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

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

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 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

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

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

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

The power of positive mindset #mjdasma

The story is told about Jacinda, a Chief Executive Officer who noticed the weary behavior among her subordinates since the onset of the COVID-19 pandemic. The usual happy, lively, and bubbly behaviors among her subordinates were no longer there. So, she thought of a way to bring back their motivation; otherwise, if she did not, it would surely be the end of their organizational life.

Hence, she called for a meeting of the entire human resource team in their organization’s gymnasium. She told them, “We have to have a positive mindset, notwithstanding our present predicament, if we want our organization to survive; otherwise, we will all be out of a job sooner or later.”

But what is a positive mindset? A positive mindset is a mental attitude that expects nothing but the best despite all the negativity, gloom, and adversity that surround us. A positive mindset is also the beginning of having a positive life, for without a positive mindset, there would be no bright future ahead of us.

A positive mindset opens new avenues, new doors, and new windows for life’s opportunities and success. It ushers us to uncharted lands that give us nothing but the best. Helen A. Keller, the famous blind and deaf author, has this to say about a positive mindset: “No pessimist ever discovered the secrets of the stars, or sailed to an uncharted land, or opened a new heaven to the human spirit.”

A positive mindset is also the secret of athletes in winning and achieving success in their chosen sport. Michael Jordan, the greatest basketball player of all time, has this to say about a positive mindset: "If you run into a wall, don't turn around and give up. Figure out how to climb it, go through it, or work around it."

A positive mindset is the best mental attitude that we need to have during these trying times because it programs us to have a laser-like focus on the brighter side of life. It blinds our eyes to all the negativity of life. And when we are focused on the brighter side of life, we naturally invite it to come eventually into our life.

Going back to the story of Jacinda, she was able to bring back the sagging morale of her subordinates, and their organization is still vibrantly existing right now simply because she encouraged them to live with a positive mindset.

This, too, we can apply in any arena of our life: family life, organizational/work life, married life, personal life, retired-but-not-tired life, or whatever area of life we are in right now. We will be able to survive and eventually win this battle against pessimism, gloom, and negativity brought about by COVID-19 because we will use to the hilt the power of a positive mindset. Aye! — Marino J. Dasmarinas

When we are overly conscious of our titles

Do we love to be called by our titles in the workplace for example, sir or ma'am?

The story is told about Mr. X, a newly promoted employee who is very particular with his new found status. He would tell his former colleagues who are now his subordinates to call him sir. because according to him to be called sir is like music to his ear and besides it tells a lot of his status in their office.

Therefore, his subordinates started to call him sir and he would mischievously smile when he is called sir. His newly found status created an air of arrogance in his attitude also.

What he did not know was his demeanor started to create a negative impression to his subordinates. They would silently say that their former colleague has changed for the worst since he got promoted. Thus, it resulted to their distancing themselves from him it also created a big dip on their office performance.

Mr. X is a typical example of a person who became swellheaded by his new found office status. Being swellheaded is a big no-no in human behavior in organization and in human behavior in general because this only creates animosity and friction with our subordinates.

Our promotion must not go to our heads because instead of building bridges we create walls that will isolate us eventually. As we ascend higher in the organizational hierarchy it would be better if we bring ourselves closer to our subordinates.

The more that we go up in the organizational hierarchy the more that we go down to reach-out with our former colleagues. We bridge the gap that separates us with them. Thus, we build teamwork, respect and we amplify office/workplace solidarity. The bad thing about being overly concerned with office/workplace title is it creates disunity and hidden disrespect.

Leaders/managers should not be very particular with their office title whatever it may be. They should rather focus on their performance and on building teamwork. For this will further result in the growth and enhanced performance of their office.

Office titles if allowed to go to the head by a swellheaded/ego infested person would only create isolation, animosity and disunity. This is the reason why there are managers/leaders or even company Presidents and Chief Executive Officers who avoid the trappings of their titles. They instead silently work and let their achievements speak for them. - Marino J. Dasmarinas

The three primary leadership skills

There are three primary leadership skills: Technical, Human and Conceptual. Each of these skills can effectively help leaders/managers in exercising their function provided they know how to use it appropriately.

