By Jejomar Binay Former Vice President
I have been often asked if, other than public service, I have other passions in life. My reply is that I only have one passion and that is to serve. I consider myself a servant-leader, whether as a public official or as a private citizen.
I have always been someone who helps people, even as a young boy. A natural boy scout, if you will. The passion for service became more pronounced when I became a student activist at the University of the Philippines (UP). I immersed myself in the lives of ordinary farmers and workers, joining them in their protests to improve their working conditions. This also led me to become a lawyer. I took on cases of ordinary laborers, fishermen, and unions. During martial law, I became active as a human rights lawyer. A major opportunity to serve opened up when I was appointed OIC mayor of Makati immediately after the 1986 EDSA Revolution.
During my long career in government, I never stoped learning. I attended seminars. I enrolled in several diploma, masteral, and graduate courses at UP, National Defense College of the Philippines, Philippine Christian University, and the Center for Reseach and Communication, which later became the University of Asia & the Pacific. I also became a Kennedy Fellow at Harvard University. I love reading and studying, and I believe that public officials and those in leadership positions should never be afraid to learn new things. Leaders who think they know everything are certain to fail. And that goes for both the public and private sectors. We should develop a certain degree of intellectual humility. We should accept that we do not know everything. Once we think that way, we become open to new ideas and insights. We listen to people more and this guides us in making decisions.
My election as Vice President, I think, can be attributed to our efforts to extend to the citizens of Makati the benefits they deserve as taxpayers. These benefits were unheard of at that time. Over the years, the distinct services we give to the people of Makati became known nationwide. People were talking about Makati, or as we fondly say, “Ganito kami sa Makati.” So naturally the people wanted national leaders who are committed to service and improving their lives. Makati was also extending assistance to hundreds of local governments. We began this sister-city program in the 1990s. This also helped spread the good news about Makati and what we have accomplished as a public servant.
In my long public career, I have faced several difficulties and challenges but the biggest one for me is the pre-occupation with partisan politics, or putting personal or group interests above the interest of the people. This often gets in the way of governance. I have encountered this several times. I try to be as inclusive as possible, offering my hand as a team player despite political differences. Sometimes the offer is accepted, sometimes it is not. But this should not discourage a public official. We do our best with what is given us.
After more than 30 years in public service, do I have any regrets? I think engaging in what-ifs and what-could-have- beens is counter productive. You cannot change the past. You can learn from it, but do not dwell too much on the past. Use your experiences, whether positive or negative, to move forward.
Government service is a thankless job. It is not for prestige or for perks. It requires dedication, selflessness and a real passion to serve. The reward, however, is the feeling of self-fulfillment when you see the lives of people change for the better because of the things you do and when they express their thanks and gratitude.
Joining government today is an even bigger challenge. The world is rapidly changing and the change is technology-driven. Governments must therefore evolve. It cannot remain static. Government must constantly innovate in order to keep pace with the rapidly changing world and the changing needs of citizens.
Aside from harnessing technology to make services more efficient and accesible to citizens, I would argue for less bureaucracy and more creative thinking in government. Sadly, paralysis by analysis is still prevalent. Government, to my mind, must learn to talk less and do more. And do it faster, and more efficiently. We can learn from the private sector, and I was perhaps the first local official who introduced private sector practices in government.
I am optimistic that if government pursues the path of decisiveness, certainty and competence, we can reduce economic and social disparities and give the people the service they deserve. Political will is not enough. We also need decisive and competent people to implement programs. There must be real change, not only in rhetoric but in action, in the way government works and serves.
To those who aspire to be public leaders, I advise them to be sincere and authentic. Rise above political affiliations and partisan considerations and see yourselves as leaders not just of one group or party but of the people.
And when you do become leaders, always trust the Almighty and His Divine plan. Never doubt yourself and always deal with people with sincerity and humility.