Backstopping 101: How to Provide Technical Support to Legislators

Backstopping 101:

A Primer on How to Provide Technical Assistance to Senators & Other Legislators

First of the Series, 2017

Putli Suharni “Suh” C. Samanodi-Candao

Committee Secretary

Legislative Committee Support Services A

Senate of the Philippines

For the new Senate staff

who have just made it to the elite circle of

technical staff and backstops,

welcome aboard and good luck!

Remember that you are a public servant, thus,

“Humility to seniors is duty, to peers is courtesy, to inferiors is nobleness.”

- Poor Richard's Almanac

All the best,

Suh

Foreword

Legislation, being the core of all the operations of both houses of Congress, is an indispensable yet exciting function of government. It generates local and national policies on very important matters that affect the public and the State either in a domestic or international setting. Legislating, however, is not just a task performed by a senator, representative, or other local legislators. It is a task carried out by so many unseen hands and unnamed faces, and one of these actors is a technical staff or a backstop who provides necessary support, and makes life easier for legislators.

Suh Candao had been a technical staff of, and backstop to, Sen. Magsaysay from 1995 (10^th Congress) to 2007 (13^th Congress). She transitioned to the Senate Secretariat from 2007 (start of 14^th Congress) up to the present as committee secretary. She has handled different committees, including oversight and subcommittees and worked under different chairpersons such as – Sen. Miriam Defensor Santiago, Sen. Loren Legarda, Sen. Migz Zubiri, Sen. Lito Lapid, Sen. Bongbong Marcos, Sen. Rodolfo Biazon, Sen. Ed and Sonny Angara, and Sen. Alan Peter Cayetano.

The breadth and quality of Suh’s experience in legislative staff work for almost 22 years now, without a doubt, makes her a very competent person to talk about proper backstopping and providing effective technical support.

This primer puts very simply and lightly the essential requirements, both work-related or bare personal idiosyncrasies, that a technical staff and backstop should remember at all times. It gives very important reminders on the seemingly inconsequential things that we tend to overlook during our bee-busy days.

One thing that this primer also provides - is a virtual glimpse to some of the fascinating legislative entrails for the uninitiated but who are somehow interested to work in the Senate, House of Representatives or other legislative assemblies at some future time.

Atty. Edwin B. Bellen

Senate Deputy Secretary for Legislation

Introduction

Backstopping is the scariest job ever for any neophyte staff in the Senate. I see this in the excited yet nervous faces of young legislative staff every 3 years after mid-term or full-term elections. I should know because I also went through the same roller-coaster experience more than 20 years ago when I became a technical staff of then Senator Ramon Magsaysay Jr.

It was quite a journey during the first term of Sen. Magsaysay (1995-2001). Those were my years of extreme highs and lows. I had no idea on how to do things and what things to expect. I did not know how to draft bills and resolutions although I already had some writing background. It was also a struggle to write briefers which were needed ASAP.

There was nothing much to read about being a technical staff or a backstop then. Hence, it was indeed a grope in the dark. For a while, whether to say backstop or backstaff confused me until I consulted the Black’s Law Dictionary and realized that there is no such word as a “backstaff”. Anyway, I got the latter word from some senior technical staff who apparently were not any smarter.

Here are the basic things that you should know about being a technical staff and a backstop. These are simple guides to embracing and mastering the complexities of backstopping and providing technical support to your principal.

Remember that your principal is as human being as anybody. Treat them as you would your teachers, or elders - always with respect. They will instruct you and assume that you understand, they may take your errors kindly or some, whose patience are over-tested by work pressure or more personal reasons, will fly into a rage, they will complain about your work and may put your sense of balance and proportion in question. But remember that experiences like these are unavoidable learning curves in your work life. Allow yourself to learn and grow everyday into the fullness of it all.

Acknowledgment

I thank my husband – Zaki – for his valuable critiques and inputs in this primer; sisters – Zam Samanodi and Jing Samanodi-Guanzon; and, friend – Therry Mirasol – for patiently reading my initial drafts and giving me their insights.

My gratitude also goes out to Sen. Ramon Magsaysay Jr., my ever kind mentor, for always reminding us, the entire OSRMJ staff, to be good, trustworthy, and to find our own niches in this world.

Thanks to Senate Deputy Secretary Edwin B. Bellen for always encouraging us, the Senate Committee Secretaries, to level up and be the best that we can ever be.

To my bosses who have supported all our efforts for professional development, salamat po.

To my chairs who taught me, in one challenging way or another, the complexities of legislative work – my utmost respect and gratitude.

Lastly, to my Senate colleagues and officemates, House of Representatives counterparts, work-partners from the executive and non-government organizations, and friends who have shared with me their experiences, knowledge, wisdom and precious moments of banter – my salute to you for your hard work, resilience, dynamism and commitment to public service.

