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Stepback Leadership 2019 Edition © Stepback LLOYD ABRIA LUNA, RSP, the first Filipino to represent the Philippines in Global Speakers Summit, the first to speak in a French and European Speakers Convention, and the first to become member of the board of Global Speakers Federation, is a renowned professional speaker and author of 16 books. He has spoken in over 1,000 conventions, conferences, and seminars, appeared in over 200 media interviews, and lectured on leadership to personnel of several major global companies worldwide, to key managers and staff of Philippine government agencies, and to students and faculty of various schools in Asia. He has been given awards over the years, among them the Collegiate Ambassador for Peace award in South Korea, remarkable alumnus of Polytechnic University of the Philippines, and the 2010 SM Supermarket Brand Ambassador award. In 2019, he was conferred Quezon Medal of Honor for Literature, the highest recognition given to a civilian out of 2 million population of Quezon Province. For speaking invitation and consulting work, please go to stepback.ph. You can also send an email to [email protected] Also by LLOYD LUNA Paano Maging Successful Paano Mag Move On Why Am I Working? Why Good People Fail Where To Find Success Alphabet of Achievement Is Tere A Job Waiting For You? Te Internet Marketing Handbook Nurse Your Future Why Am I In Love With You? How To Be An Amazing Speaker His Witiness Employpreneurship A Dream For You Te Many Faces of Productivity Lloyd Luna Stepback The Lost Art of Filipino Leadership Copyright © 2018 by Lloyd A. Luna. All rights reserved. Cover Design © 2018 by Lloyd Luna Published by LLOYDLUNA Communications No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted, without either the prior written permission or authorization by the publisher. Thank you for your support of the author’s rights. Requests to the publisher for permission should be addressed to: Scroll Books LLOYDLUNA Communications 1745 Dian St., Makati City 1235 Philippines lloydluna.com Second Edition: May 2019 Scroll Books is a division of LLOYDLUNA Communications. The Scroll name and logo are trademarks of LLOYDLUNA Communications. Scroll is a sister division of Umbrella, which provides a wide range of subject matter experts and authors for speaking events. For details, please go to www.umbrellaspeakers.com or call +63 917-125-0476 | +63 02-7989-0476 | +63 02-8846-1089 ISBN: 978-621-8065-14-7 (Print) 978-621-8065-15-4 (eBook) Printed in the Philippines 10 9 8 7 6 5 4 3 2 1 DEDICATION To all the stepback people of Ifugao and to our unnamed angel in heaven CONTENTS Foreword i Introduction 1 1 The 8th Wonder of the Ancient World 15 2 An Ancient Edifice that Defines Filipino Leadership 25 3 Understanding the Ancient Filipino Culture 33 4 The History that Buried the Filipino Leadership System 43 5 The PLG Leadership Model 83 6 The STEPS Leadership Process 115 8 Step in 121 9 Step back 135 10 Step up 151 Afterword 175 Acknowledgment 181 This is a working material, and hence it represents research in progress. This book represents the observation of the author, and is the product of professional research. Any errors are the fault of the author. The information contained herein is subject to change. Updates can be monitored at www.stepback.ph/book-updates/. Additional research and proof of concept is carried out as you read this book. Applying the concepts, principles, and insights from this book and the consequences of its application is sole responsibility of the reader. Reader’s discretion is advised. FOREWORD I was wrong. For decades, I’ve been taught that leadership is about one single person on top, and in order for me to be there, I will have to beat every person in my way, whatever it took. Because that’s what I knew, I competed and fought my way to the top. Sometimes, I would win. Many times, I would lose. Either way, the result didn’t make me happy. After all, knowing that I have beaten someone is as equally as heartbreaking as knowing I’ve been beaten by someone. Nobody wins in a competition. However, the concept of leadership that has been around for a long time encourages i STEPBACK people to compete on different levels, at different times, in different styles. If you want to be a leader, you’ve got to be on top, in front, and in control. Beat everybody else and rise from the ranks. It goes on and on. Not only that, the same competitor’s mindset cascades down to the very last man in the organization. It wears down everyone eventually. No wonder many leaders today say it’s lonely at the top. You have to defend your position constantly from whoever is trying to steal