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Interview with Mrs. Maria T. Malana, a retired Regional Director of the Philippine Postal Corporation  - Thursday, October 31, 2024

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Interview with Mrs. Maria T. Malana, a retired Regional Director of the Philippine Postal Corporation  - Thursday, October 31, 2024

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1. Can you give a brief introduction about yourself?

I am Maria Malana from Tuguegarao City, Cagayan. I am 74 years old and I am a teacher by profession. In 2012, I retired from my position as a Director of the Philippine Postal Corporation in Region 2. I am also a mother of 3 professionals, a grandmother of 11 children, and I am currently enjoying my retirement years travelling.

2. Can you tell us about the activity of your company?

The Philippine Postal Corporation is also called the Post Office. It is a government-controlled corporation and it is also subsidized by the government. To give a brief description of the organizational structure of the corporation, the Post Office is composed of the board of directors and the directors of each regional office. Ideally, each municipality is expected to have a Post Office to cater to the locality's needs. The general role of the corporation is to safely and efficiently deliver mail anywhere within the country. Other tasks include delivering parcels, issuing postal IDs, and giving money orders.

3. What was your position in the company? And what are the roles or duties that you have to fulfill in this leadership position?

I transferred from my teaching profession to the postal office on the year 1976. I rose from the ranks: I started as clerk 2, and after a few years, I was promoted to the senior clerk, records officer, then administrative officer, and in some cases, I also acted as a Secretary Executive Assistant to the Regional Director. My years at the post office also included many signations, which helped me reach the position “Director 2” on 1996. As a Director 2, I mostly supervised and directed people in their roles to allow them to develop their full potential. The employees I handle usually belong to the administrative and finance departments.

4. What was one mistake that you made as a leader that you can never forget? What did you learn from this mistake?

Given my position, I encountered a lot of problems and difficulties, as expected. Making major decisions is one of the most difficult tasks. As we are only humans, we can be easily influenced by other people, especially those who are our peers. I had a lot of good and not-so-good experiences in my life. In one instance, I was being influenced by another person from a different agency to promote a certain employee, although they did not match the qualifications needed. I was pressured too much to the point that I gave in. Later, I deeply regretted the decision because other people were more deserving– who spent more years serving the office and were more qualified. I received some negative feedback, although I also explained to other people that the person promoted also has the potential to perform well. After that, I tried not to commit the same mistake again. I realized that other people should not influence my decisions. With this, I should also learn to say “no,” as I will be held accountable by the people and by the government for any decision I make. People should be careful to safeguard their integrity. Start with integrity, and trustworthiness will follow.

5. Who inspired you to be a good leader?

First of all, it should come from yourself. I was motivated to do well because I wanted to be a role model for others. I want to reach a certain goal and show other people that you can be a leader (and a supervisor) through perseverance and hard work. I was also widowed at 41, so I struggled for the education of my children. I told myself that I needed to do my best. As someone who comes from a teaching background, you bring the discipline from the classroom to the office. I make sure that I act as a good role model since I want to be seen as an ideal government employee: I am against corrupt practices, I empower myself and my people, and I speak when there is a need to speak.

6. What are your tips for aspiring leaders?

A leader should:

Communicate well

Guide others and show them how to reach a goal efficiently

Influence their people positively

Be resilient and disciplined

Not claim the reward made by their people

Always motivate their people

Create a happy and conducive environment

Develop the potentials of their people

Commitment, Integrity, Trustworthiness– these are values a leader should have.

7. Based on your experience, do you think that "doing nothing" as an option in decision making is a good option in case of a problem?

This depends on the issue at hand. There are times when you need to keep silent and be sympathetic, as these help you think better. However, most of the time, you have enough validated and well-researched information before making a decision. In my opinion, staying silent (or doing nothing) is the worst option in any situation. A supervisor should know how to research, collate feedback, validate the feedback given, and make a sound decision. And when you make a decision, you need to be fair, assertive, and accountable. You need to decide on the good of the majority– what is best for all.

