Renew, not resume

The end of this year’s Catholic liturgical calendar seems to coincide with a holiday season where everything is going back to normal. It has been more than two years of the pandemic, and at least, the light at the end of the tunnel has never been so brighter. As we in the field would say, “back to business as usual.”

However, wouldn’t it be such a wasted opportunity to just go back to our old practices before the pandemic? I offer three questions for reflection as we hopefully truly move towards the post-pandemic era.

First, what old practices and work norms can we dispense with? The pandemic has been an opportunity for numerous workplaces to radically experiment with work setups. In the course of these experiments, we stumbled upon work arrangements that can replace the old ones. It is possible (or even preferable) for some industries and sectors to not require employees to come to work every day. There are time, personal energy, and monetary cost savings. Managers must be courageous in inquiring whether we can do away with old work habits that are not anymore viable in a more hybrid-oriented setup.

Second, what old practices and work norms can we revive? The pandemic has shown us that communal activities and cultivating a culture of belongingness cannot be effectively done only through digital setups. Teambuildings, informal gatherings, or simple get-togethers are some of the things we may have neglected and missed dearly during the pandemic. Facilitating human connections and interactions are important to invest in.

Third, what new ways of working should we consider given a more hybrid or omnichannel work setup? As we undergo yet another transition, it is important to open ourselves to change and embrace a mindset that allows for continuous piloting of improvements and work setups.

Hopefully, by pondering on these three questions for reflection, we collaboratively find answers that can make our workplaces more humane. The challenge for managers and organizations is to not merely resume but renew our way of doing business. Dare I say, the challenge is to renew our way of life.


Luke 23:35-43. Christ the King

[DAILY GOSPEL INSIGHTS AND REFLECTION FOR MANAGEMENT AND ORGANIZATION 324: NOVEMBER 20, 2022]

Life is an opportunity for infinite meaning-making

Memes, slangs, idioms, figures of speech – these are manifestations of how much meaning (positive, mundane, or negative) humanity can make. Our power to create meaning can even transcend life and death, for even when we leave the world of the living, we can also leave behind a legacy or bundle of meanings we’ve created with and for others.


Luke 20:27-40. “… and he is not God of the dead, but of the living, for to him all are alive.”

[DAILY GOSPEL INSIGHTS AND REFLECTION FOR MANAGEMENT AND ORGANIZATION 323: NOVEMBER 19, 2022]

Mission drift

Steering away from our intended mission is called “mission drift”. And since we live in a world that can be characterized as an open system, many forces emanating from structures that surround us can distract us from pursuing our goals. Just as waves and weather can stop ships, so to can other forces stop our trips.

This is why being self-aware or at least committing to examine our selves is very critical. Just like a shipwright needs to fix the ship or know when to recommend that the ship pause its travels, so to shall we need to fix our weaknesses and understand our identity and align ourselves towards the mission we aim to fulfill.

If we find ourselves drifting from mission fulfillment often, we should reflect: are we really committed? Is it time to pivot? Or do we need to rebuild ourselves so we can better do what we are meant to do?


Luke 19:45-48. “My house shall be a house of prayer, but you have made it a den of thieves.”

[DAILY GOSPEL INSIGHTS AND REFLECTION FOR MANAGEMENT AND ORGANIZATION 322: NOVEMBER 18, 2022]

The gift of self-determination

The freedom and autonomy to choose our paths can be a great gift. Thus, the leaders who influence organizations to promote self-determination and integral human development are managers who treat the profession as a true vocation.

Maybe to lead is not necessarily to direct nor control; but rather, to lead is to grant unto others the gift of self-determination.


Luke 19:41-44. “If this day you only knew what makes for peace–but now it is hidden from your eyes.”

[DAILY GOSPEL INSIGHTS AND REFLECTION FOR MANAGEMENT AND ORGANIZATION 321: NOVEMBER 17, 2022]

Maximizing our potential is an obligation, not an option

These past few days, we’ve been interviewing applicants of the Applied Corporate Management program. And maybe the overarching question is: have the aspirants done their best in maximizing their potential and opportunities given subpar and suboptimal conditions?

It’s not easy to summon drive, passion, and discipline in an online setup.

It feels risky to go outside our comfort zone when the world out there seems to be so unsafe.

But if we are to authentically pursue integral human development, we owe it to ourselves to be self-aware, to know our weaknesses, and do our best to flourish and bloom where we are planted.


