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Author Archives: Nylee Villamor


June 19th, 2013 | Posted by Nylee Villamor in Articles - (0 Comments)

Finally, after being jobless for 1 ½ years after my graduation, I now have a good job in a good company.  I say it is a good job because it fits my qualifications, e.g. my college degree, my interests and my needs.  I say good company because its compensation package is good and the people (my boss and colleagues) are all nice to me.


I want to stay in this company.  Will you give me some tips that will help me become a good employee so that I will retain my job and even progress in my career?  Am I an “eager beaver”?


Mr. Eager Beaver



Congratulations for wanting to be successful in your first job and desiring to build your career in your company!  You are the first person who has written me who is not seeking advice on a work/career issue.  Your great desire is to be good in your job, so that you can keep it, the company can keep you and you can advance in your career.

In my book Managing Work and Career (New Day publishers, 2003) I wrote a chapter on “Get a New Start in your New Job” and another on “How to Keep Your Job” from which I’ll be quoting pertinent portions.

Most likely you will be on probation for six months during which you are going to be closely observed by how well and how fast you learn how to do your job according to the standards of your supervisor, by your work behaviors (such as punctuality on time and on submission of work) and by your work attitudes .  The high quality and timeliness of your work, your ability to get along with your supervisor and peers, your teachability, your continuous efforts to improve yourself and what you do, etc. — all these are observed and evaluated.


To be successful in your job requires the following things:

  • Knowing the duties and responsibilities of your job and doing them well.
  • Knowing the required competencies required to do these duties and responsibilities and making sure that you acquire these competencies.
  • Knowing and appreciating your company: its mission, vision and core values and how these values are to be expressed in behaviors, attitudes and performance.
  • Having a good and positive interpersonal relationship with your team leader/supervisor and co-team members.
  • Participating actively during meetings.
  •  Having an attitude of continuous improvement of your outputs and the process you use to produce them.
  • Fast tracking your own development.


Do Excellent Work.  Clarify with your team leader/manager your understanding of the duties and responsibilities of your position, the standards of performance, timetables, and the like.  These standards are used to evaluate your work outputs.  Ask your leader how  he/she wants a task to be done, what are the results expected of you, and by when, in quantitative and qualitative terms.  In fact, it’s not enough to meet the current standards.  You have to exceed these standards.  An example: if you are in sales, ‘making two more calls”, exceeding the monthly quota by 50%, giving a complete report a week before it is due, and the like.  You do not merely satisfy your customer; you must delight them; make them your “raving fans” — jargons that we have barrowed from the US corporate world.


Required Competencies.  When you develop competencies required to perform your job according to the standards of your internal customers, you are also developing yourself and acquiring personal mastery that results in your feeling self-empowered.  You will be appraised by the level you have progressed on these competencies on a continuum.


Know and Appreciate your Company.    Know and understand the mission, vision and core values of your company.  Know its products and services.  If you are working in a consumer company, be sure that you use and patronize its products and services and not those of its competitors. Market your company’s products and services among members of your family, relatives and friends.

The core values are what make one company different from another.  They affect all aspects of the business – from the quality of products produced or what kind of service is given external customers, to how employees (internal customers) are treated.  They determine what are acceptable and unacceptable behaviors.  A new employee must be sensitive to what behaviors are approved of or censured, and listen to his team leader/manager and the senior team members on  what “should” or “should not” be done.


Good and Positive Interpersonal Relationships.   You must be sensitive to how you affect others.  Understand how your work responsibilities and outputs affect your team leader/manager and your peers, and how their work, in turn, affects you.  Your team leader/manager is your No.1 Customer; it is his/her standards that prevail.  So you must frequently seek his/her feedback on how he/she evaluates your work and seek his/her suggestions on how to improve it. Be a team player. Be helpful to your co-team members so that they, in turn, will help you when you need their help.  The quality (accuracy, completeness, etc.) of your work and your dependability in meeting deadlines will make them trust you.  Doing a re-work or repeat job is expensive.


Active Participation During Meetings.  Add your value to every meeting that you attend by active participation.  Be  prepared for meetings  by knowing the agenda so that you can do your research and contribute useful opinions and researched data.  No-no’s during meetings include: texting or making calls thru your cellphone, bringing your work and doing it while the meeting is on-going, holding another meeting with others, or looking bored and yawning. These are negative behaviors that show disrespect for the one conducting the meeting and for those who are participating.


