FOR CORRECTION

1. The Manager administers, the leader innovates.

2. The Manager maintains, the leader develops.
3. The Manager focuses on the system and structure, the leader focuses on the
people.
4. The Manager does things right, the Leader does the right thing.
5. The Manager has a short-range of view, the Leader has a long range of
perspective.
In most human endeavors, leadership and management skills are not mutually
exclusive. The two co-exist with each other. The absence of one will render the other
inutile.
As an Intel Officer, I find it necessary to innovate and develops. This is so, because we
are living not in a static but pragmatic environment. There are techniques/strategies
before which might be obsolete today. Thus, it is incumbent upon me to improve the
things that are being done, the ways in which they are being done, and the treatment
and morale of those doing them. I will also put much emphasis on my personnel, they
must not only accept change, but they must also love it. To wit, they must also
pursue evolution and improvement. In this kind of job, national security is at stake.
Thus, the phrase it is what it is is by no means an accepted tenor. As an Intel officer
therefore, I am left with no other alternative but to push the envelope, to make all things
greater and that is by way of innovation. The key to successful innovation, however, is
the willingness to share and engaged everyone (manager and personnel) to participate.
Almost all, if not all Intel officers are called upon to do the right thing under extraordinary
circumstances. We will be challenged to do the right thing in numerous difficult
situations. As an Intel officer, my guiding principle in doing the right thing is to see to it
that my decision is always within the bounds of the law and that it must always be for
the benefit of the public in general. I have to draw a demarcation line to separate legal
from illegal acts. I will create a well-founded vision (long range of perspective) that is
achievable in the future and formulates ways to approach it. These visions, however,
must be clear and attainable. It must be so because visions that are highly impossible
and improbable would be a waste of time, to the prejudice of the government.
As an Intel officer, I will develop potential outcome and motivates my personnel to do
their best to attain essential benefits for our organization. I will be the one who will
inspire them to do their best and encourage them to appropriately set pace for work to
be done. In so doing, I will gain the trust of my personnel.
Finally, to borrow the language of John Mariotti Leaders are the architects while
managers are the builders.

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