Luke 19:11-28. The parable of the coins

[DAILY GOSPEL INSIGHTS AND REFLECTION FOR MANAGEMENT AND ORGANIZATION 320: NOVEMBER 16, 2022]

Managing mental health requires authenticity (pt 2)

[This is the continuation of my reflection I wrote last Sunday. I’m happy to share my most recent opinion article published via Managing for Society: https://www.manilatimes.net/2022/11/15/business/top-business/managing-mental-health-requires-authenticity/1866296]

The legitimacy of advocating for mental health and holistic well-being relies heavily on all stakeholders committing to authenticity. How can organizations and its members do so?

Fr. Bernard Lonergan, as explained by Fr. David Coghlan, defined authenticity as a combination of being (referring to “transcendental precepts”) and doing (specifically the “general empirical method”). The transcendental precepts and activities can be summarized as: being attentive to experiences, being intelligent in understanding, being reasonable in judging and being responsible in acting. These should be practiced at least across individual (first-person) and organizational (second-person) levels.

Transferring this line of thinking to managing and organizing for mental health, I propose the following framework:

1. Pay attention to mental health experiences and measures. Since mental health is not easily observable, we must spend time and attention in surfacing evidence and indicators. We can borrow tools from psychologists in terms of measuring mental health and other dimensions of well-being. Self-report surveys can help provide quantitative representations of well-being levels while dialogues and debriefings can help provide qualitative evidence of well-being experiences. For example, in our academic internship program, interns periodically answer surveys and join debriefing sessions to help make sense of their work experiences and struggles.

2. Be intelligent and sensitive in understanding. Quantitative and qualitative measurements do not necessarily provide the reasons and context why well-being levels are suffering or flourishing. It is critical to apply both critical and creative thinking in understanding how mental health levels fluctuate. To do so, organizations must be open to trends and latest research while providing platforms for stakeholders to voice their concerns. For example, our internship debriefing sessions have allowed us to understand how the online work context deprives our interns a sense of autonomy and fulfillment because work arrangements can seem purely mechanical and transactional.

3. Be reasonable and tolerant in evaluating. It is tempting to compare without reasonably looking at the various contexts that surround each stakeholder. We must avoid snap judgements without assessing the full circumstance of a person. For example, there are instances in our internship program when a student’s subpar mental health is more a function of a company’s lack of mentorship — treating the intern as just an extra resource. On the other hand, there are situations when the subpar mental health is due to an intern’s own mismanagement of projects, leading to rework and anxiety. In these instances, whether accountability falls on the intern, faculty adviser or company super mentor, we provide opportunities for feedback for all stakeholders. This leads to pointed recommendations and action plans.

4. Be responsible in decisions and actions. Discovering the state and drivers of poor mental health compels the responsible manager to act and follow through. Failure to act risks delegitimizing mental health initiatives as lip service. Continuous monitoring and interventions are a must to cultivate an organizational culture that is authentically pro-flourishing. For example, failure of our internship administration team to act on well-being reports can make it seem that student sentiments are not recognized. On a more positive note, our commitment to post-internship debriefing sessions provide spaces for student voices to be heard and opportunities to improve our internship program.

As we can take away from this framework, imbibing these transcendental precepts and performing the general empirical method leads to reinforcing cycles that promote holistic well-being. Furthermore, if we are to truly legitimize and advocate for mental health, we must commit to authenticity.


Luke 19:1-10. “Today salvation has come to this house…”

[DAILY GOSPEL INSIGHTS AND REFLECTION FOR MANAGEMENT AND ORGANIZATION 319: NOVEMBER 15, 2022]

Insight requires not only intellect, but faith too

The moment before the insight experience arrives is mired with anxiety, uncertainty, and the feeling of being lost. These moments require faith.

It is easy to dismiss the relevance of faith because hindsight may make it seem that every success story is predictable and linear, when it fact, beneath the sanitized version of success stories lie the messiness and the struggle. At that challenging moment, it is very easy to compare the direness of the situation with a Sisyphean situation – absurd, meaningless, futile.

Sometimes, what we need to gain some sort of insight is for our faith to save us.


Luke 18:35-43. “Have sight; your faith has saved you.”