An Attitude of Continuous Improvement.   If you do your job mechanically, that’s the start of boredom.  There are senior employees who do the same things year in and year out because they are settled in their “comfort zone”.  Continue to improve your output and your process.  Never be contented with the “bahala na”, “ok na ‘yan”, “pwede n’yan”, and the like kind of output.  Seek the opinions and suggestions of your external and internal customers on how you can improve.  Ask your team leader how your work can be improved.  Challenge yourself to build lasting relationship with your external customers so that they continue to prescribe your products and be loyal customers.


Fast-track Your Development.  Having a career goal towards which you focus your learning and development will help you see opportunities when you recognize them.  The notion of career advancement as “moving up “is no longer possible in today’s “lean and mean” organizations.  Promotion to the next step in the ladder is hard to come by.  Career moves are often lateral and this is advantageous because you will be acquiring additional competencies.  Welcome multiple tasking as a way of acquiring more and varied skills.  Being multi-tasked, multi-skilled or using your multiple talents will increase your career options.  If you have a good relationship with your boss because you are helping him/her meet his/her team goals, you can ask him/her to coach you in areas where you can still improve.  Cross-functional teams being the way projects are now done will expose you to varied work environments and to interact with a diversity of people.


Doing your work excellently according to the standards of your internal and external customers, enjoyment of your work, and continuously improving it, will get you off to a good start in your new job.


No, you are not an eager beaver.  You re an enthusiastic beginner ready and willing to conquer the world!  Do not be disillusioned though if things do not go as you expect them.  Continue to be self-motivated in doing the above suggestions.  You will eventually reap the fruits of your proactivity.


God bless you.

Conflict Between Supervisor and Manager Makes Employees Confused

March 17th, 2013 | Posted by Nylee Villamor in Articles - (0 Comments)

I’ve just been regularized and I’m very happy about this because  I like the company I’m working for and the people I’m working with, including our supervisor.  My problem is:  our supervisor and our manager hardly speak to each other.  Our supervisor feels very hurt that our department manager got the promotion to her present position when in fact she, our supervisor, had been made to believe she should have been the one promoted, being more senior and more capable.

Our department manager goes directly to us to ask questions or seek clarification and sometimes gives us tasks to do without going through our supervisor.  Our supervisor resents our manager going directly to us bypassing her.  The problem is we, the rank-and-file, are in a difficult situation.  What should we do?  I am one of those to whom our supervisor complains about our manager going directly to us.  I don’t know how to react to her when she complains about our manager, and to our manager when she comes to me for information or clarification, and especially when she tells me to do some work for her.  Who of them should I follow?  Is this what is called “office politics”?  What shall I do?

Miss Very Confused


I can understand your and your colleagues’ dilemma about the situation you are all in.  You report directly to your immediate supervisor and she is the one who gives you assignments and tasks to do, evaluates and appraises your performance. If your department manager asks for information or clarification from you and you are in a position to give this information, you should do so.  If the manager asks you to do some tasks for her, you have to do them for, after all, she is the manager of the entire department.   But always keep your supervisor informed about her requests.  If your supervisor resents your accommodating the requests of your manager, then ask your supervisor how she would want you to respond in a polite manner, “Ma’am, what should I have done?” you can ask.   I suggest you open up to your supervisor about the difficult situation you are in and ask her what she wants you to do because you are confused.

When your supervisor complains to you about her manager, you can just listen to her, look at her directly in the eye, and just nod your head.  Then you can simply respond with “I understand how you feel, Ma’am”.  It’s obvious that she wants sympathy from you and assurance that you are on her side.  But stay out of the conflict.

When your peers talk against one or another superior, don’t participate, not even listen to them.  Politely excuse yourself.

Yes, this is a form of office politics when people show who has more power than the other and expect their respective employees to take sides.

In empowered organizations, employees work together as a team, setting aside or working out differences openly to achieve common objectives that bring the desired results. Sadly, the conflict between your superiors prevent your department from being empowering and working as a team.

God bless you.


