I have been a fan of Jesse Robredo since my high school best friend told me about him four years ago. Since then, I have been reading so much about him – how he transformed Naga when he was its mayor, his vision for our country, his brand of leadership (participative governance and servant leadership), and basically who he was as a person and as a public servant. This is my Jesse Robredo notes (last modified on Jan 03, 2013. Haha):
Noteworthy Tidbits
Jesse Robredo:
http://edition.cnn.com/ASIANOW/asiaweek/features/asiacities/ac1999/data/improved.naga.html
http://edition.cnn.com/ASIANOW/asiaweek/magazine/2000/0804/sr.magsaysay.robredo.html
http://jesserobredo.wordpress.com/
Click to access Policy_Note_ID158.pdf
Click to access SCHOOL_BOARD.pdf
Click to access Interview-Jesse-Robredo.pdf
Smile 🙂
-when you know you’re doing the right thing
-when you know you’re doing things right
-when you’re not doing anything wrong
😀
jesse notes:
-set clear milestones
-personal touch
-servant leader
-people’s involvement
-merit-based system
-credibility
-effective management by yielding power to people
Fear wants you to fit in, to be mediocre, to do nothing that matters, to fly under the radar. It’s much easier to give in to fear. Take the hard and rewarding road.
Pay closest attention to people who are where you want to be, and who have been where you have been.
http://andhedrew.com/youre-the-problem/
http://andhedrew.com/feeling-guilty/
http://andhedrew.com/forming-new-habits/
http://andhedrew.com/fight-the-fear/
http://andhedrew.com/25-ideas-that-will-help-you-live-on-purpose/
http://ati.da.gov.ph/ati2/blog/primalou-imperial/2012/jesse-robredo-local-hero-and-national-dreamcatcher
The challenge to us is not having very sophisticated infrastructure, but having infrastructure that has a heart. This means we answer queries fast, we are easy to talk to, we are personalized and not impersonal. This means we exert extra effort to make the clients feel that what we are telling them is not research, but a way for us to be continually in touch with them because we want to help them… Maybe we need to ask, ‘Why are you asking about them, what is your problem?’ This means we have genuine interest on what happens to our clients.
A leadership that is bold on rhetoric and weak in action will keep us where we are, a country wherein the state succumbs to the 10 percenters, the elite who control most of the nation’s wealth.
What you’re up against is this notion that if you are honest, and your competitor is not honest, then you don’t have a level playing field. And in those instances, some people think that honesty and integrity become a competitive disadvantage, which is a very sad observation of things.
He says corruption doesn’t start and end with the government.
It needs private citizens demanding integrity as well.
–schools
What makes a difference, he said, is non-academic formation.
Darwin thinks good education is not just about being academically excellent – although that helps too – but rather, it’s the character formation that helps students use the skills and knowledge they get.
“Good schools teach you academics and character-building,” he said. “As they build you to become academically good, they also build you to be men for others.”
jesse robredo
mantra in the city
governance processes is equally important as governance outcomes
never tolerate mediocrity
the most important engaging element is trust
aim is to inspire people to be good themselves – this makes the subordinates better than their leaders
integrity – not demanding others what I’m not willing to do myself
being accepted as somebody who can lead people – to be a problem solver and an inspirational guide for the people
“The most important ingredient of leadership is character. Most of the proficiencies can be learned. It is what is inside you that is difficult to change,” he said in a 2009 interview with ANC’s Storyline.
“By simply providing that inspiration, sometimes the subordinates are better than their leaders.”
Robredo said he is proud of the fact that Naga City has a vocal constituency that is unafraid to voice their opinions on matters of governance.
He cited an instance when the vendors association agreed to a city ordinance raising the rent at the public market by 200% but only if it is done in 2 years’ time.
“I think the most important element in engagement is trust. People will be willing to make sacrifices if they trust their governors. People will understand the mistakes of their governors if they trust them. People will not believe their governors, even if they say the right things, if they don’t trust the governors,” he said.
Our political history has shown that we have put the burden of running this country to our ‘best’ people for too long. And yet the gap between the rich and the poor has grown wider.
We either provide a leadership that was exclusive and authoritative or a leadership that was inclusive and consultative —– a leadership that imposes its will on its constituency or a leadership that encourages people participation and engagement. We understood that we did not have the monopoly of wisdom. We felt that we should know when to lead and when to be led.
“One learns many things when one gets to be my age. But one has to unlearn many more things that one has gathered with age.”
Our experience in governance in Naga City is nothing but our personal encounter with the necessity of returning to the basic governance — a return to the essential meaning of service — a return to what is simple and practical — a return to the values that our forefathers taught us: the value of honesty, hard work, of fairness and most all the holy fear of a just God.
Should you choose to be a big fish in a small pond, or a small fish in a big pond? Whatever your doubts are, follow your heart. When I left San Miguel Corporation, in 1986, I knew that serving home was where my heart was. I must say that desire and commitment far outweigh knowledge and skill. The latter can be learned. Without the former, your life’s work will be a profession and not a vocation. Find your own niche. Change careers if you must. But make sure you succeed. You must always remember that you can not give what you do not have.
Measure success in terms of how pleased you are with what you have done and not as to how people define it, with its attendant perks. Later on in life, you will realize that it is neither your successes nor your conquests that will give you satisfaction. It is your contribution that really matters – paying back what you owe the community that nurtured you.
Like all of us, they too wanted to be somebody someday. But despite the deprivations and difficulties, they were all for a noble purpose – to be of service to others. Not one of them said that it was for fame, money or power. They were so young, yet they know what was good for their community and for others.
In an organization: 20/20/60
20% – affirm you
20% – oppose you
60% – are neutral to you