Wednesday, December 31, 2025

Why I Will Continue Writing in 2026

As December 2025 draws to a close, I find myself asking a quieter question than usual, a question I am almost afraid to voice out:

Will I continue writing in 2026?

Writing has never been absent from my life. Since entering the public service in 1993, I have written almost every day—technical memoranda and letters, proposals, policies and guidelines, procurement justifications, reform notes, executive briefs. I have edited more pages than I can count. I have coached staff for more than two decades—teaching them how to tighten arguments, align paragraphs with legal anchors, defend a recommendation, or shape a document so it moves a decision rather than provokes resistance.

Writing has been my bread and butter in public service.

I have written for Directors, Assistant Commissioners, Commissioners, and Chairpersons of my institution. I have drafted documents that traveled upward for approval and outward for implementation. Writing has built systems. It has shaped reforms. It has clarified direction—though I rarely stopped to think about it that way.

But if I am honest, my relationship with writing did not begin with confidence. It began with a wound.

In high school, I submitted a book report on Scarlet Letter.

When it was returned, I was asked, “Who wrote this?”

I felt it was not asked as praise. It felt more like it was asked with suspicion.

I remember holding the graded book report a little too tightly. I do not even remember the grade. I remember the tone, my anguish, my quizzical look.

I remember standing in that uncomfortable space between pride and insult. Should I feel complimented because it sounded too good? Or diminished because it was assumed it could not be mine? I had won essay contests before, yet that question made those victories feel strangely provisional.

That moment quietly followed me. It influenced how I viewed my own voice. Writing, I learned early, could invite doubt. Excellence could provoke disbelief. And so, for years, I wrote carefully. I excelled—but quietly. I procrastinated when writing was not required by duty.

Technical writing felt safe. It had structure. Citations. Annexes. Accountability.

Personal writing felt exposed.

And now, in 2025, writing faces a different kind of tension.

We live in an age of AI.

Words can be generated in seconds. Paragraphs can be assembled without lived experience. Tone can be simulated. Reflection can be approximated. It has become harder to tell whether a piece was wrestled with—or merely prompted.

For someone who once felt questioned about authorship, this new landscape presents a deeper challenge.

If machines can write, what does it mean for me to write? If AI can structure ideas flawlessly, where does human voice matter?

The proliferation of AI makes writing both easier—and strangely more difficult. Easier, because tools now assist clarity, grammar, and organization. More difficult, because authenticity must now be defended in ways we never anticipated.

The temptation is strong to outsource expression to let the machine smooth the edges of thought or to accelerate what once required contemplation.

But leadership is not merely about producing text. It is about owning conviction.

So as I look toward 2026, I realize my writing must become more intentional, not less.

Why will I continue writing in 2026?

I will continue writing because:

  • My children may one day want to understand not just what I did, but what I believed.
  • My small team deserves reflections, not only directives.
  • My co-Lingkod Bayan and co-leaders—inside and outside government—need language for tensions we sometimes navigate alone.
  • My superiors deserve thoughtful framing, not just compliance.
  • Researchers and younger public servants may seek lived insight beyond formal reports.

In a time when AI can generate sentences, human writing must carry something AI cannot: accountability, context, scars, doubt, restraint, and conviction.

AI can assist structure. It cannot carry responsibility. AI can replicate tone. It cannot replicate lived consequence.

Perhaps that high school question—“Who wrote this?”—prepared me in a way I did not understand then.

Authorship matters. Ownership matters even more.

In 2026, I will not write to compete with machines. I will write to remain human. Not to prove I can. But to ensure that my voice—shaped by decades of service, conflict, reform, coaching, and growth—remains deliberate and accountable.

In public service, we build systems. In writing, we build meaning. And meaning must still be human.

So as 2025 closes, I choose this:

In 2026, I will continue writing. Not because I have to. But because in an age of algorithms, choosing to write as a thinking, accountable leader feels, at least to me, like one of the quietest acts of integrity left. 

— Director Noreen

Image: AI-generated illustration inspired by The Scarlet Letter.

Wednesday, December 24, 2025

Purpose in Service: Why Do We Stay?

Three or four decades in government service.