Josie O.  Santamaria is a professional psychologist, certified life coach, a career coach and management consultant.  She is the president of Career Systems, Inc., a management and human resource training and consulting company, operating for the past 30 years.   For more information about her and Career Systems, Inc., log on to www.careersystems.com.ph. She can be reached for advice on work/career issues thru her email address: josantamaria@careersystems.com.ph 

When Recognition goes unacknowledged

February 10th, 2013 | Posted by Nylee Villamor in Articles - (0 Comments)

Can you blame me if I feel hurt that the high potential person (HPP) that I had coached and mentored no longer gives me credit for my role in training and developing him?  Pete (not his real name) had been one of the HPPs assigned to me to develop and prepare for a future responsible position.  I took personal interest in him, sharing with him all that I knew thereby developing not only his competencies but also his attitudes, work ethics and personality. I also let him in on the corporate culture, and the unwritten dos and don’ts in our organization.  On his part, he absorbed what was taught to him and was a very fast learner.

As he rose in his career in our company he would sometimes point to me as the one who taught him most of the things he knew. “I wouldn’t be where I am now if not for him [pointing to me]” I felt so proud of myself and of him.

Years later came the shock of my life:  I was moved over to a less central role in the organization and Pete was promoted to replace me!  Perhaps he sensed my deep hurt so he was apologetic.  Since I couldn’t afford to resign because by then I was already in my 50s, I accepted the “bitter pill”.  Pete’s star continued to shine and lately he is preparing himself for assignment to our global head quarters in the USA, a dream of mine that was never realized.

But the most devastating part is that since he was promoted to my position and has taken over my department, he had not given me credit as the one who had developed him as he had done in his earlier years with our company.

I don’t know how to handle myself.  Please help me.

                                                                                                Mr. Waning Star

You want Pete to give credit to you for his fast-track career which includes being promoted to your position and garnering an international assignment which you had failed to achieve. Your need for recognition is heightened all the more as you see your stature slowly diminishing in your organization.

How to handle yourself?  Handle yourself with dignity.  Be happy! How?

Consider the following things that should change your attitudes towards yourself, the mentoring role and towards the people you mentored.  With paradigm shift, should come a better appreciation of yourself, of the role of mentors, and of your expectation from people you had mentored.  In this way, you’ll preserve your integrity and dignity and be happy.

First, accept the reality of corporate life.  What’s important for an organization to thrive is to have the kind of people that will bring it to success in a dynamic and highly competitive business environment.  The nature of the competencies required to steer an organization to success changes.  See your mentoring of Pete as your having prepared him to succeed you.  Every manager must prepare for his succession.  Instead of thinking of Pete as the one who replaced you, think of him as having succeeded you, and that you prepared him for this succession.

Second. What you did to and for Pete was what the organization wanted you to do.  You could not have done otherwise.  That you were given a mentoring role to develop future leaders of your organization was recognition of your expertise in your profession or functional area.  You were compensated for the time you spent with Pete and other HPPs that you had mentored.  That you took the assignment of mentoring seriously because you gave it your all was a credit to you.  Perhaps this was reflected in your boss’ appraisal of you.

Third.  While you were developing the young HPPs, you were also developing yourself, enhancing your own IQ and EQ competencies as well as your technical skills.  So mentoring was mutually beneficial. You honed your technical skills and you communicated them effectively to the HPP.  If Pete is no longer pointing to you as having mentored him, perhaps he thinks he had already done this in the past as you yourself wrote.

Fourth.  The role of mentor is very important to an organization’s growth and survival because a mentor contributes to the retention of HPPs who desire growth and development. One of the reasons why promising employees leave the company is the lack of opportunity for their growth and development.  A mentor also shapes the mind and heart of a promising employee according to the culture of the company. Mentors ensure the growth of their profession, the organization and talented newcomers.

Your talents and skills come from God who expects you to share them with those who need and can benefit from them.  Being a mentor has enabled you to exercise your stewardship of the gifts God has given you. So welcome and be grateful when you are given mentoring assignments.

Fifth, perform the best you can in your new role since you yourself said you can’t afford to quit.  Be thankful that you have a job to do.  Therefore, do it the best you can so you won’t have time to feel sorry for yourself.

Instead of feeling sorry for yourself, be happy, feel good and be proud of yourself that you have contributed to the growth of Pete, to the growth of your profession, to the growth and stability of your organization.

Don’t expect any award or formal recognition from the company and from the HPPs that you were assigned to mentor. Give yourself a pat on your back for your contribution to the growth and stability of your company and the retention of its precious human assets.

