I was in a government office on an ordinary weekday when a department head walked in, announced that he was “too busy to stay,” and vanished again before his staff could even hand him the documents waiting for his signature. The employees exchanged tired glances, the kind that spoke of a routine they had long learned to endure. This is the kind of scene that keeps reminding me how leadership in this country has been reduced to a refuge for the lazy, and I refuse to pretend it’s acceptable.

In my own experiences dealing with agencies here, I’ve seen leadership become a ceremonial post rather than a working role. The higher the position, the lighter the workload seems to become, as if authority itself exempts one from the duty of actually knowing what to do. I find it disturbing that many of those given the title “head” possess no clear grasp of the operations entrusted to them. They sit like ornaments—expensive, useless, and gathering dust—while the backbone of the workplace, their subordinates, carry the weight of every deliverable. And yet these same leaders expect deference, as if their empty presence alone is a contribution.

What frustrates me further is how this culture has been normalized. I’ve watched rank-and-file workers scramble, draft, revise, present, troubleshoot, and polish projects from start to finish. Meanwhile, their leaders appear only when it’s time to sign papers or take credit during presentations. The imbalance is so stark that it almost feels like a national joke—except that the punchline hurts. The people doing the labor get little recognition; the people doing nothing get promotions, perks, and praise. Whenever I witness this, a part of me feels insulted on their behalf.

I keep asking myself how this kind of laziness even took root, and the answer stares me in the face: our system rewards appearances over actual competence. Leaders are often appointed through connections rather than qualifications. Those who have mastered the art of looking busy—walking around with folders, giving instructions, calling for meetings they never lead—end up climbing the ladder faster than those who genuinely understand their work. This creates a cycle where incompetence sits at the top while excellence remains trapped below, unseen and unappreciated. It’s a cycle I’ve grown tired of watching.

I also can’t ignore the harmful consequences. When the person steering the ship can’t even tell where the bow is, the entire voyage becomes a series of detours, delays, and disasters. I’ve seen agencies waste weeks because their leaders didn’t understand the urgency of a task. I’ve seen budgets delayed simply because a manager failed to review documents on time. I’ve seen staff burned out from not only doing their own jobs but also those of those above them. All these inefficiencies eventually spill outward, affecting the public that depends on government services. The laziness of a single leader becomes a burden carried by many.

What makes the situation more painful is the way some leaders hide behind the language of authority. They bark orders with the confidence of experts, yet crumble when asked technical questions. They demand excellence from their teams but never put in the effort to achieve it themselves. They speak about “accountability,” “vision,” and “service,” while their own work ethic contradicts every word they utter. Observing them feels like watching a hollow statue pretending to breathe. And because they sit in positions of power, they are rarely called out. Instead, people learn to tolerate and adjust, even if the tolerance hurts their dignity.

Still, amid this tiring landscape, I find myself believing that laziness at the top need not be a permanent national stain. Leadership does not have to be the shelter of the idle. I’ve seen rare individuals—true leaders—who work harder than everyone else, who know their roles inside-out, who guide rather than burden their teams. When such people take charge, things move. People grow. Workflows improve. These few give me hope that change is possible, even if the majority trend remains discouraging.

Perhaps the only way forward is to insist—loudly, consistently, unapologetically—that leadership must once again mean competence and responsibility. Appointments should honor merit. Offices should demand accountability not only from those below but especially from those above. And maybe, if enough of us refuse to accept laziness as an entitlement of rank, leaders will finally be forced to lead—not by title, but by example.

ON this First Sunday of Advent, we are reminded of these words of the Prophet Isaias as recorded in the gospel of St. Matthew (3,3). These are words that should always be in our mind and, in fact, made as a guiding principle of our whole life. And the simple reason is that our life here on earth is actually a journey toward our final destination in heaven where Christ, the fullness of our humanity, waits for us even as he also always with us.
We should constantly check ourselves to see if we are progressing toward that destination and if we are still on the right road. We have to be wary of our strong tendency to be seduced and deceived by earthly and temporal goals even if we feel we appear to be doing great in pursuing them, reminding us of what St. Augustine once said: “You are running well; see that you do not run out of the way.”

Let us foster the awareness of this basic truth about ourselves and about our life here on earth. We need to encourage everyone to have a clear and strong sense of purpose, and to know how to pursue it given our human condition and all the means that God has given us.
We therefore cannot overemphasize this basic need of ours to make plans and strategies. If we have to develop ourselves as we should, if we have to be truly productive and fruitful, if we have to take advantage of everything in life, whether good or bad, to attain Making plans and strategies may require some time and effort, but it’s an investment that is all worthwhile. The little time and effort required can actually multiply our time and make our efforts more productive at the end of the day. It’s like the little rudder that St. James talked about in his letter. (cfr. 3,4) Our plans and strategies can have the power to accomplish great things, like a little rudder giving direction to a big boat.