[DAILY GOSPEL INSIGHTS AND REFLECTION FOR MANAGEMENT AND ORGANIZATION 318: NOVEMBER 14, 2022]

Managing mental health requires authenticity (part 1)

It is admirable that our society has begun advocating for mental health and holistic well-being within organizations more strongly. However, the challenge with managing and organizing for mental health is that it is highly experiential and subjective compared with managing physical health.

It is easier to observe indicators of poor physical health through injuries and measurable symptoms. On the other hand, detecting poor mental health and holistic well-being is not as straightforward. It is easy for managers to doubt an employee’s otherwise legitimate claim of suffering from mental health issues; or it could be the other way around when an employee hides behind poor mental health as a catch-all excuse for poor performance.

The legitimacy of advocating for mental health and holistic well-being relies heavily on all stakeholders committing to authenticity. How can organizations and its members do so?

I will share the remainder of my insights on Tuesday once this reflection is published as an opinion column under Managing for Society by the Manila Times.


Luke 21:5-19. And what sign will there be when all these things are about to happen?

[DAILY GOSPEL INSIGHTS AND REFLECTION FOR MANAGEMENT AND ORGANIZATION 317: NOVEMBER 13, 2022]

Jogging around the court a hundred times and then planting rice

I remember that during my high school basketball days, our after-school training started with stretching, then jogging around the basketball court one hundred times, then doing footwork drills that ended with the dreaded “planting rice”.

I recall the early weeks when I was still getting used to the endurance drills. I won’t sugarcoat it – there were many times when I could feel my vomit creeping up my throat. My vision felt blurry. In those moments, it felt like inhaling all the oxygen in the world cannot satisfy my deflated lungs.

It felt like I was punishing myself. Imagine a 7am to 4pm class schedule followed by trainings that lasted until 8pm. If my more athletic teammates struggled, what more for me? I was never the most athletic in my team; so what I lacked in athleticism, I had to make up in terms of willpower and mental fortitude.

But those challenges were really instrumental in instilling discipline in me. There is something about pushing one’s self to the limit in any kind of endeavor. It is transformative because we get to know our selves without any pretentions. We get to see our ugliest versions, eyes almost white with fatigue, sweat and tears indistinguishable, muscles feeling the burn, and the mind not able to entertain any distraction because the present is all that mattered.

It is good that we are more aware of mental health and holistic well-being. Maybe the next step for us is to be more courageous in pushing our mental health to the limits akin to how student-athletes grit through training.

We keep jogging a hundred times then planting rice, again and again, persisting, because holistic growth is never convenient but always fulfilling.


Luke 18:1-8. ‘While it is true that I neither fear God nor respect any human being, because this widow keeps bothering me I shall deliver a just decision for her lest she finally come and strike me.’

[DAILY GOSPEL INSIGHTS AND REFLECTION FOR MANAGEMENT AND ORGANIZATION 316: NOVEMBER 12, 2022]

Are we able to surrender our ego at a moment’s notice?

There are times when I feel uncomfortable with the prayer “we should surrender our selves to God”. Surrendering feels disempowering. It’s as if it means to stop growing or to stop attempting. Furthermore, on the surface, it feels contrary to the principle of pursuing integral human development and even the parable of the talents.

But maybe Ryan Holiday is on to something when the stoics and Buddhists advocated for us to dissolve our ego. As one book’s title reads: the ego is the enemy.

And maybe that’s what it means to surrender – to surrender our selfish ego. And even if we cannot prove that a literal resurrection is applicable to us, there are moments when suppressing our ego for a greater good is like a parallel to the story of death and resurrection.

The challenge now with social media is that we are called to “build our personal brands”; having memorable and entertaining personas is the name of the digital revolution.

But maybe this is a recontextualized challenge of spirituality: can we abandon our ego at a moment’s notice if it means we can grow more spiritually? Are we willing to articulate our insights without needing to claim authorship? Are we willing to craft an obra maestra for its own sake, without needing to sign it?

These things seem so impractical to do the way our current society and culture are structured and values things. But maybe we can draw inspiration from the masters who went before us; those who lived lives of flow, focusing on the craft in its purest form, and willing to do it again and again, because their craft, their art, their work – they transcend the ego and can dent the universe.


Luke 17:26-37. Whoever seeks to preserve his life will lose it, but whoever loses it will save it.

[DAILY GOSPEL INSIGHTS AND REFLECTION FOR MANAGEMENT AND ORGANIZATION 315: NOVEMBER 11, 2022]