what makes him unique is this: He has never resorted to punishment to straighten out a problem subordinate. He always resorts to diplomacy and so far this method always bears fruit for him.

 

When asked why does he refuse to use punishment as a tool in disciplining erring employee/s? This was his short but insightful answer.

 

When he was a child he was always been subjected to corporal punishment by his retired military man father. Whenever he commits a wrongdoing there was always a corporal punishment immediately imposed upon him. 

But unknown to his father there was always resentment in his heart whenever he was punished. The trend of imposing punishment as a means to correct his breach of discipline continued for  a long period of time. until it reached a boiling point that he argued with his father.

 

Punishment as a measure of discipline always has its limitations; it may work initially but the moment you impose punishment you are actually igniting the smoke of resentment in the hearts of your erring employees. Until such time that this smoke becomes a full blown fire that can destroy not only you but also the entire organization.

 

Always use diplomacy first in dealing with your erring employee/s for this is the best path to take. Then if all else fails you can now resort to the appropriate punishment. - Marino J. Dasmarinas