God bless you.



Josie O.  Santamaria is a professional psychologist, certified life coach, a career coach and management consultant.  She is the president of Career Systems, Inc., a management and human resource training and consulting company, operating for the past 30 years.   For more information about her and Career Systems, Inc., log on to www.careersystems.com.ph. She can be reached for work/career issues thru her email address: josantamaria@careersystems.com.ph 


December 16th, 2012 | Posted by Nylee Villamor in Articles - (0 Comments)

I have recently been promoted to head a division as its manager, and I have charge over three supervisors and 10 associates reporting to them.  All of us, including myself, are technical people. I am both happy and anxious about this career advancement because, to tell you the truth, I don’t like responsibility over people.  When my superior told me about my promotion, I told him that I preferred a promotion to a technical position as I admitted I had neither skills nor inclination to work with people.  I can not be passionate about work that includes important aspects not related to my preferred interest.  However, my boss assured me I can learn if I put my heart into it.  He also told me that he would make me take leadership and management seminars to help me.  Can I really learn?  Is it just a matter of the heart? How? Will taking a training program change me?

                                                                                                Mr. Skeptic

I agree with your superior.  You can learn to like doing management functions if you put your heart into it. I can think of three ways to do this. First, start with a paradigm shift; change the way you think.  Replace the negative thought of “I don’t like to handle people”, with the positive, “I can work with people and I will like doing it.”  How do you bring about this paradigm shift?  It is very important that you see the benefits to you, to your company and to your subordinates in performing a management role.  In a technical job, you do the tasks by yourself; in a manager’s role, your associates do the tasks so that you can deliver the results that you are accountable for. To accomplish this, you develop, coach and motivate them to do these tasks according to standards that you communicate to them assertively.

In his book How Will You Measure Your Life, Clayton Christensen, a Harvard professor wrote:  “If you want to help other people, be a manager of people.  If done  well, management is among the most noble of professions.”  Indeed it is!

Benefits to your subordinates/associates.  A manager with responsibility over people (one can be a manager with no one reporting to him/her) has the responsibility, the opportunity and the satisfaction of contributing to the growth and development of people.  You coach them to do tasks better, can observe how they grow in their levels of competence, can detect those with potentials for future management roles in the organizations, and contribute to their career advancement.  You promote their work engagement and contribute to successful completion of tasks.  You help them experience job/career satisfaction and motivate them to continue being productive and be assets to your company.   One of the important factors that disillusion talented employees and make them leave the company is the lack of opportunities for growth and development and for career advancement.

Benefits to your organization.  A feature article on Ms. Fatima de Vera Francisco, the only female and first Asian to hold the position of Global VP for Sales and Marketing of Global Proctor and Gamble, quoted her as saying that:  “The most important role of a leader is handpicking the right talent, giving them challenging roles and continually investing in their development so they become future leaders of the company”. (Philippine Daily Inquirer, Sunday, October 9, 2011, B1)

By mentoring your direct reports whom you consider to be high potentials, you not only develop the competencies required for future positions, but also shape their attitudes and values in line with the culture of the company.  After coaching and mentoring your direct reports, you have the opportunity to follow-through to see if they have acquired the competencies and have grown in the process.   Through your own role modeling and the skillful use of positive reinforcement, you are able to develop good and positive habits that become the foundation of  a good character.

Benefits to you.  By increasing the value of your employees, you benefit as well.  By developing your employees, you empower them to contribute to your own success and to your own career advancement.  As you see them grow and develop, you experience a sense of pride, achievement and fulfilment which enhances your self-esteem and self-empowerment. Very important, you perform your stewardship accountability by sharing with them your God-given talents to increase their value to your organization.  You can not experience this intrinsic satisfaction and joy by working with data and things.

Second. Just do it.  Talk with your employees while looking at them eyeball-to-eyeball, and listen to them attentively when they speak to you.  Compliment them sincerely for doing the right things.  Give recognition for successful task accomplishments.  You will learn effective communication skills, giving of positive and corrective feedback, giving them different types of recognition, etc. by applying the skills you learn from leadership and management training programs that you attend diligently and seriously.  The practice of leadership and management skills such as those of communication can be one of your daily work objectives leading to your own professional growth. .