The third leadership skill is Technical skill: This is the knowledge of the leader/manager about the nitty- gritty or the specific details of the job of his direct reports and subordinates. For example, in a food business such as Mc Donalds the leader/manager must know every small details of the job that his crews are doing. Such as the preparation of hamburger, spaghetti, fried chicken and so forth. The proper mixture of fruit juices, dispensing of coffee and other drinks. Inventory and set up of supplies and every little detail that makes a food business work.

The second is Human/People skill this refers to the ability of the leader/manager to work effectively with his people; this is human relations in action. We all know that humans are the most precious resource of an organization. We also know that no human is an island, thus, it is a must for the leader/manager to know how to build teamwork. He must learn how to effectively communicate towards his people, he must be sensitive to their needs. He must know how to empathize and he must always start the communication process.

The leader/manager must also know how to mediate and ease tension brought about by the behavioral idiosyncrasies of his people. He should also know how to be vulnerable when there’s a need to be vulnerable this he can best do by asking questions. And by asking his people to teach him of the things that he needs to know.   

The number one leadership skill is Conceptual skill, this is the ability of the leader/manager to think on how he can best run his organization: In terms of expansion, profitability achievement of organizational goals, mission and vision. He must also know how to conceptualize strategic plans and solutions for his organization when it encounters problematic situations. 

Simply put, Conceptual skill is the ability of the leader/manager to think on how he can successfully Lead, Manage and Grow his organization. That will not only benefit his organization but also benefit his employees and the environment at large.  

Most especially during this era of Covid-19 pandemic wherein many business organization are finding it very hard to survive. Therefore, a good and effective leader/manager must harness whatever conceptual skill that he has and put it to good use. So that he can safely navigate his organization in the midst of the business disruption caused by the Covid-19 pandemic.        

For leaders/managers to be successful, they must know how to properly utilize their Technical skills, Human/People skills and Conceptual skills. - Marino J. Dasmarinas

On jokes and leadership

The story is told about a leader who made light of the crisis that his organization was going through. So, he would make jokes about shutting down the organization which he leads and the lives of his people after they become jobless. To one male subordinate he said, “You will become a villain in a movie because you have a face that only your mother can love.” To another female subordinate he said, “You will become a nightclub bouncer because you are built like a male even if you’re a female.” His subordinates did not buy his jokes they simply smirked and left him.    

It’s not right for a leader to joke with his subordinates while exercising his leadership function. And it’s not right also to make jokes while the organization is in crisis mode. However, there are leaders and managers who cannot help but make jokes at the expense of their direct reports and subordinates even if the situation doesn’t warrant it. They sadistically love it when their people laugh at their jokes.

This is quite fun in the short run but as the leader does this every so often this becomes ineffective and insulting already. Until it reaches a point that the leader/manager is not being respected anymore and he himself becomes a joke to his direct reports and subordinates.

Does this mean that a leader should not joke with his direct reports and subordinates? Not really, because it’s OK for a leader/manager to banter with his people but he must see to it that this is done in the proper environment. For example, during activities not confined to official working hours wherein the leader/manager becomes just one of the guys.

 In this instance he can freely exchange jokes for so long as he wants. It makes him more human and more approachable when he does that. It breaks the unseen barrier that separates his position from his direct reports and subordinates. And this also solidifies their team spirit.

It’s not actually bad to tell a joke for the sake of hilarity provided that this is done in the most appropriate situation.  And provided that the jokes will not infringe on our honor, office and integrity and the honor and integrity of our direct reports and subordinates as well. - Marino J. Dasmarinas

The best Leadership Trait

What is the most important Leadership trait?

There are so many important traits that a leader must have. Such as Charisma, Positive behavior, Confidence, Courage, Knowledge, Integrity and the like.

But there’s one that’s in front, this is the ability of the leader to inspire his people. Leaders that know how to inspire have an incredible enthusiasm for their job. They always have a positive mindset and as a result, this positive mindset cascades down to each and every member of his organization.

Leaders that inspire must also be an exceptional communicator: Every word that he utters must be motivational and inspiring. They must also embody their utterance.   However, there are leaders who are only good with communication but they don’t walk what they preach, this is the principal reason why they fail to inspire their people.

An inspirational leader should also know how to sacrifice his personal comfort for the sake of his people. Not sacrifice his people for his personal comfort. For instance, if the budget is tight thus there is no money for important miscellaneous expenses. The leader must not think twice to shoulder the expenses.

