The Puppet of PGBI
In the labyrinth of organizational leadership, clarity sometimes cloaks itself in the shadows, leaving leaders like R-Leo —known by his alias GS TANDA—grappling with their place within the structure they aspire to lead. After a promising start as the Grind Supremo of the Philippine Green Brotherhood, Inc. (PGBI), Jeremy found himself confronting an unsettling reality: he was merely a puppet, orchestrated by invisible strings.
After stepping into his role as Grind Supremo, GS TANDA initially felt a surge of excitement and purpose. However, as time passed, he noticed a pattern emerging from his predecessor’s handover. The former Grand Supremo, who had once led PGBI with authority and expertise, had essentially become a gatekeeper of knowledge—the only source from which GS TANDA could solicit insights and guidance. “I kept trying to reach out to my peers overseas, but every time, it felt as if I was hitting a wall,” GS TANDA recalled. “It became clear that the resources I needed were limited, and I couldn’t break through the barriers.”
As days turned into weeks, Jeremy’s enthusiasm waned. He increasingly realized that he was fulfilling a role rather than truly leading. Meetings were held with recycled programs, often arranged at his expense, and discussions felt repetitive and uninspired. “There were moments when I would sit in meetings just nodding along, pretending to contribute,” he admitted. “But deep down, I knew I wasn’t bringing anything new to the table.”
The turning point came one fateful day when GS TANDA finally connected the dots. He caught himself reflecting on the previous Grind Supremo’s influence—a figure who had led decisively but had essentially left GS TANDA to navigate the waters alone without equipping him with the necessary tools. “It hit me hard when I realized that my role was more about maintaining an image than actually driving innovation,” he said, a hint of frustration creeping into his voice. “I was only a puppet, carrying out tasks without understanding their significance or the broader vision of our organization.”
This awareness stung, catalyzing a profound sense of disillusionment. GS TANDA looked around at PGBI and felt ensnared in a cycle of unoriginal, where the same ideas were churned out repeatedly with little regard for actual progress. The spark that had once ignited his dreams began to dim.
Faced with this painful revelation, GS TANDA knew he had to make a decision: would he continue to be a passive participant in a system that had trapped him, or would he take charge and redefine his role? It was a daunting prospect, but the thought of remaining stagnant fueled his desire for change.
Taking the initiative, he resolved to engage with the members of PGBI more actively. He sought out those who shared his sense of stagnation to brainstorm new directions for the organization. “I realized that I had to find my voice and carve a path for myself and my peers,” he explained. “If I couldn’t rely on others, I would need to grow and innovate from within.”
As GS TANDA embarked on this journey of rediscovery, he embraced vulnerability in acknowledging his weaknesses while rallying others to join him in crafting a more dynamic future for PGBI. The first step was to eradicate the puppet mentality—beginning with open discussions about the direction of the group, encouraging innovative proposals, and fostering a culture of creativity and collaboration.
What started as a realization of being a mere puppet transformed into an invitation for growth. GS TANDA’s newfound commitment breathed life into PGBI, igniting a collective interest in crafting fresh programs and initiatives that would not only benefit members but also enrich their professional experiences.
In the grand narrative of organizational leadership, GS TANDA’s story speaks to the transformational power of self-awareness. Once trapped in a role that felt disempowering and hollow, he began to reclaim his identity as a leader. By recognizing his position within PGBI and rallying his peers for meaningful change, he is no longer just a puppet—he is becoming a catalyst for innovative growth.
As GS TANDA continues to navigate the complexities of his role, he finds hope not just for himself but for the entire organization. His journey reminds us all that even in moments of uncertainty and disillusionment, the potential for renewal and transformation is always within reach. Who knows? Perhaps one day, he will look back on his experience as Grind Supremo not as a tale of defeat but as the launch pad for his evolution into a true leader.