Third, give yourself a pat on your back when you have pleasant interactions with your associates.  Proof of pleasant interactions is that they approach you, ask you for your opinions and suggestions, and feel comfortable in your presence.  As you observe these approach behaviors on their part, you will feel good about yourself and about them.

Sounds simple?  It is if you make things happen.

God bless you as He gives you the grace you need to shepherd the people your company gives to you.


Josie O.  Santamaria is a professional psychologist, certified life coach, a career coach and management consultant.  She is the president of Career Systems, Inc., a management and human resource training and consulting company, operating for the past 29 years.   For more information about her and Career Systems, Inc., log on to www.careersystems.com.ph. She can be reached for work/career issues thru her email address josantamaria@careersystems.com.ph 


October 7th, 2012 | Posted by Nylee Villamor in Articles - (0 Comments)

Can you ever imagine that in this day and age there is a “prima donna” in our company? People in our office, and this includes me, tolerate her abrasive behaviors—shouting and yelling at people when she is angry or frustrated. People in our company talk against her behind her back but nobody, not even her boss and our President, can talk to her about her temper outbursts.  The President of our company, a kind gentleman, just smiles and shakes his head.


She thinks she is our company’s most valuable asset because she is a genius in marketing. Our company is also losing other assets, particularly some of our sales supervisors who left our company because of her.  In fact, two of my productive sales supervisors had resigned because she yelled at them in front of their sales representatives and store personnel.  I report to her sales counterpart and we implement her and her group’s marketing strategies.


I don’t want to leave the company because of her.  But I just don’t know how to deal with her.  I’m angry at myself for putting up with her but I don’t know how else to react in the situations when I was the victim of her fury.   It frustrates me no end that she just gets her way by being abrasive.


By the way, she is still single at 38 yrs. of age.


Mr. Helpless


Your and others’ silence only serves to reinforce her temper outbursts and abrasive behaviors. She doesn’t seem to notice what your silence means, nor does she care about how others feel because of the way they are treated.  Does she know that she caused the resignation of some sales supervisors including your own?  Is she referred to as a “most valuable asset” or is that how she perceives herself because she can get away with her aggressive behaviors?  Should you continue to ignore her abrasive behaviors and pretend you are not bothered by it?  This is what all of you have been doing.


Your “by the way”, indicates that she must be suffering from “emotional deficit” i.e., feeling rejected and unloved.  But we are not here to delve into her past.  What’s important is what you can do to influence her to stop her aggressive behaviors towards you, since you are bothered enough to seek help.


A few years ago, the president of a company referred to me for executive coaching a member of his management team, a woman who was head of one department and directly reporting to him.  The impetus was the result of a 3800 feedback survey which shocked the lady boss.  She couldn’t believe the low ratings and comments she received from her own boss (the president himself), her peers, her subordinates and some external customers.  Her self-image was shattered.  So when she was asked if she needed help in handling her emotions and behaviors, she was open to it.  I worked with her for almost two months and involved the president, some of her peers, and direct reports in the change process.  The project was successful because she was willing to change and to ask help.


You appear helpless in handling your working relationship with her.  You can, however, do two things proactively so that you shall have done some things that might yield a positive result, rather than doing nothing and agonizing about your helplessness.  If the present condition persists, you will continue to suffer; this will affect your mental and emotional health and eventually your physical health.


I would suggest for you to use a combination of both direct and indirect approaches:


  1. Direct approach.  I believe in prayer since only God can change people. So pray first.  Make an appointment and talk to her one-on-one.  Describe her behaviors to you in specific situations and how you felt.  Do not speak about how others feel and react. Just speak for yourself.


In coaching seminars that I conduct to address performance deficiencies, I introduce a method of giving constructive feedback.  It follows the acronym DESC.

D – escribe the negative behavior of the person to you and in what situation.  Do not judge or evaluate the person.

E – express how you felt about  this negative behavior

S – pecify how the person could have behaved instead

C – ite the positive consequences to you and to the person of the latter had behaved as in S above


As an example – say the following to her in as calm a manner as you can:


D – “In our meeting this morning you asked me for the source of my data.  When I could not immediately reply, you raised your voice and said “There you go again! You are never prepared with your source.  Could you be inventing only what you are telling us?”


E – “I felt so humiliated! That was only the second time that I couldn’t cite my source as soon as you asked for it.  And for you to say that I could be inventing only what I was telling you was even more humiliating.  I do have my source but couldn’t immediately recall it as fast as you wanted it.  To tell you the truth, I feel nervous and tense when you raise your voice at me.”


