ECONOMIC losses due to tropical storm Ondoy alone could reach as high as P23 billion, according to an independent study making calculations from official reports released by the National Disaster Coordinating Council and the education and agriculture departments. But if the nation is to minimize its losses from typhoons and other natural calamities, Filipinos will have to wake up to the reality of climate change.
Climate change is here, no doubt about it. Scientists are saying that climate change became more pronounced since a century ago when people worldwide began burning more coal and oil for homes, factories and transportation. These fossil fuels release carbon dioxide and other greenhouse gases into the atmosphere, thus causing the world’s surface air temperature to increase by an average of 0.6° Celsius (1.1°F). This one-degree increase may look insignificant, but already it has led to a rise in sea levels of about 15 cm or 6 inches due to melting glacier ice. Sea levels could rise as much as 59 cm or 23 inches in the 21st century, threatening coastal communities and coral reefs.
The environmental group Greenpeace International warns that climate change will lead to more extreme weather, from floods to droughts, forest fires to tropical cyclones. As extreme climate events increase in strength and frequency, more and more people risk losing their homes and lives. Climate change will also bring water shortages and decreases in agricultural productivity and food security. People’s health will be threatened by heat stress and increased chances of exposure to infectious diseases. Those living in low-lying coastal areas may become climate refugees as their homes are destroyed. Tourism, an important source of income for many countries, including the Philippines, will also decline.
The bad news is that the country’s farm sector is not yet ready to face the challenges posed by climate change, according to Dr. William Dar, former secretary of agriculture and now director general of the India-based International Crops Research Institute for the Semi-Arid Tropics (Icrisat). Dr. Dar points out, for instance, that our rice production would be adversely affected by climate change unless the country uses more drought- and flood-tolerant varieties. If the country wants to avert more “perfect storms”—a convergence of food crisis, climate crisis, environment crisis, biodiversity crisis and population crisis—then we have to put a comprehensive plan in place. He suggests the immediate passage of the proposed National Land Use Act as a crucial step. The bill, pending in the Senate, discourages the conversion of irrigated farmlands to other uses, such as the construction of subdivisions. The country must also establish the Philippine Dry Land Institute to spearhead research and development efforts for increasing the productivity of non-irrigated farmlands.
The good news, however, is that Philippine business is already becoming increasingly aware of climate change and wants to change the way it operates. An important initiative in coping with climate change is the Business Imperative for Climate Change CEO Conference held last week, where the participants drafted a covenant aimed at making business processes “greener,” or more environment-friendly. More than 40 leading business firms participated in the discussions. Elisea Gozun, a former environment secretary and co-convener of The Philippine Imperative, said the participants drafted a covenant that will encourage and help the private and public sectors adapt to climate change. Hopefully, more firms will join the effort, because climate change is not something that’s on the horizon, but staring us right in the face—look at the grim images from the death and destruction from recent calamities.
While we cannot stop typhoons, earthquakes and volcanic eruptions from taking place—these are natural phenomena that science can fully explain—we can minimize the losses in lives and property that they bring.
In other words, we do not have to be helpless in the face of climate change and Nature’s fury
concluded my stint as head of Bancassurance Channel in July and moved on as chief marketing officer for one of the leading multinational companies in the country.
In all, I was given the opportunity to manage the Channel for exactly one year, and for me, it was actually one of the most challenging jobs I have encountered. If you don’t believe me, you can look at my old photo and see how much hair I have lost (the few that was left) before and after. Kidding aside, I can also tell you that I consider such stint as one of the best years of my career life. We managed to grow the Bancassurance business of our company by 250 percent, surpassing our previous year’s performance as early as April, and surpassing our full-year target as early as July. Pretty good I may say, considering that 2009 has been a challenging year for the financial industry. The numbers are very exciting but what really delighted me was the fact that I grew to be a better person and a leader. After all, I have always believed that a leader’s contribution to his organization is best measured not in numbers but in principles, processes, and paradigms he is able to instill over time.
I have been fortunate to have been with very good leaders and mentors for the past 10 years. I have always wondered how I will be able to repay them. In the end, what I realized is that the best way is, as the movie goes, “play it forward.”
This is what I would like to share to you and how I now see what a leader should be. I may be over simplifying it but I’d like to equate it to a sphere.
So here it goes....
A leader should be able to look in front of him all the time. A leader must be able to move forward. A leader must possess not only a vision, but an unwavering commitment to translate such vision into reality. He should, therefore, not end at nurturing the dreams of consumers. Rather, he should strive to make these dreams come to life. With such a pursuit, a leader thus is not limited to considering existing circumstances, but is compelled to explore beyond what is apparent to discover the underlying truths and relationships. He must harness the power of insights to create the bridge that can turn his vision into reality. A leader should never be afraid to make mistakes. He may not always make the right decision but he should always make a fair one.
A leader should be able to look on his side, meaning, a leader must be able to understand that if he was given limited resources, he must be able to devise means of wisely allocating and maximizing what is available. An example is the development of products that are driven by critical consumer needs, while being sustainably fueled by business viability. At the end of the day, a leader does what is good for the consumer and what is right for the business. Therefore, a leader must be able to harness the tools targeted and relevant to the market, while being rewarding and worthwhile for the business.
On the other side, a leader must harness his team’s strengths. Credentials can be a consideration but what a leader should look for is the passion of his team members to do well. People have unique talents that are innate. A team member may be able to learn the skills and knowledge, but talents will always be within them. A leader must be able to discover what these talents are, then love and respect them. He can also match his team’s character with the need of his team. Even if a leader is in a job that is homogenous, like a sales or call-center team, he should never expect everyone in his team to deliver the same actions and results. If this would be the case, perhaps it would be better to get robots. Remember, talent is only talent when put in the right place.
Also, a good leader should be able to develop his people and let his people develop him. A leader should have the know-how and should have the passion to continuously learn.
Once, one good friend told me that the objective of a leader is to eventually make himself redundant, because it only means that his team has already imbibed all the needed knowledge and skills from their superior.
A leader should also be able to look back since he can get his best learning from his experiences. One example is being able to draw valuable lessons from both the Eastern entrepreneurial spirit and Western corporate discipline having grown in a typical Chinese family, and being able to work with some of the best financial companies in the industry. A leader should strive to attain an optimal balance between both worlds to be 10 steps ahead of the ever-changing needs and circumstances. A leader must evolve his business over time to be proactive rather than reactive to serve ultimately the best interests of both the consumer and the business.
In the end, an exceptional leader should be able to look inside his heart. This is the one that will fuel him to look at his front, his back and his sides, all at the same time. As the leader moves towards his vision, he must look back and let his experiences guide him and look at his side to see what he and his team has. All these will only be possible if a leader has the heart of a leader.
Melvin J. Esteban is a Registered Financial Planner and a Certified Financial Consultant. He is a recipient of the Young Asean Manager’s Award in 2007, the first Filipino YAMA awardee, and the Chairman of the 7th Asean Insurance Congress. He is the Chief Marketing Officer and SVP of Generali Pilinas. For inquiries, please send an e-mail to mel_esteban@yahoo.com This e-mail address is being protected from spambots. You need JavaScript enabled to view it . Join the 17th RFP Program (October 17 to December 12, 2009). Visit www.rfp-philippines.com or inquire at
info@rfp-philippines.com This e-mail address is being protected from spambots. You need JavaScript enabled to view it /Tel. No. 634-2204.