Keeping good governance alive

Keeping good governance alive | Daily Tribune

At a time when Undersecretaries are being dragged into flood-control scandals and government service is once again painted as corrupt, cumbersome, and outright hopeless, it’s easy to forget the other side of the story.

We forget that inside the system, there remain clean and competent public servants who are just as tired as we are with the old cycle of politics and corruption yet they continue to push against it through sheer hard work.

Having served as undersecretary at the Department of Trade and Industry, and later as director general of the Intellectual Property Office of the Philippines, I was witness to the work of remarkable and dedicated public servants Filipinos had never heard of. That’s why my past roles have been a privilege and a source of many lessons.

I learned that government, for all its slowness and bureaucracy, can create national movements and push policies into action. This also means that work doesn’t stop at 5 p.m. on a weekday because industries, communities, and lives depend on you. From those years of choosing country over comfort, and the will to change the public’s perception of government, five lessons stuck with me.

First, integrity is non-negotiable. In government, every decision is scrutinized — by the public, by the media, by stakeholders, and by history. The pressure is immense. Whether approving policies or managing public resources, you must act with fairness and transparency. Trust, once lost, is almost impossible to regain.

Second, public service requires patience — and persistence. The government doesn’t move as fast as the private sector. Processes take time because they must be accountable and inclusive. Reform demands perseverance and the humility to work within systems while improving them. Progress may be slow, but persistence is what turns ideas into programs and programs into lasting change.

Third, decisions must always be anchored on the public good. As a public servant, you must think beyond immediate pressures and consider long-term national impact. At the DTI, balancing industry and MSME growth with consumer welfare taught me that sound policy looks beyond sectors and asks: What is best for the Filipino? At IPOPHL, IP policies were not meant just for the present but also on its impact for future generations.

Fourth, collaboration is the key to progress.

No agency succeeds alone. Public service thrives on partnerships — with government, business, civil society, and international allies. When goals are shared, egos fade and impact widens. Collaboration multiplies limited resources into real results.

Finally, leadership means empowering others.

Real leadership in government is not about titles or authority but about enabling and motivating your team to excel. I learned to trust the competence of dedicated public servants who often work quietly and without recognition.

By empowering teams, giving them space to grow, innovate, and take ownership, you create a culture that outlasts any single leader. The measure of effective leadership is not how indispensable you are, but how strong an institution remains after you leave.

These five lessons continue to guide me. Government service may be demanding, but it leaves the deepest imprint because its purpose is bigger than oneself, and its legacy is measured by how much better the country becomes because you served well.