S – “I wish you would avoid shouting at me during meetings and accusing me of inventing my data.”


C – “If you had expressed your disappointment to me in private, I would not have been embarrassed and it would have been easy for me to accept my shortcoming and apologized for it.  In this way, I would feel that you respect me.”


The DESC should be given in this sequence and as soon as possible.  It must be given in private


To be able to say the above DESC requires self-control of your emotions.  Writing down a script of what you will say enables you to collect your thoughts, edit what you have written and feel emotionally relieved after you’ve written it.


If she interrupts you while you are delivering it, stop and listen to her.  Then you continue your delivery until you finish your C.  Thank her for listening to you.  Then leave her office quietly.  Give yourself a pat on your back for having told her what was in your heart.


  1. Indirect approach.  Talk to her boss and describe your experience with her and your observation of her behaviors to you and to the others in your sales team.  Cite specific instances of what made your two direct reports resign from the company because of her.


The company has spent a big sum of money in recruiting qualified people, developing and training them, only to lose them because of the way they are treated.


The boss is the only one who has authority over her.  If her boss does not do anything but continues to tolerate her, then you just have to manage your “pain” if you choose to stay in the company.  Its just like a terminal illness where no medicine can remove the pain of the patient.  The patient’s doctor just prescribes pain management.


May God bless your efforts to become His agent of change.


Josie O.  Santamaria is a professional psychologist, a certified life coach, a career coach and management consultant.  She is the president of Career Systems, Inc., a management and human resource training and consulting company, operating for the past 29 years.   For more information about her and Career Systems, Inc., log on to www.careersystems.com.ph. She can be reached for work/career issues thru her email address josantamaria@careersystems.com.ph 

Testimonial from Mr. Rudi T. Runes

April 29th, 2011 | Posted by Nylee Villamor in Testimonials - (0 Comments)

Dear Jorge and Josie,

I am honored to be invited in the 25th anniversary of Career Systems.  I know it is truly a great event of its existence.  As you both know, I am among the first ones who have benefitted from its work.

You both know, Jorge and Josie, that all of Natrapharm’s people, in fact even during the Nattermann days, who have been promoted from the ranks join your seminars before they are relied to lead a force in the field.

I wish to extend my heartfelt congratulations to both of you and pray for the continuance of your most noble endeavors.




Sincerely yours,

Rudi T. Runes


Natrapharm – Patriot Group


April 3rd, 2011 | Posted by Nylee Villamor in Articles - (0 Comments)

I’m 23 years old and only on my sixth month in the company.  Yet, I now feel bored with my job and disillusioned with corporate life! I can deliver the tasks given me ahead of the others in our team because I’m used to working fast. I don’t get any feedback from our team leader who is always preoccupied with his computer. I don’t want to bother the other team members who seem to be busy doing their work (or are they?).  So, I spend this slack time sending/reading my personal emails or playing computer games.  Team meetings also bore me to death.  Nothing is accomplished by talking which is all that is done during meetings. And I had thought I would do well so that I could become visible and be placed in the talent pool.  I don’t know what my chances are to be in the talent pool.  What should I do?

Mr. Fast Worker

For one so young and only starting in your career, you are already experiencing boredom with your job and disillusionment with corporate life and finding attending meetings boring.  If you allow these negative attitudes to prevail, you are certain to be disillusioned and bored wherever you go.  Boredom and disillusionment are seen in your disinterest, passivity and work disengagement as shown in the use of the office computer and company time for your personal enjoyment, etc. which are sure to slam shut the door to the talent pool that you eagerly seek.  Working fast on the tasks assigned to you will most certainly produce low quality work, a violation of the universal core value of excellence.   Ask yourself: are your tasks accomplished according to the standards of your internal customers, e.g., your team leader and your colleagues who use your outputs for their inputs?  If you don’t have a sure answer to this, find a way of getting feedback from them.  Don’t let your perception that your team leader is preoccupied with computer work stop you from asking him to meet with you and go over your work with you.


You have a long way to go in your work/career life.  There are many things to learn on the “long way to the corporate boardroom”.  You will miss out on valuable learnings if you are always in hurry to finish your work so that you can play.  Remember Aesop’s fable on the turtle and the hare.