1. What is legislation?

noun leg·is·la·tion \ˌle-jəs-ˈlā-shən\

Simply defined under the Merriam-Webster’s Learners Dictionary:

· A law or set of laws made by a government

· The action or process of making laws

Fully defined, it means:

· the action of legislating, specifically: the exercise of the power and function of making rules (as laws) that have the force of authority by virtue of their promulgation by an official organ of a state or other organization;

· the enactments of a legislator or a legislative body; and

· a matter of business for or under consideration by a legislative body.

2. What is a legislator or lawmaker?

The Sokanu, a free career platform, aptly described the Legislators as “members of the legislative branch of government, which are responsible for making new laws and changing existing laws”.

In the Philippines, the legislators who are members of both Houses of Congress are elected into office either nationally (senators) or by district (representatives). Of course, legislators such as councilors and members of legislative assemblies are elected locally.

The Sokanu further provides that “most legislators serve on committees that oversee different areas of government policy. They are expected to develop expertise in those areas, as well as keep up with current local, national, and international events.

Most bills are developed in committees. To make informed decisions, legislators also hear testimonies from private citizens, political leaders, and interest groups.

The work of legislators relies on meeting with, listening to, and forming relationships with others. They confer with and debate colleagues about the merits of proposed laws and determine their colleagues’ level of support. In doing so, they must negotiate a compromise among different interest groups and review and respond to the concerns of the people they represent or the general public.” Meetings, debates and negotiations for a compromise all comprise a free market of ideas aimed at ferreting out the best results for the public good.

Legislators work in each level of government. They represent the interests of the people in their districts, such as encouraging investment and economic development in their jurisdiction, while also considering the needs of the entire nation.”

3. What is a backstop?

A backstop, under the English Dictionary, as a verb - simply means among others, “to provide with backing or support”.

As a noun, under the Dictionary.com, it is –

1. a wall, wire screen, or the like, serving to prevent a ball from going too far beyond the normal playing area.

2. baseball. the catcher.

3. a person or thing that serves as a support, safeguard, or reinforcement.

verb (used without object), backstopped, backstopping.

4. to act as a backstop.

verb (used with object), backstopped, backstopping.

5. to act as a backstop to.

While In the English Language & Usage Stack Exchange, as a noun, it means – “a person or thing placed at the rear of or behind something as a barrier, support, or reinforcement”.

In the unwritten legislative parlance, a backstop, operationally, is one who accompanies his principal in the latter’s meetings, public hearings, session duties, and other activities in order to provide full support and technical assistance whenever necessary. Thus, the backstop acts as an extra brain and muscle for the principal.

4. Who acts as a legislative backstop?

Legislative backstopping is primarily performed by a technical staff or a legislative staff of a senator, representative or any local legislator. It may also be performed by an administrative staff for undertakings which are not legislation-related, or by a political staff for political activities.

A committee secretary (ComSec) likewise performs this function whenever there is a committee hearing or committee activity conducted by his/her chair.

5. What is a technical staff?

A technical staff is one who provides support to his principal in the latter’s work as a legislator. Thus, the technical staff researches, writes and prepares documents for his/her principal. These documents could oftentimes be briefers, speeches, bullet notes, resolutions or bills.

6. What is the importance of a legislative backstop/technical staff?

According to the Health Advocacy Toolbox, legislators rely heavily on their staff – for policy research, to help constituents, to keep the legislative process running, and administrative support, among other jobs. According to their survey of policymakers, legislators trust information from their staff more than from any other source. Staff often have longer tenure at the legislature than most legislators. They then are an important source of historical information about issues. In the Senate, we call this as “institutional memory”.

7. What are the 12 best attributes of a good technical staff or backstop?

1. Integrity – This attribute is defined under the Merriam-Webster dictionary as, “firm adherence to a code of especially moral or artistic values”, meaning - incorruptibility. It is important to your principal that you are trustworthy in every aspect of your work for him/her.

2. Good education – A good and relevant education is a must when your function is to provide your principal assistance on technical, legal and legislative matters. The higher the education you have, the better prepared you are for your principal. Academic preparations on law, public administration/public policy/public management, economics, political science and the like are most helpful, useful and applicable. Your relevance to your principal also depends on his/her individual advocacies. So, your agri-based education is very important to a principal who is into the development of agriculture in the country, etc.

3. Intelligence – You must have the acumen to easily comprehend legislative agendas and subjects of a public hearing, meeting or session. You must also be able to easily grasp and analyze issues and correlate current political situations so that you can give your principal a spot-on advice or feedback at a given situation.

4. Professionalism and diligence – Backstopping is far from being a playtime. It is a serious role that must be done with a high degree of maturity, responsibility, accuracy, prudence, and excellence.

5. Eloquence – Writing is one of the things that you do everyday for your principal. You must know how to write a memorandum and any kind of communication/letter. You must also learn how to draft a resolution, whether simple, concurrent or joint, and any legislative proposal to be authored by your principal in the form of a bill. At times, a technical staff is likewise required to draft a committee report in the form of a bill or resolution, although this function is usually performed by a Comsec. Pro forma documents are available for your reference. You may consult with the Legislative Bill Drafting Service or with your Comsec.