We should make it habit everyday to check from time to time to see if we are progressing properly, if we are still on the right road, if there are surprises and other obstacles that need to be resolved.

The ideal condition of our life should be that we always get the sensation that we are going well in pursuing our real goal. We have to make each day a microcosm of how we pursue the ultimate goal of our whole life.

Thus, at the end of the day, we should make a regular accounting of how the day went by making a thorough examination of conscience. That exercise should be like a rehearsal of that time when we will face Christ on judgment day. It would help us to be properly prepared to face him, avoiding unpleasant surprises.

Then as we go to bed, let’s understand it as a rehearsal of our ultimate rest in heaven. We should already forget, at least for that period of rest and sleep, all our daily concerns so that we can practice how to be finally united with God in total bliss. So, we need to learn how to leave everything behind, which is what will happen when we die.

To be sure, this practice will make our life here on earth most meaningful, since we would live it according to God’s purpose for it.

Before the fame and attention that was recently bestowed by the people, Captain Jerome Acuba, I came across that story appearing at GMA News Online, published October 18, 2016 with a time stamp of 4:13 PM. The story buried in so many other stories were a poignant one, sad and yet inspiring at the same time. Here is an excerpt.

Army 2Lt. Jerome Jacuba, 28, still bears the wounds from the explosion that took his eyesight six months ago.

The improvised explosive device that blew off while he was on duty in Maguindanao left scars from its shrapnels, as well as grains of sand on his skin.

Acuba has finished a six-week course on non-visual desktop access (NVDA) and can now use basic computer programs on a laptop given by the President Duterte.
Determined to move forward, Jacuba will also join the fifth Heroes Run in Fort Bonifacio, Taguig City on October 30.

He said doing so “is a self-reaffirmation that I can still do something for the Philippine Army and for the families of my fellow soldiers in spite of my present circumstances.”

Nine year after, Captain Acuba, with the vlogs that he is making is doing better inspiring us, for his blindness and his superb advice and his innate good heart. I have seen a few content, all of which inspiring and definitely heart rending, one time he was just making coffee and milo for his wife and having his three daughters on a formation and sending them to school with admonition, he said “bitter are the words of a true friend and deceitful are the kisses of the enemy “.

Indeed , my limited space cannot fully justify his greatness, that in his blindness like John Milton, he had shown us the light.

In a conversation with Atty. Mark Stephen Reyes, the good Sir had promised Captain Acu’a’s case would be looked into for help. Last night, even the President Bongbong Marcos ordered his reinstatement for appropriate duties, after the honorable discharge due to his total blindness.

Captain Jetome Acuba, taught me to be simple, self-reliant and becoming a better person. To me he is the John Milton of the Army . John Milton, widely considered as a great poet and writer, became blind in his prime. But it never stopped Milton from doing his work and inspiring people.

Captain Acuba, may have lost his sight but his kindness, generosity with his innate wisdom and showing them in inspiring content had inspired us, we who have sight and perception MUST emulate.

The allure of titles is undeniable. “President,” “CEO,” “Director”—these words carry weight, suggesting authority, influence, and even respect. Yet, the simple possession of a title doesn’t automatically translate into effective leadership. In fact, a title can sometimes be a mask, hiding a lack of genuine leadership qualities and even fostering a sense of entitlement that actively hinders progress. True leadership transcends titles; it’s a demonstration of character, competence, and commitment, qualities that are earned, not bestowed.

The common misconception that a title equals leadership stems from a hierarchical understanding of organizations. Traditional structures often emphasize top-down authority, where individuals holding senior positions are assumed to be leaders by default. This assumption, however, overlooks the crucial distinction between positional authority and genuine leadership. Positional authority comes with the title; it’s the power granted by an organization’s structure. Leadership, on the other hand, is earned through actions, influence, and the ability to inspire and motivate others.

Consider the “Peter Principle,” a widely recognized observation that individuals in a hierarchy tend to be promoted until they reach their level of incompetence. This principle highlights the inherent risk of promoting someone solely based on their performance in a previous role, without assessing their leadership capabilities. A highly skilled individual in a technical role might excel at their job, but that doesn’t automatically qualify them to lead a team, manage projects, or navigate complex organizational dynamics. Their title might say “Manager,” but their actions might demonstrate a lack of leadership skills, leading to team dysfunction and ultimately, failure.

Furthermore, titles can create a false sense of security and entitlement. Individuals who believe their position alone grants them leadership might become complacent, neglecting the essential qualities that truly inspire and motivate others. They might fail to actively listen to their team, dismiss dissenting opinions, or prioritize personal gain over collective success. This behavior erodes trust, diminishes morale, and ultimately undermines the very essence of leadership. The title becomes a shield, protecting them from accountability and preventing genuine connection with those they are supposed to lead.