A Leader/Manager gains tons of respect from his people when he is always there to help them. When he dives with his people in the sea of problems that they are in. By doing so, he earns their respect and commitment. Thus, he further inspires them to be his committed team members in the achievement of his goals.

Are we the kind of leader/manager who knows how to inspire our people? - Marino J. Dasmarinas

Let us not let social media dictate upon us

Are we always tension filled caused by the Covid-19 pandemic? Many are tension filled these days and when we ask them where it emanates they conveniently point to the havoc caused by Covid-19. This is correct to a certain negligible degree! But what really cause the useless tensions that many of us are feeling right now? It’s our addiction to social media!

Many of us are so addicted to our smart phones and laptops that we always browse facebook and other online portals to get news about what is happening regarding covid-19. Many would even uselessly comment and share news items about it not minding the psychological injury that in can cause to themselves and to those who read and receive it.

When we do this we let social media dictate upon us, we let useless tension creep into our system of thinking. And we end up what? We end up like fools and neurotic people, we end up like headless chickens swarming an unknown environment, all because we let social media dictate upon us.

The Wise and Wisdom filled don’t allow social media to dictate upon them they instead dictate on social media. How are they doing this? For example, they purposely limit their time of exposure to social media for the simple reason that they know the psychological harm that it can cause them.

So, they set limited time to browse facebook and other social media platforms. Say, 30 minutes in the morning and 30 minutes before retiring at night and that is more than enough for them. And what are they doing for the rest of the day? They go about their usual routines: They clean the house, they read, they listen to uplifting music and useful audio books.

They pray the rosary, they read the bible and reflect upon the word of God. They tend their gardens with facemask of course :) and they talk to their plants but let us not overdo talking to our plants because our neighbors might accuse us of neurosis :) :) :).

We can still do so much outside of social media; we can plan on how to carefully walk the post covid-19 new normal. And then we set our sights and soon after sail and carefully navigate to a bright, hopeful and faith filled future ahead of us. – Marino J. Dasmarinas

Leadership, Organizational Culture and the Covid-19 pandemic

Organizational culture is the standard, philosophy and shared ideal of an organization. Organizations that have competent culture are the ones that succeed.

For an organizational culture to be pervasive; it needs to be implemented from the top management down to the lowest ranked employee of an organization. A good and competent Organizational Culture is very contagious especially when it is thoroughly implemented and lived by its leaders.

For example, in the present Covid-19 pandemic many countries are struggling to fight this pandemic. On the other hand there are also countries such as Taiwan, Vietnam, South Korea, Germany  Singapore, Israel, New Zealand and Japan that are able to contain the spread of this Covid-19 pandemic. What separates them from the other countries that are struggling to contain the spread of this pandemic notwithstanding the draconian measures that they have instituted?

What separate these countries are the competent organizational Culture that they’ve put in place. And who is in charge of putting in place this competent organizational Culture? It’s their respective leaders! 

 A good and competent Culture also attracts the best and brightest work force. For the reason that everyone would want to work for a company that has a good organizational culture. Who would not like to work for an organization that has a competent organizational culture?

For an organizational culture to be effective, it must be inculcated into the minds of the employees during their very first day of work. This is normally facilitated by orientation wherein the newly hired employee is informed about the culture and other policies of the organization. The workers are introduced to the many guidelines of their new organization. And if competently done it is expected that these employees would follow every rules and regulations of their new organization.

Does your organization have a good and competent Organizational Culture? - Marino J. Dasmarinas

Leadership in the era of Covid-19 pandemic

In a faraway place lived an arrogant king who was advised by his people to prepare for an incoming dreaded disease. The king arrogantly told his people that they need not worry because he will immediately kill the dreaded disease the moment it arrives in his kingdom. Soon after, the dreaded disease arrived and because of his arrogance and laxity his kingdom was ravaged by the dreaded disease.

How does one exercise leadership in the era of Covid-19? Effective leaders during this time should be proactive in anticipating what can occur ahead. For example, due to the flat economic activity lay-offs of employees would seem predictable. However, a good leader/manager must not only look at lay-offs as a solution to sustain the survival of the organization. Temporary reduction of working days should also be looked at as an alternative until the economic activity begins to increase and normalize.

