How long have you been working for RareJob Philippines, Inc.?

I have been with RareJob for the past 13 fulfilling years of my life. I started as a part-time employee in October 2012 with QA4, my first team, which occupied the entire fourth floor of our previous office in Quezon City. In January 2013, I transitioned to a full-time role, gaining opportunities across teams in tutor training, evaluation, coaching, quality assurance, and assessment over the years.

When you first found out that you were going to be promoted into a supervisor, what were your initial thoughts?

In 2018, I was assigned to be the point person/office-in-charge of the Business Team whose mandate is to screen, coach, and certify BCC (Business Conversation Course) Tutors. Our acting supervisor and concurrent assistant manager at that time, Lorey, already told me that meeting the target will be one of the deciding factors of my promotion. I remember that I tried not to pressure myself; instead, I opted to simply do my best to work collaboratively with my teammates and other teams involved in tutor acquisition. As the saying goes, do your best and God will take care of the rest.

How did you handle your transition from staff to being part of management?

Transitioning from team member to supervisor was smoother than expected. Leadership and project management seminars, combined with guidance from my previous immediate superiors (Kath, Nick, Flor, and Lorey), eased the shift. RareJob’s culture played a big role too: we indirectly observed an open-door policy that encourages communication across all levels, minimizing hierarchal divide. Even the CEO and executives once used the same tables and chairs as everyone else, with no enclosed offices or tall cubicles—making leaders approachable and accessible. As leadership author Stephen Covey noted, “Without trust we don’t truly collaborate; we merely coordinate or, at best, cooperate. It is trust that transforms a group of people into a team.”

A part of managing a team is ensuring that members feel appreciated and motivated. How have you been accomplishing this? Has your technique changed over the years with the different teams you’ve handled?

“Recognition turns hard work into motivation.” as one management insight puts it.

Appreciating teammates’ efforts and keeping them motivated is the most vital—yet challenging—responsibility of any leader. I foster ownership by assigning unique tasks, giving them space to develop their own approaches, and voicing my trust in their execution. In meetings, I invite feedback from all, ensuring the point person gets full team support.

What can you say was your most challenging experience when it came to keeping your team members engaged and eager to handle their tasks?

Our team’s focus on tutor onboarding makes mass hiring initiatives particularly demanding—physically exhausting and emotionally draining amid high volumes and individual tutor concerns. Individual check-ins/touch base with each member, equal workload distribution, task variety, team mid-week breaks, and “Fri-yays” keep commitment high and targets met.

From your experience, what is the most effective way to motivate employees?

I fuel my teammates’ passion by providing them clear direction, skill-elevation opportunities, and challenges that test limits—helping my teammates grow while gaining new talents. Barbara Corcoran captured this well: “The speed of the team is the speed of the leader. The team’s trust in their leader can accelerate the pace of work.”

As a supervisor, keeping the team happy and motivated is of utmost importance, as it helps with target and project accomplishment. For those who have just taken on management positions, what advice can you give to help them manage their team morale?

New leaders must trust their teammates’ capabilities and give them room to grow. It’s natural to drive achievements, but success comes from delegating tasks boldly, creating opportunities to excel for all. This builds teachable moments, strengthens bonds, and charts clear career paths. As Doug Conant advises on delegation: “Find the best people… delegate anyway and… recognize that just because someone does something a little differently than you would, that doesn’t mean it’s wrong.”