IN the gospel, there are two occasions when the expression “unprofitable servant” appears. One is the good kind, while the other the bad kind. The latter appears in the parable of the talents (cfr. Mt 25,14-30) where a servant who received one talent, instead of investing it to earn more, just buried it on the ground. He was criticized by his master for his laziness.
The good kind is the one mentioned in that gospel episode where Christ told his disciples that when a servant did all that he had to do and did not expect anything special for it, would just say: “We are unprofitable servants, we have done what we were obliged to do.” (cfr. Lk 17,5-10)

To have the attitude of the good kind of the unprofitable servant should be a goal in our life. Irrespective of how much we have worked and how many good things we have done, we should not make a big deal since is that is what is actually expected of us.

It is our duty to work and to do good, a natural consequence of who and what we are. We should not feel as if we are entitled to some privileges and other perks, over and above what we need to live our life as decently, humanly and in a Christian way, as possible.

We are not doing God and the others a favor when we serve them. That is what is expected of us. To serve and not to be served was the attitude Christ had, and it should be the same attitude we ought to have. To serve is the language and the action of love. It authenticates any affirmation of love we do, converting it from intention to tangible reality.

Everything should be done gratuitously. This is the law that should govern and characterize our whole life. If our love is authentic, that is, inspired by God’s love for us, then it is shown in serving others wholeheartedly without counting the cost nor expecting any return. It’s completely done for free.

Loving and serving cannot and should not be quantified in terms of cost and reward. It is above all these considerations. It’s a purely spiritual operation that should not be spoiled by giving it some material and temporal value. It’s where we can approximate, keep and build up that dignity of being the image and likeness of God and adopted children of his. It’s how we become God-like.

As man, we of course have our material and temporal needs. These should be attended to as well. We are body and soul, material and spiritual, and both dimensions have their distinctive requirements that have to be met as best that we could.

It’s in this Spirit-inspired loving that makes serving and self-giving an affair where we gain and receive more the more we give ourselves to others. In this regard, Christ said:

“Give, and it will be given to you. A good measure, pressed down, shaken together and running over, will be poured into your lap. For with the measure you use, it will be measured to you.” (Lk 6,38) And, “Freely you have received, freely give.” (Mt 10,8)
This is how God serves and gives himself to us, with complete gratuitousness. He even goes all the way of still loving and serving us even if we do not reciprocate his love properly. This is how we should serve and give ourselves to the others also.

Family-owned businesses represent a significant portion of the global economy, contributing substantially to job creation and economic growth. However, these businesses often face unique challenges in talent management and succession planning, requiring a delicate balance between preserving family legacy and ensuring the long-term viability of the enterprise. This article explores the key considerations for effective talent management and succession planning in family-owned businesses, highlighting the strategies that can ensure both continuity and prosperity.

The Unique Challenges of Family Businesses:

Family-owned businesses often operate under a complex interplay of familial relationships, emotional attachments, and business objectives. This can lead to several challenges in talent management and succession planning:

– Nepotism and Favoritism: The temptation to prioritize family members over equally or more qualified external candidates can undermine meritocracy and create resentment among employees.

– Lack of Formal Processes: Family businesses may lack the formal structures and processes found in larger corporations, leading to inconsistencies in talent management and succession planning.

– Emotional Entanglements: Family dynamics can significantly influence business decisions, potentially hindering objective assessments of talent and succession plans.

– Resistance to Change: Family members may be resistant to change, clinging to traditional methods even when more modern approaches are necessary.

– Succession Conflicts: Disagreements among family members regarding succession can lead to significant conflicts and even the demise of the business.

Effective Talent Management Strategies:

To overcome these challenges, family-owned businesses need to implement robust talent management strategies that combine best practices from larger corporations with a sensitivity to the unique dynamics of family businesses:

– Formalize Processes: Establish clear and transparent processes for recruitment, performance evaluation, compensation, and promotion, ensuring fairness and objectivity.

– Develop a Strong Company Culture: Cultivate a culture of meritocracy, recognizing and rewarding talent regardless of family ties. Fair treatment cultivates employee loyalty.

– Invest in Employee Development: Provide opportunities for employee training and development, empowering employees to grow within the organization. This creates a pipeline of talent for future leadership roles.

– Implement Performance Management Systems: Regular performance evaluations provide valuable feedback and identify high-potential employees who can be groomed for leadership positions.

– Attract and Retain Top Talent: Competitive compensation and benefits packages are crucial for attracting and retaining skilled employees. Family businesses should strive to offer comparable packages to those offered by larger corporations.

Succession Planning: A Critical Component of Long-Term Success:

Succession planning is arguably the most critical aspect of long-term success for family-owned businesses. A well-defined succession plan mitigates the risks associated with leadership transitions, ensuring a smooth transfer of power and minimizing disruptions to the business. Key elements of a successful succession plan include:

– Identify Potential Successors: Identify potential successors both within and outside the family, evaluating their skills, experience, and leadership qualities.

