The Sacred Trust: Leadership, Governance, and the Call to Serve Humanity

 Leadership, often framed as a mere exercise in strategy and management, transcends the realm of secular efficiency. It is, at its core, a sacred trust, a profound call to serve humanity and, in doing so, to serve a higher purpose. Good governance, therefore, is not simply about implementing policies; it is about embodying universal values and understanding the intricate tapestry of human existence.

The concept of leadership as service is deeply rooted in various spiritual traditions. As Mahatma Gandhi eloquently stated, 'The best way to find yourself is to lose yourself in the service of others.' This sentiment echoes the idea that true leadership is not about personal aggrandizement but about selflessly contributing to the well-being of the collective. When leaders prioritize the needs of their people, they mirror the divine act of caring for creation.   

Good governance, in this context, becomes an ethical imperative. It demands adherence to universal truths – justice, compassion, integrity, and kindness. These values are not merely abstract ideals; they are the cornerstones of a just and harmonious society. As Archbishop Desmond Tutu reminds us, 'Do your little bit of good where you are; it's those little bits of good put together that overwhelm the world.' Even small acts of governance rooted in these values can have a ripple effect, transforming communities and nations.   

However, the reality of leadership is often marred by corruption and self-interest. According to Transparency International's 2022 Corruption Perceptions Index, many nations struggle with systemic corruption, eroding public trust and hindering development. This stark reality underscores the need for vigilance. As students of life, we must not only aspire to be ethical leaders but also hold our current leaders accountable. Edmund Burke's famous quote, 'The only thing necessary for the triumph of evil is for good men to do nothing,' resonates deeply in this context.   

Vigilance is not about cynicism; it is about responsible citizenship. It involves critically evaluating policies, demanding transparency, and advocating for justice. It is about recognizing that leadership is a shared responsibility, and that the well-being of society depends on the collective commitment to ethical governance.

Moreover, a study by the World Bank shows that countries with strong governance frameworks tend to have higher levels of economic development and social well-being. This statistic highlights the tangible benefits of ethical leadership and good governance. When leaders prioritize the common good, they create an environment where individuals can thrive and contribute to society.   

Leadership and good governance are not merely professional pursuits; they are profound acts of service, a calling to embody universal truths and values. As students of life, we are called to cultivate these qualities within ourselves and to demand them from those who lead us. Whether we are called to lead or to be vigilant, we must recognize that our actions have the potential to shape the world. By embracing the sacred trust of leadership and governance, we can create a society that reflects the best of humanity, a society that honors the divine spark within each of us.

June 2022 Article: NOT THE TIME FOR OFF-SCRIPTS. On Climate Change and Leadership

Do you still need more proof? Climate change must become a personal reality, for each and every one of us on this planet.  Scientists reported that the Arctic ice cap is melting faster and by their calculations, 40 % percent of the summer ice covering the Arctic sea will be gone by 2050.  This is the time to convert all political calls to action, a time for all countries to have the moral imperative to discuss climate change with a new urgency. 

Do you not know “value”? Creating value for society is one of the key deciders of success. Today’s leaders must also deliver value in terms of sustainability and societal impact as well as growth. Sustainability and equitability must be placed at the heart of every organization. Climate change is not something that lies outside of business or governance. It operates within the boundaries of its natural environment and can only be sustained in a healthy environment and flourishing society. The earth is more fragile now and the ecosystems that support millions of lives now face significant disruption. Peoples—not only animals—are at risk of being extinct. The effects are being felt by everyone, especially those least able to cope and least responsible for the problem. This is, as always a moral issue. Any response must be guided by the principles of the common good and shared responsibility.

Climate change events including sea-level rise, the increased frequency of extreme weather events, rising temperatures, and heavy rainfall all pose threats to countries like the Philippines. This is due to our vulnerability to natural dangers. Warmer waters damage coral reefs, which can lead to a drop in fish populations, making it a concern related to food security. Rains will result in more flooding, which could lead to landslides in upland areas. The concept of Climate change is very complex but very urgent and will take good and competent leaders to reach out to others to bring each other’s expertise, technologies, and other capabilities together in order to achieve meaningful change.  This is only possible when actions are driven by a purpose. Leadership foremost is about choices and setting new directions. It is about vision and political will—the ability to see ahead, know what we must do, and inspire a force for genuine change. The generation now and those to come will judge us. 