True leaders, however, are defined by their actions, not their titles. They demonstrate empathy, understanding the needs and concerns of their team members. They actively listen, seeking diverse perspectives and valuing input from all levels. They foster collaboration, creating an environment where individuals feel empowered to contribute their best work. They lead by example, demonstrating integrity, accountability, and a commitment to excellence. They are not afraid to admit mistakes, learn from failures, and adapt their strategies as needed. They inspire through their actions, not just their words.
Think of historical figures who led without formal titles. Nelson Mandela, Mahatma Gandhi, and Martin Luther King Jr. all led movements of profound social change without the backing of official positions. Their leadership stemmed from their unwavering commitment to their ideals, their ability to inspire and mobilize others, and their unwavering dedication to their causes. Their legacies are a testament to the power of genuine leadership, a power that transcends the limitations of titles.

In the modern workplace, the importance of genuine leadership is more critical than ever. In a rapidly changing environment characterized by complexity and uncertainty, organizations need leaders who can adapt, innovate, and inspire their teams to navigate challenges and achieve ambitious goals. Focusing solely on titles risks overlooking the individuals who possess the essential qualities of leadership, individuals who can inspire, motivate, and guide their teams toward success. Investing in leadership development, fostering a culture of collaboration, and recognizing leadership potential regardless of title are crucial steps in building strong, resilient, and thriving organizations. The true measure of leadership lies not in the title on a business card, but in the impact on the lives and work of others. It’s a testament to character, competence, and a commitment to collective success—qualities that are far more valuable than any title.

The Power of One Word: How a Single Term Can Boost Behavioral Change by 30%
The human mind is a complex tapestry of thoughts, emotions, and ingrained habits. Changing behavior, whether it’s adopting a healthier lifestyle, improving work habits, or breaking a bad addiction, is often a monumental task. Yet, research suggests that a seemingly insignificant element – a single word – can dramatically increase the likelihood of success. Studies indicate that the right word can boost the probability of behavioral change by a remarkable 30%. This article explores the science behind this phenomenon and delves into the practical applications of this powerful tool.

The key lies in the framing of the message. Our brains are wired to respond to certain cues and stimuli more effectively than others. Words, with their inherent connotations and emotional weight, exert a significant influence on our decision-making processes. Instead of focusing on the negative aspects of a behavior, such as the dangers of smoking or the drawbacks of procrastination, a more effective approach is to highlight the positive outcomes associated with change. This is where the power of a single, strategically chosen word comes into play.

One particularly effective word is “yet.” This seemingly innocuous term subtly reframes perceived failures as temporary setbacks rather than permanent defeats. Consider the difference between “I can’t solve this problem” and “I can’t solve this problem yet.” The addition of “yet” introduces an element of hope and expectation, suggesting that a solution is attainable in the future. This subtle shift in perspective can significantly impact motivation and persistence.

Another powerful word is “easily.” This term taps into our innate desire for effortless achievement. By suggesting that a task is “easily” accomplished, we reduce the perceived difficulty and increase the likelihood of initiating the desired behavior. This is particularly effective when dealing with tasks that are perceived as daunting or challenging. For example, instead of saying “It’s difficult to exercise regularly,” a more motivating message would be “It’s easily possible to incorporate short bursts of exercise into your daily routine.”
The choice of words also plays a crucial role in shaping our self-perception. Words like “capable” and “strong” can empower individuals and bolster their self-efficacy, the belief in their ability to succeed. Conversely, negative self-talk, filled with words like “weak” or “incapable,” can undermine motivation and lead to self-sabotage. By consciously choosing empowering language, we can create a positive feedback loop that reinforces desired behaviors.

Beyond individual words, the context in which they are used is equally important. A single word embedded within a larger narrative can have a profound impact on its persuasiveness. For example, a public health campaign promoting healthy eating might use the word “delicious” to associate healthy food with positive sensory experiences. This positive association can override pre-existing negative perceptions and encourage healthier food choices.

The 30% increase in behavioral change attributed to a single word isn’t merely a matter of chance. It’s a testament to the power of language to shape our thoughts, emotions, and actions. By understanding the subtle nuances of language and strategically choosing words that resonate with our target audience, we can significantly improve the effectiveness of our communication and achieve better outcomes.

However, it’s crucial to understand that a single word is not a magic bullet. It’s a tool that needs to be used effectively within a broader strategy for behavioral change. This strategy should incorporate other elements such as clear goals, consistent reinforcement, and a supportive environment. The single word acts as a catalyst, enhancing the overall effectiveness of the change process.

In conclusion, the power of a single word in driving behavioral change is a compelling testament to the influence of language on human behavior. By carefully selecting words that emphasize positive outcomes, reduce perceived difficulty, and empower individuals, we can create more effective interventions that lead to lasting change. The 30% increase in success rates is not just a statistic; it’s a powerful reminder of the profound impact of language on our lives. Let’s harness this power to create a more positive and productive future.
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If you have any questions or would like to share your thoughts on the column, feel free to send an email to jca.bblueprint@gmail.com. Looking forward to connecting with you!