– Develop a Timeline: Establish a clear timeline for the succession process, allowing ample time for training and preparation.

– Mentorship and Training: Provide comprehensive mentorship and training programs for potential successors, ensuring they are adequately prepared for leadership roles.

– Formalize the Transition: Develop a formal process for the transition of power, including clear roles and responsibilities for both the outgoing and incoming leaders.

– Family Governance: Establish a family council or governance structure to manage family relationships and ensure alignment between family interests and business objectives. This helps prevent conflicts and ensures that family members are involved in the decision-making process.

Balancing Family and Business Interests:

The success of talent management and succession planning in family-owned businesses hinges on the ability to balance family and business interests. This requires open communication, mutual respect, and a shared commitment to the long-term success of the enterprise. Family members should be encouraged to participate in the decision-making process, but decisions should ultimately be based on objective assessments of talent and the best interests of the business.

External Expertise:

Seeking external expertise can be invaluable in navigating the complexities of talent management and succession planning. Family business consultants can provide objective guidance, helping families to develop effective strategies and resolve conflicts. They can also assist in developing formal processes, implementing performance management systems, and creating a culture of meritocracy.

Ensuring a Thriving Legacy:

Effective talent management and succession planning are critical for the long-term success of family-owned businesses. By implementing robust strategies that address the unique challenges faced by these businesses, family owners can ensure a smooth transition of leadership, preserve their family legacy, and create a thriving enterprise for generations to come. The key lies in combining best practices from larger corporations with a deep understanding of family dynamics, fostering a culture of meritocracy, and ensuring open communication and collaboration among family members. This approach ensures that the business not only survives but also thrives, building on its heritage while adapting to the ever-changing landscape of the modern business world.
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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!

Several studies and surveys have examined which days of the week office workers tend to be the busiest or most productive.

Findings vary, with results suggesting that many factors influence when people feel most productive or overwhelmed with work.

The majority of studies, both in the United States and in the Philippines, point to Monday and Tuesday as the busiest and most productive days for office employees.

While this may be true in many workplaces here and abroad, in our case at DA-RFO 8, I humbly observe that productivity depends not only on the day of the week but also on individual work habits, as well as the quality of relations and partnership between management and employees.

Ultimately, our personal productivity depends on our natural tendencies, workload, the type of job we do, and how we plan our day.

For example, the multiple activities that AMAD has handled over the past weeks could easily overwhelm us. Nonetheless, our ability to remain flexible—getting things done while still having time and energy to enjoy life—reflects the work habits and leadership culture we strive to cultivate.

There are days when we work longer hours so that later in the week we can carve out time for other activities. But since the onset of the “Ber months,” our work schedule has been totally different.

At AMAD, I oversee three sections: the Agribusiness Promotion Section, the Agribusiness Industry Support Section, and the Marketing Development Section. Each has its own targets as indicated in our Annual Work and Financial Plan, which must align with our Division Performance Commitment and Review (DPCR). This serves as our ultimate guide in delivering services. Nothing should go beyond this, except for intervening activities specified in advance. Otherwise, efforts outside the DPCR will go unaccounted for.

Thus, we all need to support one another and work doubly hard to meet targets and deadlines. Simply put, everything we do must be in line with our Office Performance Commitment and Review (OPCR) and reflected in our submitted reports, supported by documents such as the Client Satisfaction Survey (CSF).

As I write this piece, it is a Friday—yet we are as busy as ever at DA-RFO 8. AMAD oversees the Kadiwa ng Pangulo sa Carpark, some of us are attending Agrilink—one of the biggest agricultural exhibitions and seminars at the World Trade Center—and others are focused on gathering requirements from our partner LGUs and FCAs applying for Kadiwa and AECEA (under Sagip Saka) financial grants. These efforts are necessary to ensure that our agency’s financial obligations and disbursements are met, as every DA-RFO is expected to fully and efficiently utilize its allocated funds.

To those who claim that government workers operate at a “turtle’s pace,” I invite you to observe how we work up close. From Monday to Friday, and often even on weekends, we are always on the go. Every day is tension-filled as we work to meet approved targets and plans that must be accomplished on time.

Clearly, the busiest days are not only Mondays and Tuesdays. In reality, work schedules are full from Monday through Friday—and sometimes beyond—depending on urgent needs.
We do not complain, nor do we boast about the work we accomplish. We simply strive to be flexible and do our best with passion, compassion, and professionalism, while still making time to enjoy personal life.

Yes, there are days when we work longer hours. But there are also days when we find time to enjoy other pursuits. This balance is the culture we at DA, through the support of our regional management and employees, continue to uphold.

Thank God, we manage to fulfill our responsibilities through prayer, perseverance, and by maintaining a no-nonsense balance between work and leisure—preserving both our individual and collective sanity.