6. Confidence and being sociable – You cannot be shy or meek when you are backstopping your principal. You must always be prepared - mentally, psychologically and physically when you perform this job. Backstopping entails a lot of guts because it immerses you in different situations, and puts you in a position that allows you to meet and speak with very important people and deal with the general public as well. Your demeanor and attitude towards others will somehow reflect on the prestige and honor of your principal.

7. Honesty – A backstop should not commit the mistake of feigning knowledge of something that he/she does not really know about. Intellectual or other pretentions will easily be sensed especially by a brilliant principal. Thus, you should always verify the accuracy of the information that you give. You should also have the courage to give your principal some negative feedbacks or constructive criticisms whenever necessary so that he/she could correct his/her errors and improve his/her dealings with the public. May I say that pretensions and inaccurate information can cause irreparable damage to the good intent of lawmaking.

8. Resourcefulness & being proactive – As a backstop, you must be able to anticipate the needs of your principal and plan ahead of time. You must also have the initiative to do things that you think your principal would want to be done. You should know in advance the necessary protocols of your principal’s meetings and engagements. In the course of your preparations, you have to be careful not to be over eager if only to impress others. Being resourceful is not to do something beyond what is right and proper. Always be guided by the norms of ethics and good behavior.

9. Patience – You must have maximum tolerance of the eccentricities of your principal and the demands of your principal’s constituents. Your patience will always be tested by disrespectful people, unreasonable demands and all other stressful situations. But taking a deep breath, explaining your side in the best and coolest way possible, and, more importantly, giving people a smile – will make a positive difference. This is not an impeccable formula but at least you can wriggle your way out of a given predicament unscathed. A friend of mine advised me that when your boss is berating you (especially in public) - just focus your eyes on the tip of his/her nose. This way, your principal will see that you are giving him/her attention, but the truth of the matter is that, you really are not affected by the shaming that he/she is doing.

10. Mastery of one’s principal – You should know your principal’s psyche, official needs, likes, dislikes, priorities, eccentricities, allergies, food preferences and dietary restrictions, etc. You should know his/her favorites. This will make your principal’s life easier and yours as well. At the end of the day, I am most certain that your thoughtfulness and efforts will be appreciated.

11. Industry – This simply means dedication, hard work and productivity. You cannot be presumptuous, languid, slow and reactive when working for a legislator. Everything is rush, rush, rush. Every thought should be put into written words or action with dispatch. The deadline is always yesterday.

12. Love of work – At the end of the day, you will only survive the highly stressful job of being a technical staff or a backstop when you love your work. You must always keep the fire of dedication burning, so to speak, without allowing yourself to get burned out. However, when the situation gets unbearable and you find yourself at the end of the rope, it is best to leave the job while you still have ample hair on your head and sane enough to value your health.

8. What should a backstop/technical staff expect?

A technical staff/backstop should open up her mind to many areas of learning. The legislative proposals that one has to study are extremely varied. You will study treaties, engineering, the environment, defense & security, agriculture, socio-economic matters, and other subject areas contained in proposed legislations or resolutions. These subjects are either taken up alternately or simultaneously. You also need to have a grasp on the process of treaty concurrence which is one of the important and mandated functions of the Senate. The best source of information on this is the Committee on Foreign Relations through its committee secretary.

9. What should a backstop/technical staff be wary about?

Under any circumstance, always make sure that you are accurately representing the position of your principal in a given subject. Making assumptions may be tolerable when these are intelligent, well-considered and well-analyzed assumptions. The better part of discretion is to bear in mind at all times that you are not your principal. So, do not throw caution to the winds especially when you’re dealing with the media. You might unwittingly dish out information or personal conjectures that will eventually create complication and confusions that may turn out to be inimical to the interest and position of your principal and the institution as a whole.

10. What should a backstop/technical staff have at all times?

· A checklist of priorities and things to accomplish ASAP;

· Mobile phone with internet access for easy communication and access to information;

· A traditional notebook and pen for the non technologically-inclined. Once your boss or principal calls for you or makes you join a meeting, be prepared to jot down important notes and instructions. This will be an effective tool to remind you later on of your principal’s commitments, meetings set and other relevant concerns;

· Soft or hard copy of the rules of your institution. In the Senate, you should always have a copy of the Senate Rules (which already includes the text of the Constitution and the Rules on Inquiry). Treat these materials as your best companion as they will never fail you in times of need.

· eCopies of laws relevant to your chair’s committee chairmanship. So, if your principal is the chair of the Committee on Cooperatives, always keep the Philippine Cooperative Code of 2008 handy. Your reference material and readiness will definitely make you look smarter.

· Directory of important contacts and network, including the numbers of your office and officemates, and your committee secretary.

· A tablet or a very light laptop. Although we survived the early years not having any gadget except the easycall pager (those who have been around long before us with only a typewriter), this now will help you do some writings in between hearings and office routines.