Additional questions:

1. How do you handle employees who are not as efficient or as effective as others in the team?

There are many reasons as to why an individual is not efficient. Some employees go to work just to get paid, to get more experience, and others go to be able to be of service to others. I believe that you first need to create an atmosphere that is conducive to everyone. Some employees have personal problems, and it is your responsibility as a leader to study individual differences. Personally, I take some of my time to talk with them and try to get information regarding their actions. I would also assure them that I am someone whom they can trust and who is very willing to assist them in their growth. In some cases, employees are inefficient because they do not know the technicalities of their tasks. This would then reflect on their supervisor as an inefficient employee is a reflection of an inefficient supervisor. As such, I also try to target their weaknesses and send them to the respective workshops or training programs, which can help them improve.

2. Would you say that the most important skill you need as a leader is having a deeper sense of connection with your peers? Being able to connect and understand each individual member of the team?

Yes, it is very important. A leader should know how to communicate in order to have a clear definition of an objective. Communicating is understanding. If you communicate well with your employees, they will be able to easily understand your vision towards a goal. As a corporation, you and your employees only have one goal. As such, you should be able to guide and lead them in that direction. Again, create a good environment for your employees. Assure them that each of them has a significant role in the team. Give importance to everyone. That is how you build an efficient and effective team.

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Interview with Dr. Lina Bouyahiaoui and Reïm Selim, Brisset Gauthier (interviewers) - 01 Novembre 2024

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Interview with Dr. Lina Bouyahiaoui and Reïm Selim, Brisset Gauthier (interviewers) - 01 Novembre 2024

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Could you introduce yourself briefly?
The interviewer is Lina Bouyahiaoui. She is 28 years old and works at the CHU of Amiens in the pediatric intensive care unit. She has been practicing as a pediatrician for two years and has a team to assist her in her duties.

What, to you, is a leader?
According to Lina, a good leader must be able to listen, protect, and guide their team toward success. A leader influences their team through decisions and taking initiatives. Moreover, she believes a leader should give each person the freedom to express themselves and consider everyone’s ideas.

How often do you practice leadership in your daily life?
For Lina, being a leader is a daily commitment, whether within her family, with friends, in her relationship, or professionally. Making decisions, initiating actions, and guiding others are everyday responsibilities. So, if she had to define the frequency of her leadership role, it would be "every day."

What is your approach?
Lina's approach focuses on the mental well-being of her teams. She shared a story illustrating the importance of this method: while working with a nurse who was struggling with a patient and feeling panicked, Lina took the time to listen, understand her concerns, and ease her worries. With this support, she was able to help her, and today the nurse feels much more comfortable in her role. In conclusion, it is essential to put the human aspect first, above professional considerations, and to set aside hierarchy when necessary.

What do you think are the greatest qualities of a good leader?
According to Lina, one of the greatest qualities of a leader is adaptability—knowing how to be like a chameleon and adjust to each situation while remaining calm. Human beings are very complex, so it’s necessary to be prepared to respond to the unexpected. In the hospital field, it’s a matter of life and death, so it’s essential to take into account each person’s feelings, beliefs, and practices.

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Similarities and Differences Between the Two Interviews

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Similarities and Differences Between the Two Interviews

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These two interviews with Maria Malana and Lina Bouyahiaoui provide insights into their distinct approaches to leadership and personal values within their professional fields. Here’s a comparison highlighting their similarities and differences:

Similarities

1. Emphasis on Human Connection and Empathy:

Both leaders value empathy and a strong human connection with their teams. Maria talks about understanding individual employee struggles and supporting their growth, while Lina emphasizes listening to her team and prioritizing their mental well-being.

Both see communication as vital to leadership, with Maria discussing effective guidance and Lina emphasizing listening to and understanding each team member’s needs.

2. Focus on Integrity and Ethical Leadership:

Maria and Lina both hold integrity in high regard. Maria stresses integrity as a foundation of leadership, especially in her decisions and actions, while Lina believes in setting aside hierarchy to focus on human values and the unique demands of her medical field.

3. Leadership as Daily Practice:

Both interviews highlight that leadership is a continuous commitment. Maria explains how she handles daily challenges with integrity, while Lina describes how leadership is a constant part of her personal and professional life, particularly given the life-or-death nature of her field.

