A note interrupted Defense Secretary Gilberto Teodoro Jr. while he was speaking at the Seoul Defense Dialogue. Its message rejected the 2016 arbitral ruling on the South China Sea. I found Teodoro’s sharp reply justified, because persistent intimidation should never be mistaken for diplomacy.

“Because you lost,” he said after reading China’s familiar refusal to recognize the ruling. It was a short answer, but it stripped away the ceremonial language surrounding the dispute. I liked its bluntness. For years, Beijing has treated repetition as though it could rewrite law: reject the decision often enough, speak loudly enough, send enough ships, and perhaps the world will forget what the tribunal decided. But a legal defeat does not disappear simply because the losing party refuses to look at it.

China called the Philippines a troublemaker, yet I cannot accept that defending lawful maritime rights amounts to “stirring up trouble.” The Philippines initiated arbitration after the 2012 Scarborough Shoal standoff, and the tribunal constituted under the United Nations Convention on the Law of the Sea ruled in 2016 that China’s sweeping claims had no legal basis. China declined to participate and later rejected the award. To me, that resembles a player refusing the referee, ignoring the score, occupying the court, and then accusing the other team of making a scene.

What disturbed me most was the reported delivery of the note while Teodoro was addressing an international defense forum. Whoever sent it apparently wanted China’s rejection placed directly before him, but the gesture achieved the opposite effect: it gave him a stage on which to expose the weakness of Beijing’s position. Teodoro kept the paper as a “memento.” I would keep it, too—not as a trophy, but as a small exhibit of how a great power can possess enormous ships and still arrive at a legal argument carrying only a scrap of denial.

Still, words matter only because Filipino lives and livelihoods stand behind them. The South China Sea is not an abstract blue patch on a diplomatic map. Filipino sailors, troops, fishers, and coast guard personnel face dangerous encounters there. When water cannons, ramming, blocking maneuvers, and physical assaults enter the picture, the dispute leaves the polished conference hall and lands on human skin. I feel anger when those incidents are later wrapped in official statements that make the aggressor sound aggrieved.

I also resist the notion that a smaller country must speak softly simply because a larger neighbor dislikes criticism. Courtesy is valuable in diplomacy, but courtesy without self-respect becomes submission in a better suit. The Philippines should not insult China or seek war; neither should it whisper while its rights are being pressed beneath the hulls of foreign vessels. Teodoro’s language was unusually cutting, and some may consider it undiplomatic, but China’s conduct at sea has been far harsher than any sentence delivered from a lectern.

There is also something almost comic in Beijing accusing Manila of seeking attention after an unidentified person reportedly carried China’s own position onto the stage. The note itself attracted the attention that Chinese officials later condemned. Yet the humor ends quickly. China’s pressure is sustained, organized, and backed by immense maritime power, while the Philippines must defend its rights carefully, without letting one reckless encounter ignite a wider conflict. I admire courage, but I value disciplined courage even more.

The country’s best answer, then, cannot rest on clever retorts alone. I want the Philippines to keep invoking the arbitral award, documenting every encounter, strengthening its maritime capabilities, protecting its personnel, working with responsible partners, and leaving diplomatic channels open without trading away sovereign rights. Teodoro may keep the note, but the nation must keep something far more important: its composure, its legal position, and its refusal to be bullied into silence.

Many leaders grapple with a common challenge: how to ensure employees perform at their best and follow office policies without creating a rigid, stressful work environment that stifles motivation. The mistake often lies in framing the issue as “making people work harder” – a mindset that focuses on control rather than engagement. When approached thoughtfully, driving performance and policy compliance can go hand in hand with building a positive, empowered workplace where employees choose to give their best effort.
Shift From “Making Them Work” to “Inspiring Them to Contribute”

The phrase “work harder” carries unintended connotations of drudgery and coercion. Instead of focusing on effort alone, emphasize purpose and impact – helping employees understand how their work contributes to the organization’s success and their own growth. When people see the value in what they do, they’re more likely to invest their energy willingly.

Connect Work to a Bigger Vision: Regularly communicate how individual roles and tasks tie into the company’s mission and goals. For example, explain how a customer service representative’s attention to detail helps build long-term client relationships, or how a finance team’s careful planning enables investment in new initiatives. When employees see that their work matters, they’re motivated to perform at a high level without being pushed.
Align Goals With Individual Aspirations: Work with each employee to identify their professional goals and find ways to connect them to team and organizational objectives. If an employee wants to develop leadership skills, assign them to lead a small project. If they’re interested in learning new technology, involve them in implementing a new system. When employees see that their growth is supported, they’re more likely to put in extra effort to achieve shared goals.