· Extra pen and memo pad for your boss. Your principal will at times look for a pen and a memo pad (and very rarely a nail clipper!), so, have them with you at all times. Check out if he needs gums, candies, crackers, nuts etc. Especially if you are going out of town, prepare all the things that you think your boss will need. His or her personal aide or secretary can very well give you important pointers about your principal’s preferences. Your being proactive will definitely save you a lot of energy in the long haul.

11. How should a backstop prepare before functioning as such?

· Keep yourself clean and presentable.

· Make it a habit to maintain oral hygiene. Always carry a breath freshening spray or mint candies, at the very least, for obvious reasons. You wouldn’t want your boss to be wrinkling his/her nose when he/she is talking to you and you are to explain back. I know of a senator whose entire staff have to chew some mint candies right before he/she arrives because “bawal ang bad breath sa office nya”.

· Dress properly and appropriately.

· Be decent at all times.

12. How do you deal with colleagues and other staff of your institution?

Deal with your colleagues cordially and professionally. We all come from different backgrounds and settings and are not expected to see each other eye to eye everytime – hence, adjustments have to be done. At the end of the day, if somebody is really difficult to deal with or has ethics and principles that are unacceptable, the better part of judgment is not to bother with the person anymore. But strive to be as civil and respectful at all times. Tolerance and patience are virtues that will douse cold water on the magazine powder of “pride and prejudice”.

13. Why is teamwork so important?

In a legislator’s office, politics among peers is the name of the game. Aggressive and aspiring co-staffers will oftentimes try to work their way up, to please the principals, at the expense of other staff. You will meet people who will try to grab all the credits for a work done. Still, others have no compunction in using such words as - “I, me, my mine”. But, at the end of the day, the consoling fact is that credit for the office’s accomplishments belong to the entire staff. The legislative staff are supported by the administrative, political and media staff. The media staff work side by side with political and legislative staff. The administrative staff becomes the nexus in the equation by making sure that the entire office is working properly and efficiently.

To emphasize this point, the following article by Laura Hutton of the Australian Institute of Business explains in detail the importance of teamwork:

“Teamwork is an activity that many people try to avoid in the workplace, but why are we so against it? I’m here to tell you that there are a number of benefits of working in teams for both you personally and for your organisation. Not only is it a great opportunity for professional development, it is also a means of making your work easier. Read below to learn why teamwork is important in the workplace, and the benefits it can have for you.

Increased efficiency

When working in a team, you are working towards a common goal or set of objectives. The whole process of your work becomes more efficient, for example if there is a problem faced along the way there are more ‘hands on deck’ to help solve the issue. Similarly, having multiple team members on board allows you to get the work done faster with shared responsibilities. From a management perspective, encouraging teamwork in the workplace will allow your company or department to take on additional work, and in turn generate extra revenue without having to hire more staff.

Idea generation

One of the greatest benefits of working in a team is the inspiration and ideas that can result from team discussions. When running ideas by one and other, there is a lot more scope for creativity in comparison to working on a project alone. In an effective team environment, staff members feel confident in suggesting their ideas. When working autonomously and having a direct responsibility for ideas, people tend to present the safer option to their managers. However, when in a team brainstorming environment, the notion of suggesting creative and unique ideas is welcomed. Teams also bring people together from different backgrounds and levels of experience which can help in creating optimal solutions.

A learning experience

As mentioned above, teamwork is important in the workplace as it brings people together from different backgrounds and levels of experience. Consequently, projects which involve teamwork serve also as an opportunity for professional development and learning. This may be conscious learning during a meeting, or learning which occurs without you even realising whilst listening to others. It is quite possible that you can learn from someone else’s knowledge which allows your own skills and capabilities to grow. Billie Nordmeyer adds that ‘Individual team members serve as educational resources to other employees in a team environment’. It is also important to note that as employees become more knowledgeable, their confidence increases. This can help improve their attitude as well as increase their job satisfaction which is a win-win situation for employers.

Enhanced communication

Communication is key to the success of many projects – so why not engage in an activity that can help enhance your communication skills? Teamwork activities such as meeting together to discuss ideas or collaborating information to contribute to a project require both verbal and written communication skills. Working regularly in this capacity will allow you to develop both your own skills as well as those who are in your team. Teamwork also facilitates an open discussion which allows each team member to be adequately informed about the project. In this respect, when everyone is on the same page, this ensures that the project is completed as efficiently as possible.

Share the workload

When working in a team towards a common goal, the workload is shared among all team members. In a perfect scenario, this work should be shared equally and be distributed according to the strengths of each member. Teamwork also allows for helping another team member when you have finished your workload. It is important to remember that you are all working towards the same goal – if you finish your work before others you should offer your assistance in order to help complete the project. From a management perspective, when it comes to delegation this should be conducted with the strengths of your employees in mind. Assigning tasks to the correct people will ensure maximum efficiency and a high quality output.

Support network

It is important to remember that support and a sense of belonging in a workplace can contribute greatly to job satisfaction. A strong team environment can act as a great support mechanism for staff members. Group members will help each other, rely on each other and build trust within the group. During challenging times, support is crucial for the success of the project; when members are able to look to one another for guidance or support, focus can remain on the overall goal. If a challenge is handled individually you are at risk of becoming overwhelmed and making irrational decisions.”