What can we possibly do besides hope for ethical leadership and good governance? Well, perhaps it is to educate ourselves on how best to face the climate change challenges. While it does seem at times that we can do only little as individuals if we arm ourselves with knowledge of the science behind it,  and its effects, we can start taking steps (no matter how little) toward positive change. Much better is to influence others to do the same. But besides asking for urgent action, we can also reflect on our own personal moves. What have we done so far? What are our lessons for? Why are we here?

2014 Article: Reluctant Leaders. They Are. Everywhere.

A leader is best when people barely know he exists

when his work is done, and his aim is fulfilled, they will say: we did it ourselves.

—Lao Tzu

My all-time favorite book is Richard Bach's 'Illusions: The Adventures of a Reluctant Messiah'. It details the relationship between a teacher and a reluctant student. Donald W. Shimoda is a retired Messiah and sees himself in Richard and believes they are fellow messiahs. Richard hasn't and wouldn’t come to terms with this idea. Over time, Shimoda teaches Richard how to be a messiah since he has grown weary of performing miracles and has decided to retire from the art. He explains to Richard that the miracles he performs are in fact miracles; instead, they are just illusions of reality. By the end of the book, Richard graduates with the knowledge of what it means to be a messiah receive his calling, and begin.

Reading Illusions once more made me think and reflect on what I have observed lately. At these times, we see many reluctant leaders in the workplace like Richard- people who may have been promoted on the strength of their technical or operational abilities, not on the perceived leadership capabilities. Most of the time, they struggle to be the leader that they believe their colleagues expect, to be the best mediator, the approachable manager who can motivate teammates to where they need to be. I come to conclude that perhaps, there is a little of the “reluctant leader” in all of us.

Leaders come and go. They also come in different packages. There are those who like to go about their leadership in an open manner. There are those who go about their work with quiet dignity. They are the leaders who coach, mentor, and support their team, almost always in the background. They are the ones who hold their team jointly accountable for results – good or bad and aren’t driven by ego but by service. Most of the time, they are the “reluctant leaders”. Forced by circumstance, they lead.

Ralph Nader, named by Time Magazine as one of the 100 Most Influential Americans in the Twentieth Century, says that the function of leadership is to create more leaders – not more followers. A Reluctant Leader, while reluctant, may see this as both an obligation and an opportunity. His motivation is advancing the goals of the team. He has his eyes set on the sincere appreciation of the people he works with. He can lead up, across, and down and encourage the team to do the same.

Checking on the scripture, it says we need far more laborers to go out and do the Father's work. We need leaders to help make that happen. But, leaders are in short supply because many are reluctant to lead. For what it is worth, it can be said that these reluctant leaders are in good company. Gideon felt that he lacked the qualifications of a good leader. Moses always doubted his leadership potential. Saul even tried to hide. The story of Moses, among others, is inspiring. When God called on him to lead the Israelites, Moses tried voicing out that he cannot be the leader, saying: I’m a nobody; I don’t speak well; I’m not brave. But the job was given anyway. He became the ultimate model for reluctant leadership. It is clear then that leadership is unpredictable. Circumstances thrust certain responsibilities upon these leaders, and they have no choice but to take up their assignments.

One defining characteristic of this leader is that he himself is self-divided. He feels pressured to do things he’d rather not do. On the one hand, if the reluctant leader is passionless, his actions will be halfhearted which may lead to failure. The successful reluctant leader, on the other hand, is motivated by his conscience. He makes himself believe that he has to accept the fact that while it is not his choice, it is his duty and he will follow it to the end.

Hence, the reluctant leader can be more realistic, and even more skeptical. At times when he is engaged in an unpleasant task, he just keeps doing it. He doesn’t have to worry about coming down because he never felt good about it in the first place. And yes, at times, that’s what the organization needs. The reluctant leader can be more collaborative too. Since he didn’t want his task, he was eager to share it. Most often than not, this is best for the organization. The reluctant leader, though less confident must see this as a task fulfilled, a mission accomplished.

As seen in Exodus 3:12: “And God said, ‘I will be with you. And this will be the sign to you that it is I who have sent you: When you have brought the people out of Egypt, you will worship God on this mountain." It is like God is saying – I am sending you and I am going with you. All authority belongs to God and He who calls you is in total control. This message may as well be for all the reluctant leaders… as they are… everywhere.

[This article first appeared in PAGE Professional Digest in 2014]