On July 6, Senator Rodante Marcoleta was arrested hours before he was due to sit as a judge in the impeachment trial of Vice President Sara Duterte. That timing placed the meaning of “two-thirds of all the Members of the Senate” under a harsh political light. Thereafter, the “doom” for the rest of the minority members followed, as the same fate was imposed on them.

Article XI, Section 3(6) of the 1987 Constitution does not say two-thirds of those present, those available, or those permitted to enter the chamber. It says conviction requires “the concurrence of two-thirds of all the Members of the Senate.” The Senate is constitutionally composed of twenty-four senators; two-thirds is therefore sixteen. That wording is not ornamental embroidery that may be trimmed whenever political arithmetic becomes inconvenient.

If attendance becomes the basis of the denominator, the courtroom may become the anteroom of the impeachment court. A senator could be prosecuted, detained on a non-bailable charge, suspended, intimidated, or driven into hiding—and every missing chair would suddenly make conviction easier. Marcoleta’s arrest on a plunder charge, along with the detention or legal troubles of other senators linked to Duterte, has made this danger more than an abstract classroom puzzle. Both Reuters and the Associated Press still reported the constitutional requirement as sixteen votes out of the twenty-four-member Senate, despite those absences.

This is where the gates of hell could be opened. Once political operators discover that removing bodies from the chamber can reduce the number of votes needed, the contest will no longer be confined to evidence and law. It will become a hunt for senators to neutralize before judgment day. The temptation would be enormous: if a vote cannot be won, a chair might simply be emptied.

I do not claim that every criminal case against a senator is fabricated, nor should senatorial office become armor against legitimate prosecution. Senators accused of crimes must face the courts, and lawful proceedings must establish guilt. But arrest does not erase an electoral mandate, detention does not amount to resignation, and an accusation does not perform the constitutional work of expulsion. A senator behind bars remains a senator unless the law has validly terminated that membership or the term itself has ended.
To me, the word “all” is the sentry posted at the door of the impeachment process. It prevents a temporary absence—voluntary, medical, judicial, or politically induced—from changing the weight of the constitutional standard. An absent senator may lose the opportunity to cast a vote, but the absent senator’s seat cannot be quietly converted into an additional vote for conviction. Otherwise, subtraction would masquerade as democracy.
Impeachment is already political by nature, but it must never become political hunting with handcuffs serving as counting devices. Conviction can remove an elected official and may lead to permanent disqualification from public office; such consequences demand a fixed and demanding threshold. I would rather see an impeachment fail for want of sixteen honest votes than succeed through a denominator made smaller by detention, coercion, or convenient absence. Constitutional safeguards prove their worth precisely when powerful people are impatient with them.

The sound course is simple: keep the threshold at sixteen votes while the Senate remains a twenty-four-member body, and decide every criminal accusation against a senator independently, promptly, and fairly. If a senator’s membership legally ends through death, resignation, expulsion, expiration of term, or another constitutionally valid cause, the consequences may then be examined under law—not invented through attendance sheets. Every chair must count, even when it is empty. That is how the Senate can close the gates before political necessity teaches hell how to count.

When team members don’t understand what’s expected of them, even the most talented employees can struggle to deliver results. A well-crafted communication plan ensures performance expectations are shared consistently, understood clearly, and aligned with both individual and organizational goals. By moving beyond one-time announcements and creating a structured approach to communicating expectations, you can build a focused, motivated team that knows exactly what success looks like and how to achieve it.

Step 1: Define What You Need to Communicate

Before drafting your plan, clarify exactly what performance expectations you need to share – vague or incomplete information will only lead to confusion. Start by aligning team goals with the organization’s broader objectives, then break these down into clear, actionable expectations for each role and project.

Key Elements to Include:

– Organizational and team goals: How the team’s work contributes to company success, including specific targets for revenue, productivity, customer satisfaction, or quality

– Role-specific expectations: What each team member is responsible for delivering, including key performance indicators (KPIs), deadlines, and quality standards

– Behavioral expectations: How team members should collaborate, communicate, and uphold company values – for example, responsiveness to clients, participation in meetings, or commitment to safety protocols

– Consequences and rewards: How performance will be evaluated, what outcomes will lead to recognition or advancement, and what happens when expectations aren’t met

Take time to make expectations measurable and realistic. Instead of saying “improve customer service,” specify “increase customer satisfaction scores by 10% within six months and resolve 80% of inquiries within 24 hours.” This clarity helps employees understand exactly what they need to do and how their work will be assessed.