High IQ, technical competence, positive attitudes, good character and positive interpersonal relationships are what will make you visible and make you a valued employee.  Having a good track record in every position given you will be your passport to a successful career.


If you care about your employment in the company and you are ambitious to go to the top, you need to make an important “inside-out” change.  “Inside” refers to your paradigms about yourself, about you job, about meetings, about other people, etc.  Your paradigms affect your perceptions and attitudes which, in turn, affect your behaviors.  Changing these “inside” of you will bring about change in your work behaviors which are the ones observed by your team leader and co-team members, and which become the basis of their perception and appraisal of you.


Since you sought my advice, let me react to the following negative behaviors that you show that certainly do not create a good impression of you:

1.      Boredom with your job because you are a fast worker and you finish the tasks given to you ahead of the others. This makes you feel superior to your teammates. Because you have time in your hands, you spend it by sending/receiving personal emails and using company time for your personal pleasure.  This is plain and simple stealing time from the company. Check out with your team leader if he is satisfied with your outputs.  Request him for feedback.  Don’t wait for him to initiate a feedback meeting; ask him for it.

2.      Being bored to death attending meetings which to you is your time waster.  Attending meetings is part and parcel of work/business/corporate life.  Again, you have to have a paradigm shift about meetings.  See meetings as productive when you see it as an opportunity to connect with your team members on a personal level and to build friendships that will lead to collaboration and teamwork. Before the meeting, find out the agenda so you are prepared.  See meetings as an opportunity for you to contribute your ideas/opinions, to listen to the ideas/opinions of others, to update yourself on what others in your team are doing, to ask relevant questions, to respond to questions if you know the answers, etc.  If you do these, you will find meetings enjoyable and will look forward to attending and participating in them.  Never use your cell phone while the meeting is going on.  This is rude and shows lack of respect.


Here is a tip:  even though you are not assigned to do this, write down the action plans, i.e, what is to be done, by whom and by when.  This is a great way of knowing your team members when you casually make “Kumusta?” to them, so that when you do have time, you can even offer to be of help to them.


You do not seek to be included in the talent pool.  This is a consequence of your accomplishments, your leadership potentials, your positive “can do” attitudes, and your ability to get along well and to work with your team leader and colleagues.


In the Sunday, January 9, 2011 issue of Working People of The Sunday Inquirer, a young person who considered himself an “eager beaver” asked me for tips on how to become a good employee so that he could retain his job and progress in his career in the good company that employed him.


I quoted to him pertinent portions from a chapter on “Get a New Start in Your New Job” from my book Managing Work and Career.  I listed the following and followed it with a brief description of each one:


  • Know the duties and responsibilities of your job and do them excellently;
  • Know the required competencies to do these duties and responsibilities and make sure you acquire these competencies;
  •  Know and appreciate your company; its mission, vision and core values and how these values are to be expressed in behaviors, attitudes and performance;
  • Develop and strengthen a good and positive relationships with your team leader and colleagues;
  • Active participation in meeting;
  • Have an attitude of continuous improvement of your outputs and the process you use to produce them;
  • Fast track your development by welcoming multi-tasking to acquire more and varied skills.  After office hours and week-ends, read books and journals on your field of specialization, and on leadership and management.


You see, there is so much to learn and to do, there is no time for boredom and no reason for disillusionment.


God bless you.



Josie O. Santamaria

Testimonial from Mr. German A. Panghulan

January 7th, 2010 | Posted by Nylee Villamor in Testimonials - (0 Comments)

January 07, 2010




Suite 2103 Cityland Pasong Tamo Tower

2210 Don Chino Roces Avenue

Makati City




Dear Mr. Santamaria,

With deep esteem and admiration, allow me to congratulate you and The Career Systems Inc. in celebrating your 25th Anniversary on January 21, 2010.  This milestone marked and sealed your continuous contribution not only in improving one’s knowledge, skills and professionalism but a priceless contribution to the pharmaceutical industry as a whole.

True to its form and substance, DMDP had shaped and influenced my actions and decisions being one of its early graduates.

DMDP will definitely hone, sharpen and unleash the potentials of anyone who dare to apply the principles and learnings from its proven record of successful graduates.

Again, congratulations and more power!





President & General Manger

Corbridge Group Philippines | Kaufmann Pharma, Inc.