Teamwork is indeed important in a political office. The bottomline of it all is to satisfy the principal and the public that you serve.

14. What is the Doctrine of Completed Staff Work?

To make you more efficient, effective and competent, I am providing you here a copy of the Doctrine of Completed Staff Work (CSW) from the GovLeaders.org, accessed at the http://govleaders.org/completed-staff-work.htm#.VrnWfdulOwA.facebook –

“The Doctrine of Completed Staff Work

The following memorandum has been reproduced countless times by military and civilian organizations since World War II and has become a widely accepted definition of what effective staff members do. The original source of the memorandum is unclear. Some reports indicate that the memo was issued in January 1942 by the Provost Marshal General, U.S. Army. It has also been attributed to Brigadier G.E.R. Smith, a member of the Royal Canadian Army, who released it in 1943, while he was serving as Deputy Director of Supplies and Transport, First Canadian Army.

COMPLETED STAFF WORK

1. The doctrine of “completed staff work” will be the doctrine of this office.

2. “Completed Staff Work” is the study of a problem, and presentation of a solution, by a staff officer, in such form that all that remains to be done on the part of the head of the staff division, or the commander, is to indicate his approval or disapproval of the completed action. The words “completed staff action” are emphasized because the more difficult the problem is the more the tendency is to present the problem to the chief in piece-meal fashion. It is your duty as a staff officer to work out the details. You should not consult your chief in the determination of those details, no matter how perplexing they may be. You may and should consult other staff officers. The product, whether it involves the pronouncement of a new policy or affect an established one, should when presented to the chief for approval or disapproval, be worked out in finished form.

3. The impulse which often comes to the inexperienced staff officer to ask the chief what to do, recurs more often when the problem is difficult. It is accompanied by a feeling of mental frustration. It is so easy to ask the chief what to do, and it appears so easy if you do not know your job. It is your job to advise your chief what he ought to do, not to ask him what you ought to do. He needs your answers, not questions. Your job is to study, write, restudy and rewrite until you have evolved a single proposed action – the best one of all you have considered. Your chief merely approves or disapproves.

4. Do not worry your chief with long explanations and memoranda. Writing a memorandum to your chief does not constitute completed staff work, but writing a memorandum for your chief to send to someone else does. Your view should be placed before him in finished form so that he can make them his views by simply signing his name. In most instances, completed staff work results in a single document prepared for the signature of the chief, without accompanying comment. If the proper result is reached, the chief will usually recognize it at once. If he wants comment or explanation, he will ask for it.

5. The theory of completed staff work does not preclude a “rough draft”, but the rough draft must not be a half-baked idea. It must be completed in every respect except that it lacks the requisite number of copies and need not be neat. But a rough draft must not be used as an excuse for shifting to the chief the burden of formulating the action.

6. The “completed staff work” theory may result in more work for the staff officer, but it results in more freedom for the chief. This is as it should be. Further, it accomplishes two things:

a. The chief is protected from half-baked ideas, voluminous memoranda, and immature oral presentations.

b. The staff officer who has a real idea to sell is enabled more steadily to find a market.

7. When you have finished your “completed staff work”, the final test is this: If you were the chief would you be willing to sign the paper you have prepared, and stake your professional reputation on its being right? If the answer is negative, take it back and work it over because it is not yet “completed staff work”.”

The Doctrine of Completed Staff Work should not only pertain to documentary work. It should also be applied to other engagements or undertakings by your principal. Thus, in order to prepare well for projects, special activities, etc., one must have a checklist of things to do. If the activity is a speaking engagement, a backstop must have the following: a copy of the speech or powerpoint presentation of his principal; brief introductory note of the principal; PTBA (persons to be acknowledged) by the principal; protocolar guidelines if it is a diplomatic affair

An effective technical staff must also know how to observe protocolar matters.

15. What is the most important thing that you should do?

Know your worth. Do not allow yourself to be defined by your principal, colleagues or measured by anybody else. Strive to develop yourself constantly, both personally and professionally. Sen. Magsaysay once told me that your resume must improve at least every quarter. This could only mean that you are productive, dynamic and industrious. Thus, do not allow the days to slip away without improving yourself or doing something worthy. Life is short and comes only once, so, live it to the fullest.

16. What is the most important thing that you should realize?

Our principals are also human beings. They are not deities of some sort. Of course, they are not monsters who will gobble you up anytime they like. So, do not be scared to talk to them or to give them your opinion or position on things that matter. They will appreciate hearing things from you rather than be criticized by others.

You must be careful though before giving unsolicited advice. You have to know if that is alright with your principal. Because there are some principals who do not take us as “equals”. Simply stated, you should not give any advice since you are in no position to do so. Unfortunately, there are some principals who would only listen to a justice of the Supreme Court, other high authorities from government offices, or experts from the academes.