Step 2: Identify Your Audience and Tailor Your Message

Not all team members will need the same information or respond to the same communication style. Segment your audience to ensure your message resonates with everyone.

– New hires: Need comprehensive onboarding that covers all expectations, from daily tasks to long-term goals

– Tenured employees: May require updates on changed expectations or deeper dives into how their work connects to new initiatives

– Team leads and managers: Need additional information on how to communicate expectations to their own direct reports and track progress

– Cross-functional partners: May need clarity on how the team’s performance affects their work and what collaboration is expected

Tailor both the content and delivery method to each group. For example, new hires might benefit from a structured onboarding workshop and written handbook, while tenured employees could receive a concise email update followed by a collaborative discussion to address questions.

Step 3: Choose the Right Communication Channels

A successful plan uses multiple channels to ensure messages are received, understood, and retained. Combine formal and informal methods to reinforce expectations consistently.

Formal Channels:

– Team meetings: Hold regular kickoff sessions to introduce new goals and quarterly reviews to discuss progress and adjust expectations as needed

– Written documents: Create a performance expectations handbook, role descriptions, or project briefs that employees can reference anytime

– One-on-one meetings: Use regular check-ins to discuss individual expectations, address concerns, and provide personalized feedback

– Digital platforms: Share information through your company intranet, project management tools, or communication apps where it’s easily accessible

Informal Channels:

– Casual conversations: Discuss expectations during coffee breaks or team lunches to make the topic feel less intimidating and encourage open dialogue

– Visual reminders: Post dashboards, charts, or posters in common areas to keep goals top of mind

– Success stories: Share examples of team members who have met or exceeded expectations to illustrate what success looks like in practice

Ensure channels are accessible to all team members, including remote or field-based staff. For example, use video conferencing for meetings and digital documents that can be accessed from anywhere.

Step 4: Create a Timeline for Consistent Communication

Communication shouldn’t be a one-time event – expectations need to be reinforced regularly to stay top of mind and adapt to changing circumstances. Develop a timeline that includes:

– Launch phase: A dedicated period to introduce new expectations, including workshops, meetings, and document distribution

– Regular check-ins: Weekly or biweekly team huddles to discuss progress, address challenges, and clarify any confusion.

– Quarterly reviews: Formal assessments to evaluate performance against expectations, celebrate wins, and adjust goals as needed

– Annual updates: Comprehensive reviews to align expectations with new organizational priorities and individual development plans
Build in flexibility to address unexpected changes – for example, if market conditions shift, communicate updated targets promptly and explain the reasoning behind the adjustment.

Step 5: Encourage Feedback and Two-Way Communication

A communication plan shouldn’t be one-sided. Create opportunities for employees to ask questions, share concerns, and provide input on expectations.

– Q&A sessions: Hold dedicated forums where employees can raise questions anonymously or openly

– Feedback surveys: Regularly ask employees whether they understand expectations and whether they have the resources needed to meet them

– Suggestion boxes or digital tools: Provide channels for employees to share ideas on how to improve processes or adjust expectations for better results

– Active listening: During meetings and one-on-ones, give employees time to speak and genuinely consider their perspectives – adjust expectations when valid concerns are raised
When employees feel their voice is heard, they’re more likely to embrace expectations and take ownership of their performance.

Step 6: Measure Effectiveness and Adjust as Needed

Your plan should include ways to assess whether communication is working. Track metrics like:
– Employee understanding scores from surveys or quizzes
– Performance against established KPIs
– Frequency of questions or misunderstandings about expectations
– Levels of employee engagement and satisfaction

If metrics show gaps – for example, if many employees struggle to explain their goals – revisit your communication methods. Maybe the message was too complex, or the channel wasn’t the right fit for your team. Use insights from your evaluation to refine your plan and ensure continuous improvement.

A well-developed communication plan transforms performance expectations from a list of demands into a shared vision for success. By being clear, consistent, and collaborative in how you share goals, you create an environment where employees feel empowered to do their best work.

Remember that effective communication is an ongoing process, not a finished product. Stay attuned to your team’s needs, adapt your approach as circumstances change, and always prioritize clarity and respect. When expectations are communicated well, your team will be better equipped to achieve great results and grow together.
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If you have any questions or would like to share your thoughts on the column, feel free to send an email to jca.bblueprint@gmail.com. Looking forward to connecting with you!