it from you. As it happens, the people under you will never stop challenging you and your rivals will never stop jockeying for power. You’ll keep hanging on until you’re exhausted or it’s simply time to let go and admit defeat. Beating everyone during the quest for leadership won’t make you happy. The same goes for the people you work with. But maybe it’s the system that puts you there. Regardless, you’re trapped. In the end, nobody gets out of it unhurt. Yet, we are made to believe that competition is good for an organization because it brings out the best in all of us. In reality, it does not always work that way. In fact, many times it breaks the ii FOREWORD leader, then the people, and in the long run—the entire organization. While competition drives progress and gives the leader the focus and energy to great heights of accomplishment, it can overwhelm the leader. Admittedly, winning can bring satisfaction to leaders. It also leads to recognition, which leaders need every once in a while. However, winning over our fellow human beings for the sake of recognition, if that’s the only thing that defines our leadership, can also lead to self-destruction. That is, when the winning mindset leads to extreme stress, unfair judgment, or unethical practices and misbehavior. In the long run, we can’t sustain an organization fueled by greed, self-centeredness, and rivalry. Chances are, our type of leadership today creates a culture of self-centeredness, individualism, doubt, and competition —a perfect recipe for an inevitable disaster where everyone becomes a casualty. But in the grand scheme of things, this is not even the original Filipino leadership philosophy. It was imposed on us and we embraced it. And because we have gotten used to it, we’ve forgotten our own art of leadership. iii STEPBACK Prior to the European invasion of the Philippines in the 1500s and Americans in the late 1800s, we already had our own unique leadership structure. In fact, it built one of the world’s most advanced mega-structures in ancient times. Learning about it can shed light on our leadership challenges today. It explains what brought us in this chaotic leadership situation and why you can’t get away from it. Let me tell you a story. Two thousand years ago, our Filipino ancestors built the world-famous rice terraces in the Cordillera Mountains in northern Philippines. They were able to accomplish this feat with nothing but their hands, ingenuity, and their strong sense of community. They used no advanced machinery, no heavy metallic equipment, no modern technology. They carved out the mountains by hand, using only primitive tools made with wood and rocks. All the other wonders of the ancient world like The Great Pyramid of Giza, The Great Wall of China, The iv FOREWORD Colosseum, and the Taj Mahal were either built by salaried skilled workers or slaves through an order of one ruler to serve their personal interest. In contrast, the handmade Ifugao rice terraces were built in their entirety by freemen. This is contrary to the leadership and management concepts that we apply in our organizations today: Our people are not free. They are still hostages of our painful and distant past. Our leaders act like kings who think they are entitled to subservience. Everyone tries to save face every time. We doubt our teammates’ abilities or worse, criticize and censure them to work better. We compete to prove we’re better than every one else in the room. We put our own interest before that of our team. To be part of something bigger than ourselves doesn’t excite us anymore. Long ago, it was different. Unlike their counterparts elsewhere in the world, the Ifugao Rice Terraces were built without a single leader getting credit for the achievement. This is another contrast to the idea that leadership is about one single person on top, in front, and in control. If there’s a chance, they won’t hesitate to manipulate people, and if v STEPBACK something goes right, they’ll take the credit too. But if something goes wrong, it’s the people under them who are at fault. We’ve gone from people-centered to personality- centered leadership. This is completely opposite to how the mountain terraces were created more than two millennia ago, which were built out of the community’s collective desire for a common good. The Ifugaos worked together regardless of which tribe they belonged to. In retrospect, they built those terraces not just to feed their generation, too. They were a visionary people and constructed those terraces for all succeeding generations to come—a huge contrast to many Filipinos’ short-sightedness and smallness of thinking today.
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