17. What is the most important thing that you should learn?

Learn to learn. Take advantage of any situation, whether good or bad, and learn from it. Open yourself up to critiques. You cannot be too touchy. Worse, you should never condescend others as if you are the only one who knows best. Although we have our strengths, we have our weaknesses as well. Know your challenges and develop on your weaknesses.

18. What is the most important thing that you should watch out for?

Watch out for mistakes. The completed staff work reminds us to be prudent and careful at all times when preparing any document. Some of our principals have very low tolerance for errors. One of my chairs before would ask me if everything was good and properly written. She would definitely mind wrong spellings, grammars, misplaced commas, quotes etc.

Mediocrity has no place in legislative work or any work for that matter. Always give it your best shot. A complete, carefully written document is always appreciated not only by your principal but by others who get a hold of it. If good quality work and results are your trademark, then you will earn the respect of your colleagues, other work partners, and ultimately your principal.

19. What should you strive for?

Be a leader. A technical staff is not only a follower of his principal or chief of staff. He or she also leads his team in the conduct of their principal’s daily undertakings and other more important tasks.

Author and psychologist Daniel Goleman whom I have had the pleasure of meeting in one seminar during my Hubert H. Humphrey Fellowhip year in Rutgers, the State University of New Jersey, had an article on “What Makes a Leader?” published in the 2004 Harvard Business Review (HBR). He had emphasized there the importance of a softer and more personal leadership quality such as emotional intelligence. Below is a reprint of the article’s executive summary by the HBR for your guidance:

“When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision—the qualities traditionally associated with leadership. Such skills and smarts are necessary but insufficient qualities for the leader. Often left off the list are softer, more personal qualities—but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate.

Psychologist and author Daniel Goleman first brought the term “emotional intelligence” to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with this 1998 classic HBR article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he still won’t be a great leader.

The chief components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skill—can sound unbusinesslike, but Goleman, cochair of the Consortium for Research on Emotional Intelligence in Organizations, based at Rutgers University, found direct ties between emotional intelligence and measurable business results. The notion of emotional intelligence and its relevance to business has continued to spark debate over the past six years, but Goleman’s article remains the definitive reference on the subject, with a detailed discussion of each component of emotional intelligence, how to recognize it in potential leaders, how and why it connects to performance, and how it can be learned.”

20. How are you transformed from being technical staff into effective leaders?

Below is an extracted list of the 5 key skills for transforming a technical staff into an effective leader as outlined by Barry O’Sullivan and taken from the Engineering News of Engineering Education Australia -

“In any technical sector there’s a leadership issue,” says Barry O’Sullivan, member of the Board of Governors at The Actors Conservatory. Barry is also the facilitator for Engineering Education Australia’s Transitioning from Manager to Leader and Presentation Skills for Engineers courses.

Here, he outlines five key skills that can transform engineers undertaking management roles into outstanding leaders.

1. Leaders excel at time management

The distinction between a standard manager and true leader lies in the way they spend and manage their time.

In order to enhance time management, Barry O’Sullivan advocates the use of a four quadrant plan that divvies up how leaders can expect to use their time – 1) finding a better way to do things, 2) bringing people along, 3) making things happen on a day to day basis, and 4) dealing with the unexpected.

“Most people will be doing the last two things – making things happen and putting out fires. If leaders aren’t doing the first two things, the organisation and the team aren’t moving forward."

2. Leaders know how to delegate effectively

“Leaders understand how to let go of detail – they know how to be less preoccupied with certain detailed job tasks and delegate to others.”

Delegation isn’t just complete abdication of interest or responsibility, however – it also involves the use of mechanisms to ensure that delegated tasks are properly completed.

“The key to effective delegation is having protocols that mean you are still in the loop."

"When you’re giving a task you need to hold people to three things – time, budgets and reporting."

“You need to set out the time in which the task should be completed, the budget for the task in terms of people, dollars and resources, and most importantly, times for reporting back on progress.”

3. Leaders know how to communicate to staff clearly

“The biggest complaint I get during my coaching work is that some managers are hopeless at providing clarity, and that messages get lost in translation” says Barry O’Sullivan.

Leaders achieve effective communication by breaking down the message they want to deliver into their component drivers.

“I have a technique which involves outlining the drivers of success for any assignment that managers deliver to staff. If a leader can’t clearly outline those drivers of success, then good things aren’t going to happen - it’s about communicating the right information.”

Leaders subsequently need to ensure that their message has been clearly and effectively delivered.

“You also need a mechanism for looping back and checking that the message has been received – for example with a one month assignment, managers might follow up in two weeks time to ensure communication is clear.

“It’s not just a once off delivery– 'here’s what I want you to do', and then the person goes off into the darkness and goes on doing whatever they think is necessary.”

4. Leaders create a set of practical shared values for their teams

“This goes beyond the typical set of values found somewhere on a company’s website about trust, integrity, or commitment.”

"Managers need to sit down with their teams and work out how they conduct matters on a day to day basis – things like returning people’s phone calls, reading agenda papers, listening to people talk at meetings and not talking over them.”