People sometimes ask—sometimes gently, sometimes with curiosity, sometimes with doubt:

Why do employees stay that long?
Is it for money?
Is it because there are no other options?
Is it comfort?
Is it fear of starting over?

If we are honest, compensation alone cannot explain it. Public service will rarely compete with the private sector in terms of financial reward. And for many who stay, options did exist. Doors could have opened elsewhere.

Yet they remained.

Why?

Because beneath policies, payroll systems, digitization projects, and reform agendas, there is something quieter that anchors people to service:

Purpose.

Purpose is what allows someone to wake up on a Monday morning, return to the same institution, face the same constraints, and still believe the work matters. It is what keeps a civil servant signing documents carefully even when no one is watching. It is what makes a reformer continue proposing improvements—even when readiness is uncertain.

Purpose is not loud.
It is steady.

The Christmas Parallel: Why the Nativity Still Matters

Every December, Christians celebrate Christmas—the nativity of Jesus Christ.

The Adoration of the Shepherds Canvas Art Print by Gerrit van Honthorst

Strip away the lights and decorations, and what remains is a simple scene:

a child born not in a palace,
but in a manger.

If ever there was a moment that redefined purpose, it was that.

Not born into power.
Not born into comfort.
Not born into privilege.

But born with mission.

Christmas is not merely a celebration of an event in history. It is a reminder that purpose does not require ideal conditions. It requires conviction.

That child would grow up to teach that greatness is service.
That leadership is sacrifice.
That the last can become first.

Purpose preceded recognition.
Mission preceded applause.

Why Some Stay

In public service, the same pattern quietly unfolds.

Some stay not because the system is perfect.
Some stay not because promotions are guaranteed.
Some stay not because the work is easy.

They stay because somewhere along the way, the job stopped being merely employment and became vocation.

They begin to see:

  • That records safeguarded protect someone’s dignity.

  • That policies refined improve someone’s life.

  • That reforms—however slow—shape institutions long after names are forgotten.

Money sustains a livelihood.
Purpose sustains a life.

A Hard Question

Of course, not everyone stays for noble reasons.
Some stay for security.
Some stay because change is frightening.
Some stay because leaving feels risky.

But the deeper question is not why people stay.

It is this:

When we stay, what are we staying for?

If we remain only for comfort, stagnation follows.
If we remain for mission, growth follows—even within limits.

Christmas reminds us that impact is not measured by surroundings but by calling.

A manger changed history.

A desk in a government office can change lives too—if the person behind it understands why they are there.

Director’s Cut Reflection

After decades in service, I have seen colleagues come and go. I have seen bright minds leave, and quiet pillars remain. And I have learned this:

Institutions do not endure because of structures alone. Policies can be rewritten. Systems can be redesigned. Leadership can shift. What sustains an institution—especially through friction and transition—are the people who believe their work is part of something larger than themselves.

That is purpose.

And purpose becomes most important not during seasons of affirmation—but at crossroads.

There are moments in leadership when you do not see eye to eye with the powers that be. When your proposals are set aside. When you feel the quiet distance in the room. When decisions are made and you are not in the circle. When you are, in subtle ways, excluded.

Exclusion tests ego.
Disagreement tests loyalty.
Silence tests resolve.

At that point, titles offer no comfort. Influence may narrow. Recognition may fade.

What remains is purpose.

Purpose asks harder questions:

  • Am I here only when I am heard—or also when I am sidelined?

  • Is my commitment conditional on agreement?

  • Do I serve only when I am central—or even when I am peripheral?

Without purpose, exclusion turns into resentment.
With purpose, exclusion becomes refinement.

Without purpose, conflict becomes withdrawal.
With purpose, conflict becomes recalibration.

Purpose steadies you when you are misunderstood.
It guards your integrity when you are tempted to disengage.
It reminds you that service is not about always being included—it is about remaining aligned with mission.

And perhaps that is why some stay.

Not because they cannot leave.
Not because they always agree.
Not because they are always affirmed.

But because even in tension—even in exclusion—they know why they are there.

That knowing is not passivity.

It is disciplined leadership.

— Director Noreen

Image Credit: Gerrit van HonthorstThe Adoration of the Shepherds (Public Domain).

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