Focus on Results, Not Hours: Move away from measuring productivity by time spent at the desk and instead focus on outcomes. Set clear, measurable performance targets and give employees the flexibility to determine how to meet them. This trust not only reduces stress but also encourages creativity and efficiency – employees will often find smarter ways to get work done when they’re not constrained by rigid rules about how work should be performed.

Make Policies Meaningful and Clear

Policies often feel like unnecessary restrictions to employees, especially when they don’t understand the reasoning behind them. To encourage adherence without enforcement, ensure policies are purpose-driven, communicated effectively, and flexible enough to accommodate real-world needs.

Explain the “Why” Behind Policies: Instead of simply distributing a handbook of rules, take time to explain the purpose and benefits of each policy. For example, a dress code might be framed as helping create a professional image that builds trust with clients, while a data security policy protects both the company and employees from risk. When employees understand that policies exist to support everyone’s success – not just to control behavior – they’re more likely to follow them voluntarily.

Keep Policies Simple and Relevant: Review existing policies regularly to eliminate outdated or unnecessary rules that can create frustration and lead to non-compliance. For example, a strict attendance policy might be revised to focus on reliability and meeting deadlines rather than requiring exact arrival and departure times. Ensure policies are written in clear, plain language that’s easy to understand, and make them accessible through a centralized platform or handbook.

Involve Employees in Policy Development: When creating or updating policies, ask for input from the teams who will be affected. Employees are more likely to follow rules they helped shape, and their frontline perspective can help identify potential issues or unintended consequences. For example, involving staff in developing a remote work policy can lead to guidelines that balance productivity needs with work-life considerations.

Build Trust Through Consistency and Fairness

Even the best policies will fail if they’re applied inconsistently. Employees need to know that rules apply equally to everyone, including leadership, to feel motivated to comply.
Lead by Example: Managers and leaders must model the behavior they expect from employees. If you expect punctuality, be on time to meetings. If you want employees to follow data security protocols, ensure you’re doing the same. When leaders adhere to policies consistently, it sends a clear message that rules matter and are applied fairly.
Enforce Policies With Empathy: When violations occur, address them promptly but constructively. Focus on understanding the reason behind the issue rather than immediately imposing penalties. For example, if an employee repeatedly misses deadlines, explore whether they’re facing personal challenges, struggling with workload, or need additional training. Use violations as opportunities for learning and support rather than punishment, while still making it clear that policies are important for the team’s success.
Recognize and Reinforce Positive Behavior: Celebrate employees who consistently meet performance standards and follow policies. Publicly acknowledge teams that demonstrate strong adherence to guidelines while achieving great results, or highlight individuals who find creative ways to comply with policies while improving processes. Positive reinforcement is often more effective than criticism at encouraging consistent, desired behavior.

Create a Supportive Environment That Reduces Resistance

Resistance to policies or pressure to perform often stems from underlying issues like unclear expectations, lack of resources, or low morale. Addressing these root causes can make it easier for employees to do their best work and follow guidelines.
Provide the Resources to Succeed: Ensure employees have the tools, training, and support they need to meet performance targets and comply with policies. For example, if a new quality control policy is causing delays, invest in training or equipment that helps employees meet standards efficiently. When barriers to success are removed, employees are more likely to embrace both high performance and policy adherence.
Foster Open Communication: Create channels for employees to raise concerns about policies or performance expectations without fear of retaliation. Hold regular check-ins where employees can share feedback, ask questions, and discuss challenges they’re facing. When employees feel heard, they’re more likely to collaborate on solutions rather than resist requirements.

Prioritize Well-Being: Overworking employees or enforcing policies rigidly can lead to burnout and resentment, which ultimately hurts performance and compliance. Encourage work-life balance, offer flexibility when possible, and create a culture that values rest and recovery. When employees feel supported and respected, they’re more willing to invest their energy in their work and follow guidelines that protect the team.
The Balance Between Structure and Flexibility

The goal isn’t to eliminate all rules or avoid holding employees accountable – it’s to create an environment where commitment and compliance are voluntary and meaningful. By focusing on purpose, clarity, trust, and support, you can drive strong performance and policy adherence without pushing too hard.

When employees feel valued, understand the reasons behind expectations, and have the resources to succeed, they don’t need to be forced to work hard or follow rules. They’ll choose to do so because they’re invested in the organization’s success and feel respected as part of the team.
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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!