In addition to establishing an initial set of protocols that teams will use going forward, leaders must also ensure that these standards are implemented.

“If a leader doesn’t patrol these values then we’re in trouble. As soon as a protocol is violated the leader needs to jump on it, otherwise you might as well cross it out.”

5. Leaders must be capable of converting strategy into action

“All of my coaching work demonstrates that many organisations spend a lot of money on strategic plans, but that most of them are not effectively converting strategy into action."

“A leader can achieve this, while standard managers just follow orders and do what they’re told.”

As with time management and effective communication, Barry O’Sullivan points to the need for clear and detailed planning.

“The tool I use, is a plan which converts a strategy into a set of priorities. Within that set of priorities, developing the drivers of success is achieved by realising each of them. Then it’s just a matter of getting up and actually doing it.”

21. What should you always remember?

No one is indispensable. Not even you. No one is absolutely essential that you would assume that other people will not be able to function without you. I have seen so many staff come and go. Some were fired even if they were the brightest. Some got tired and simply left. Some came back, some moved to greater heights, but some just faded away.

22. What should you take note of in your institution?

Know the relevant offices in your institution that can help you.

It is important to look around your work environment and check all the offices within your institution that can make your legislative life easier and more manageable.

In the Senate, there are a lot of offices that can help your principal on any matter pertaining to Legislation or otherwise, they are described under the www.senate.gov.ph and paraphrased, as follows:

Office of the Deputy Secretary for Legislation – The Office of the Deputy Secretary for Legislation is responsible for the provision of legislative services in support of the plenary affairs, committee affairs, research and reference and other legislative activities involved in the law making process. It advises and assists in the formation and implementation of legislative policies and programs of the Senate.

This office is ably headed by our legis godfather and mentor - Deputy Secretary Edwin B. Bellen. Depsec Bellen is so used to being asked about legislation matters. There is free traffic of ideas and persons in Depsec Bellen’s office. Thus, even without an appointment, you can go to his office anytime. One needs to wait for his/her turn to see him because a good number of Senate officials and staff visit him for legis/legal consultations or for a variety of official reasons.

Office of the Executive Director for Legislation – The Office of the Executive Director for Legislative Service directs, supervises and maintains an integrated plan of activities, systems and procedures for the provision of effective and efficient legislative support services. It also provides advice and feedback to the leadership regarding legislative matters and issues. It evaluates the performance of all offices under him and recommends to the Deputy Secretary for Legislation important policies for compliance by all offices.

Committee Affairs Bureau – is composed of three service offices designated as Legislative Committee Support Service “A,” “B,” and “C.” The Bureau oversees the effective, and efficient delivery of substantive and timely support services to the Senate Committee Systems. Furthermore, the Bureau provides forefront technical and administrative support services to all standing Committees as well as to the ad hoc and special Committees created by the Chamber.

Legislative Committee Support Services A and C – these are the Senate offices located at the 3^rd floor of the Senate where the committee secretaries, the ones in charge of the committees, are pooled. They are mostly experts in their fields and have access to a lot of research materials and other valuable information. The comsecs also have institutional memories which are very important to their committees and the institution that they serve.

Legislative Committee Support Service B – this is where the committee stenographers are pooled. They are the Senate documenters that cover the proceedings of every committee hearing or meeting from beginning to end. Our stenographers are highly efficient professionals that can produce the transcripts in a matter of few hours after every hearing.

Legislative Bill Drafting Service – this is where the expert bill and resolution drafters can be found. You can just give them your rough draft or even just a concept of what you want to propose and they will make it happen for you. This is the office where I learned how to draft bills and resolutions. The great ones who taught and helped us before were then DepSec Emma Lirio-Reyes (who eventually became our Senate Secretary), Dir. Maes Ayson (Who is now the second in command at the Office of International Relations and Protocol), and Dr. Lawrence Acierto (who is now president of the Association of Committee Secretaries - Aces – and my officemate and work-buddy at the Committee A).

Parliamentary Counseling – This office is currently headed by a brilliant lawyer whom we fondly call, atty. Dodi (Atty. Amado Maralit). You can ask him anything about Senate rules, parliamentary practices and precedents, etc., and he will have an instant answer for you. He is one person who thinks out of the box, so, you will definitely get enlightened by him and by the other able staff and lawyers there, especially Atty. Joey Garcia who has the patience to listen to our legislative/committee concerns and predicaments.

Legislative Bills and Index (B&I) – Described as an indispensable and one of the more important Services under the Senate Secretariat, the various functions and multifarious roles of the different units under the Bills and Index are inextricably intertwined in every aspect of the Legislative process – from the filing of bills, the calendaring and preparation of the legislative agenda, the encoding of filed bills and resolutions into its proper format prior to First Reading, the referral of bills to its appropriate committees, the distribution of copies to individual Senators and other concerned Senate officers, the indexing of and monitoring of every bill filed, the engrossment of amendments of bills and resolutions down to the preparation of Third Reading copies and enrolled bills for signature – form part of its invaluable contribution to the constitutional mandate that legislative power be effectively exercised by both Houses of Congress.

