April 2026 Newsletter

Editor’s Letter

In our last issue, we explored the shifts leaders are being asked to make – what to unlearn, and how one moves from being an expert to becoming a leader.

This month, we turn inward, because the real work begins within the leader.

It is in this inner space that we begin to ask: Who am I as a leader? What do I stand for, especially in moments that matter?

In this issue, we explore The Inner Work of Leadership – and the quiet movements that take place when leaders begin to look within.

Come, reflect with us.

Leading with Awareness: The Discipline of Noticing

by Julius Ordonez, MCC, ACTC

Leadership often unfolds in moments—moments of decision, tension, and interaction. And in these moments, we respond in ways that can feel almost automatic.

A comment is made, and we react. A situation arises, and we move quickly to resolve it. A challenge presents itself, and we act—often without fully seeing what is driving our response.

This is where the discipline of noticing begins.

To notice is to become aware—not only of what is happening around us, but of what is happening within us. It is the ability to pause, even briefly, and observe our thoughts, emotions, and impulses before they take hold.

Leadership, at its core, is an inside job. It is an inner game.

“To notice is to become aware—not only of what is happening around us, but of what is happening within us.”

Without this awareness, leadership becomes reactive. We move quickly, speak quickly, decide quickly—often shaped by unexamined assumptions and emotional responses. We see situations through our own lens, rather than what is truly before us.

But when we practice noticing, something shifts.

We pause and begin to see more clearly.

We become more aware of what we are feeling, and less driven by it. We listen more openly. We allow space for perspective to emerge.

At times, this pause may be just a single breath before responding. At other times, it is a conscious step back—choosing not to react immediately.

It is in these pauses that better decisions are formed, and we create the possibility to respond well.

Over time, this discipline extends beyond moments of interaction. It becomes part of how we prepare to lead each day.

“It is in these pauses that better decisions are formed.”

To begin with intention. To ground oneself. To choose how to show up.

To ask: What perspective will I hold today? How will I meet what comes my way?

In doing so, leadership becomes more deliberate—less shaped by circumstance, and more guided by choice.

We begin to see people more clearly—not through the filter of our assumptions, but with a deeper willingness to understand.

And in that clarity, we are better able to respond—not only to situations, but to people.

“We begin to see people more clearly—not through the filter of our assumptions, but with a deeper willingness to understand.”

The discipline of noticing is a practice. It asks for consistency, and a willingness to return to the pause—again and again.

The Inner Work of Leadership: Who You Are Shapes How You Lead

by Lynne Reyes, PCC, A.npn

Leadership is often seen in what is visible—decisions made, strategies formed, results delivered. Yet beneath all of this lies a quieter dimension: the inner work of leadership.

It is here that leaders confront the questions that matter most. Who am I as a leader? What do I value? How do I show up, especially in moments of pressure and uncertainty?

For many, the journey into leadership begins with building competence—gaining expertise and delivering results. Over time, however, it becomes clear that leadership asks for something more. It asks not only for what we can do, but for who we are.

“Who we are shapes how we lead – and how we lead shapes the experience of those around us.”

The way a leader listens, responds, and engages with others is shaped by what lies beneath—beliefs, assumptions, and emotional triggers.

I recall working with a Sales Director from a leading nutritional company. He was capable, driven, and committed to results. In his mind, he was doing what a leader should—guiding his team, ensuring performance, and correcting what needed to be corrected.

Yet his team experienced something very different.

They felt constantly directed—told what to do, reminded of what went wrong, and left feeling inadequate. Over time, the team became demotivated.

At first, he could not understand why. He believed he was simply leading from experience.

It was only when he began working with a coach that a deeper understanding emerged.

He realized he carried an assumption—that his people should already know what to do. When they did not meet this expectation, frustration surfaced. And that frustration showed up in how he engaged—with more directing and correcting, and less listening.

A cycle had formed.

The more he directed, the more his people withdrew. The more they withdrew, the more he felt the need to take control.

The breakthrough came when he saw himself more clearly.

“The more he directed, the more his people withdrew and the more he felt the need to take control”

He recognized his impatience. He acknowledged a tendency toward self-righteousness—the belief that his way was the right way.

From there, the question shifted—from What should my team do? to Who do I need to be as a leader?

He chose to be an ally—someone who supports his people and has their backs.

From that awareness, his actions began to change. He listened more. He sought to understand before responding. He became more present—not only in driving results, but in developing people.

And slowly, the relationships began to shift. Trust rebuilt. Confidence returned. The team began to engage again.

All because the leader changed.

“When leaders begin to see themselves clearly, a different kind of leadership begins to emerge.”

When leadership is grounded in awareness and clarity, a different kind of leadership emerges—one guided not by reaction, but by intention.

In the end, who we are shapes how we lead. And how we lead shapes the experience of those around us.