Ego-tripping and the mindset of I am the only voice in the organization must be discarded. Leaders who are ego-tripper and power-tripper are insecure thus they are not good leaders. Leaders during these extra-ordinary times must be humble but decisive and they must listen to the other well-intentioned voices in the organization.

Countries that are being severely ravaged by the Covid-19 virus are countries who took action reactively. They belatedly instituted measures to counter the pandemic when it was already in their territories. For example, belatedly imposing travel restrictions.

Other countries took action proactively they closed their borders ahead of time. They immediately quarantined and monitored those whom they suspected to be carriers of the Covid-19 virus. They also proactively imposed travel restrictions ahead of time.

Leaders who are talkative are also strongly admonished to do away with this ego-infested mindset. Because this only exposes their incompetence the more they talk the more that they waste the precious time of their employees. Excessive talking is cheap during times of emergencies. What the people wants from their leaders are concrete acts of leadership.

In times of crisis such as this pandemic Covid-19 virus the actions and pronouncements of leaders will surely determine their fate in the organization. The best leaders are those who are able to tow their organization outside the door of the crisis. – Marino J. Dasmarinas

The wise and wisdom filled leaders listen first before they speak

The story is told about a leader who called for an important meeting among his direct reports. He did so because he wanted some changes effected in his department. When the meeting started the leader talked lengthy about his plans for their department. After he spoke he gave the limited time that they had to his subordinates to share whatever ideas that they may have.

After all of his direct reports were through sharing their ideas he found out that their ideas were very different from his own ideas. He was now in a dilemma on how he would reconcile this gap.

Typical, egotistical and authority drunk leaders always speak first during important meetings. They do this to emphasize their authority and to let everyone know who is the boss and master of their organization. In doing so, they highlight their selfish, autocratic and ego-driven intentions and behavior.   

On the other hand, when a leader lets his direct reports speak first he is silently telling them that their opinion and ideas matter. That they are important and that they have a voice that needs to be heard. When we listen first we are silently able to align their ideas to our ideas and we can adjust our intentions without prejudicing their intentions. So, we can easily arrive with a win-win outcome.

When the leader is the last to speak it doesn’t mean that he is weak, that he is relinquishing his leadership and authority. As matter of fact he is actually strengthening, solidifying and reinforcing his leadership and authority. This also shows that the leader is wisdom filled, confident and humble. – Marino J. Dasmarinas    

Humanize your leadership

The story is told about a slave driver manager who would always treat his subordinates as expendable machines. That needs to work hard day in and day out. This was always the scenario for so many months until the subordinates had enough of the slave driver mentality of their manager.

So they talked to the said manager and warned him that if he would not change his foul behavior towards them. They would petition for his replacement. Aware of the repercussion if his subordinates would petition him he therefore changed his way of treatment towards his subordinates.

Organizational leadership is not only about the achievement of organizational goals, targets and objectives. It is also about humanely treating our employees. What use would it be if we are able to achieve our organizational targets when we don’t treat our employees humanely? If we treat them like robots?

We have to be aware that organizational leadership is not all about meeting the organization’s objectives and goals. It’s also about treating our employees rightly and humanely. So, how do we humanize our leadership in the midst of the frenetic pace of an organization?

Number one is we have to be inclusive when exercising our leadership function as much as possible. To be inclusive means that we consult and solicit the ideas of our subordinates before we do leadership decisions. The beauty of inclusive leadership is we convey a message to our subordinates that they are not simply employees. That they too are decision makers and vital members of the organizational family.

Number two is we have to be helpful. Many leaders choose to stay in their ivory towers and look and lead from afar. For the reason that they are already leaders they choose to create distance rather than mitigate the distance by being helpful towards their subordinates. When we are helpful towards our subordinates we create an invisible bond with our subordinates. Invisible bond which we can always activate whenever we want to activate it.

Number three is we have to be up close and personal in the right manner with our subordinates. Some filthy minded leaders take advantage of being up close and personal with their subordinates by despicably trying to build sexual relationship with them.

Being up close and personal with our subordinates simply means that we try to get to know them better and personally. For example, we try to know their family and once in a while inquire about how their family is doing etc. And it ends there.

There are infinite benefits when we humanize our leadership primary among this is we increase the intrinsic motivation of our employees. Therefore, try to humanize your leadership and see the transformation that it would bring to the behavior and motivation of your subordinates. – Marino J. Dasmarinas