The B&I also receive all the treaties transmitted from the executive for Senate concurrence. Dir. Tonette Aristoza is the ever proficient, brilliant and accommodating head of this office. She can lecture you anytime on legislation and the nitty-gritty on treaty-making process.

Senate Library – the Senate library is located at the third floor of the Senate. It is where you should get an official copy of every law passed by Congress. Downloading any law from the internet is always risky as it may not be an accurate copy of the law that was actually passed. Therefore, it is best for any technical staff who draft bills amending certain laws to get their copy of the original law from the library.

Senate Archives – Legislative Records and Archives Service is the repository of all legislative records of the Senate. It is mandated to organize, preserve, maintain, secure and make available for reference and research the legislative records and historical records of the Senate. This office is such a big help to researchers. Dir. Barros, Dir. Ingrid Reyes, Ms. Malou Binanitan and the rest of the Archives staff will always competently assist you.

LBRMO – The Legislative Budget Research and Monitoring Office performs the very important task of reviewing the General Appropriations Bill (GAB) that is passed by the House of Representatives. It assists the Committee on Finance during budget hearings and plenary deliberations.

SEPO – The Senate Economic Planning Office is tasked to provide the Senate President and the Members of the Senate with proper research and in-depth policy analysis on economic and social issues as well as data and statistics which would assist various committees in the discharge of all matters within their jurisdiction, including information with respect to economic plans and programs, domestic and foreign indebtedness, and the promotion, regulation and diversification of economic sectors and subsectors.

STSRO – The Senate Tax Studies and Research Office is the permanent technical arm of the Senate that renders technical assistance to the Chairperson and Members of the Committee on Ways and Means and the other Members of the Senate on tax proposals. As such, it assesses and monitors the relative merits of the revenue-raising system and recommends alternative sources and forms of revenue. It also identifies weaknesses and/or irregularities in the system of revenue collection and recommends improvement thereon through the conduct of surveys on tax and other fiscal matters. It likewise undertakes research and studies on fiscal and budgetary issues as inputs to tax legislation as well as formulates reform proposals on tax-related issues and thereby assists in the drafting of legislative bills on taxation.

OIRP – The Office of International Relations and Protocol, headed by Director General Antonio de Guzman Jr. and the very amiable Director
Maes P. Ayson, provide the senators valuable assistance when it comes to international engagements and official procedures governing the affairs of the Senate especially during diplomatic occasions where protocolar procedures are observed.

Post Script

Providing technical support and legislative backstopping bring great opportunities for professional development and personal growth. It is a highly regarded function since it requires extraordinary proficiency.

One of the most important qualities that a technical staff or backstop develops is having an initiative or being proactive. It is “making things happen” or readiness before something happens as defined under the dictionary page of www.vocabulary.com

Every staff who gets an ample exposure as a technical staff or backstop is trained to think and work fast. When there are queries from a principal, answers, such as – “I don’t know, Sir” or “I am not familiar, Ma’am” – are unacceptable. It is always better to say (when you don’t know the exact answer) – “I will check, Ma’am” or “I will verify, Sir”.

There are a myriad of things that you will learn along the way. Take good note of them as you move along. Then share your knowledge with others especially the younger co-workers or interns who get on board your principal’s office. This way, you are making yourself relevant to the universe by paying all its blessings forward.

For your comments and queries, you may email me at psuharni@gmail.com.

About the Author

§ Currently the Legislative Committee Secretary handling the Senate Committees on Foreign Relations and Agrarian Reform; and, the Oversight Committee on the Visiting Forces Agreement. She used to handle the Committees on Cooperatives and Urban Planning; and, the Joint Congressional Oversight Committee on Cooperatives.

§ One of the Five-Member Senate Internal Working Group on the United Nations Convention Against Corruption (UNCAC).

§ The Chief Technical Officer of then Senator Ramon B. Magsaysay, Jr. and had been with the Senator for 12 years from 1995 to 2007.

§ A Hubert H. Humphrey alumna of the HHH Fellowship Program of the United States Department of State under the auspices of the Fulbright Commission and the Institute of International Education. Completed a one school-year professional development study in Public Policy and E-Governance at Rutgers, the State University of New Jersey. (2004-2005)

§ Former Member of the Board of the International Association of HHH Alumni-Philippines. 2012-2014, 2014-2016

§ An alumna of the International Visitors Leadership Program of the United States Department of State on “E-Commerce and the Global Economy”. (2001)

§ The former head of the secretariat of the Senate Congressional Oversight Committee on E-Commerce, during the term of Sen. Magsaysay, and co-author of the COCEC egovernance report on the “State of e-Government in the Philippines, 2003-4, with Dr. Emmanuel Lallana.

§ A graduate of Bachelor of Science in Business Administration and Bachelor of Laws from the University of San Carlos-Cebu and currently finishing her Master’s degree in Public Management at the Ateneo School of Government.