“I Am Enough!”

with EJ Qua Hiansen
Chief Finance Officer, PHINMA Corporation

With the depth and breadth of insights EJ generously shared, The Leadership Companion now brings you the first of two parts of a conversation with Chief Finance Officer, EJ Qua Hiansen.

Asked the question “What is your leadership story, and what makes it significant for you, both as a person and as a professional?”, EJ began to share his story with honesty, vulnerability, and without the slightest hint of hesitation. He focused not just on the usual success stories, but on what has been hard and tough, and how learning the discipline of self-awareness enabled him to pull back—to take a balcony view of things rather than remain in the orchestra.

“I am a millennial at the older end of the segment. When I was being tapped for the CFO role, the thought of it—especially comparing myself to my predecessor—brought about impostor syndrome. I didn’t think I could measure up to his performance. He left big shoes to fill. I questioned what I had. Self-doubt crept in.

“Comparing myself to my predecessor brought about impostor syndrome.”

It was a big transition, and I knew I needed to be prepared for the change, but my own fears and doubts were getting in the way. Coaching helped me see things in a different light. It expanded my thinking and brought new perspectives that I probably could not have seen on my own. I needed someone who was not hands-on in what I was doing and who could help me see the situation with greater objectivity and sharper clarity.

My biggest self-discovery came when I realized that I was enough! Instead of comparing myself with my predecessor, I focused on what I can do, instead of what I cannot do. That was my breakthrough—my transformation. I changed the way I viewed myself and harnessed my capability to bring value to the role, instead of getting derailed by thoughts of my own limitations.

I also realized that impostor syndrome is not all that bad, after all. It kept me humble. It kept me real. If there is one nugget of wisdom I would like to leave behind, it is authenticity—knowing who you are, accepting who you are, and trusting your own gifts, even if you know you will not always have all the answers and solutions.

“I focused on what I can do, instead of what I cannot do.”

I have learned to harmonize the process of decision-making and the projected outcome. The process may not always bring about the desired result. When this happens, it can be difficult—especially if I ruminate or listen to the noise around me. I have learned to silence that noise and stay focused on what I know is right for the long term.

Nowadays, I notice that my managers present with the sole objective of getting approval. But it is not just approval that we should seek—it is the best decision we can arrive at as a team. Our Board members are very good; they bring insights we may not have seen before. If my people come prepared to present, they should also come prepared to listen. That is how we arrive at the best possible decision.

What have I carried forward since my life-changing coaching with Julius Ordoñez? Just as he listened deeply to my concerns, I have adopted that same critical listening skill—one I now role-model and hope my team embraces. Coaching has helped me build my own leadership framework. I am a journalist at heart, and to this day, I continue to write because I find it very helpful.

“It is not just approval that we should seek— it is the best decision we can arrive at as a team.”

Coaching has served me so well that I highly recommend it to my colleagues.

I will let you in on a personal secret —I have learned to ‘self-coach’ at times, in a way that allows me to still hear Julius’ voice!”

EJ has been with PHINMA for 13 years. He previously served as Vice President for Corporate Strategy and Planning, then as Deputy CFO for a year, before assuming his current role as CFO. He served as President of the Financial Executives Institute of the Philippines in 2025 and is currently the Chairman of the FINEX Research and Development Foundation.

Watch out for Part 2 of this conversation, where we explore the idiosyncrasies of managing a multigenerational workplace—and EJ’s refreshing take on it.

A Practice in Noticing

In the midst of full days and constant demands, the pause becomes essential – not as a luxury but as a discipline. Enter this time with intention.

Set aside 30 minutes. Step away from activity.

1. Arrive (5 minutes)

Sit in stillness. Allow the mind to settle.

2. Notice (10 minutes)

Ask yourself:

• What am I feeling right now?
• What has been occupying my mind?
• What situations or people are affecting how I show up?

Observe without judgment.

3. Reflect (10 minutes)

• Where did I react instead of respond?
• What triggered me?
• What assumptions or biases may have shaped my view?

Allow insights to surface.

4. Re-anchor (5 minutes)

Choose your intention:

• How do I want to show up?
• What perspective will I hold?
• What will I do differently?

End with a quiet resolve.

This practice is simple but not easy. It requires consistency. Overtime, it sharpens awareness, strengthens self-leadership, and allows one to become intentional as he prepares to meet the day.

“Leadership is an inside job.”

Program Offerings

Mentoring Skills Program

Mentoring is one of the inherent roles of people leaders, and it is a must that leaders be able to mentor their people in the most effective manner. Through our Mentoring Skills Program, leaders will learn the best practices and guidelines for establishing a positive mentor-protege relationship. This program is ideal for any manager, supervisor, team leader, or any individual who wants to bring a genuine mentoring approach to their workforce.

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May 12–15, 2026 at 9AM-12PM Philippine Time
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Moments of learning, collaboration, and leadership across organizations.

Leadership is both an inner work and daily practice. It is shaped by who we are, and refined in the moments we choose to pause, notice and respond with intention.

What is one thing that resonated strongly with you? Let us know below!