4. Recognition of Individual Strengths:

Both Maria and Lina view recognizing individual potential as essential to leadership. Maria mentions encouraging employees to reach their full potential, while Lina believes in giving each team member the freedom to express themselves and contribute.

5. Creating a Supportive Environment

Both leaders provide supporting environments for the teams. Maria says she believes in creating an environment that makes it easy for people to work and succeed, which she acknowledges is why some may struggle. Similarly, Lina values her team's mental well-being since remembering the story about saving a panicking nurse from a tough situation shows that being well aware of the people who make up the team is good leadership.

6. Importance of Active Decision-Making

Both leaders agree that there is no "do nothing" in making choices. Maria favors decisive decisions that are evidence-based and responsible decisions, whereas Lina appreciates maintaining poise and thoughtfulness in high-pressure situations, ensuring people's voices are always heard.

Differences

1. Approach to Leadership:

Maria’s Approach: Focuses on structured development, hierarchical progress, and integrity in decision-making. She emphasizes resilience, accountability, and professional boundaries within her government role.

Lina’s Approach: Adopts a flexible, empathetic leadership style, adjusting to the unpredictable needs of healthcare and individual team members. She emphasizes adaptability, human connection, and reducing hierarchy to create a supportive environment.

2. Personal Challenges and Motivation:

Maria: Was widowed early, which motivated her to be a role model and persevere for her children’s education and her career goals. Her experience in balancing personal and professional responsibilities fuels her structured, disciplined approach.

Lina: Uses her experience in high-stress, life-and-death situations to underscore the importance of emotional well-being, adaptability, and calm in crises, which shapes her hands-on and compassionate approach.

3. View on Hierarchy:

Maria: Embraces a hierarchical structure within her professional environment, emphasizing structured promotions, accountability, and disciplined supervision.

Lina: Believes in minimizing hierarchy when necessary, especially to support her team’s emotional needs and foster collaboration, which is crucial in her role as a pediatrician.

4. Qualities Valued in Leadership:

Maria: Values commitment, trustworthiness, and discipline, believing a good leader guides and motivates while maintaining integrity.

Lina: Values adaptability, emotional intelligence, and the ability to respond to the unexpected, seeing these as crucial qualities in a leader, particularly in a hospital setting.

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In our previous activity (COIL Assignment 2), we were tasked with presenting some of the essential qualities of good leaders, which we can see in the interviews with two personalities who are a manager at the Philippine Postal Corporation, Maria Malana, and a pediatrician at the CHU of Amiens, Lina Bouyahiaoui. It makes our understanding of these essentials so much better when we compare the two viewpoints.

Ms. Malana says that knowing and getting along with your employees creates an environment where everyone feels valued. To do this, she engaged her employees in open talks about personal hardships, which aligned with our sharing that student leaders must take responsibility for themselves to build supportive spaces. When student leaders bond together, communication becomes relatively easy. Also, she learned that integrity matters in the choices a person makes. She was forced to promote a less competent employee, but later in life, she realized it was wrong. Instead of blaming those forcing her into this, she accepted that it was her wrong choice and vowed to choose the next time around better. This reflects what our group discussed about true leaders accepting their mistakes and making them an opportunity for their growth.

Lina Bouyahiaoui also mentions that listening and ensuring things get done under challenging circumstances pleases the team to the best extent. Such a mental focus emphasizes making it safe to say 'out loud.' Such insight means connecting with human emotions among student leaders. Further, it creates trust in their connection and makes it an absolute priority to listen and converse more openly with the students they represent.

Both of them are passionate about their work and the development of their team. Ms. Malana, who joined training programs, shows that she cares for her employees to learn, and Lina's encouragement of her colleagues during their hard times shows that she believes in nurturing potential. Such determination inspires others to be better and to keep the team focused on the challenge any student leader should learn.

Overall, the interview by Ms. Malana and Lina confirms that outstanding leadership qualities should be applied in other different settings. Great leaders can establish inspiring environments and get the people to work best toward succeeding. Through building relationships, integrity, active listening, and passion for development, leaders can make a difference positively.