Jessica Ibasco’s understanding of leadership was shaped not in meetings or management courses, but through years of direct interaction with guests and clients. Working at hotel counters, restaurants, and later in visa processing roles exposed her to the realities of people-facing work—where emotions run high, expectations shift quickly, and how you respond often matters more than what you say.
A Certified Tourism Professional (CTP), Ibasco believes that effective people management starts with recognizing the human side of service. Reflecting on her early experiences, she explains that “success is built not just on skills, but on resilience, empathy, and vision,” a lesson she learned while dealing with guests who wanted more than efficiency—they wanted to feel understood.
Learning leadership at the front desk
Her first major exposure to frontline service came as a Front Office Staff at Las Palmas Hotel Manila. The role demanded speed and accuracy, but Ibasco quickly realized that procedures alone were not enough.
“I quickly realized that thriving in this industry isn’t just about systems or check-ins,” she says. “It’s about people. Guests don’t only want efficiency—they want to feel valued.”
Those daily encounters taught her that emotional intelligence and communication often resolved issues more effectively than policy manuals. Small gestures—listening patiently, responding calmly, and acknowledging concerns—helped build trust in moments when tension could easily escalate.
Adapting in high-pressure environments
Her role as a Visa Officer at VFS Global added a new layer of complexity. Embassy requirements could change without notice, and mistakes had serious implications for applicants.
“That role sharpened my adaptability and critical thinking,” Ibasco explains, noting that the challenge was balancing rapidly changing processes with the need to make applicants feel supported and secure.
The experience reinforced a lesson that stayed with her: managing people under pressure requires composure and clarity. When rules change overnight, how leaders communicate and respond determines whether teams and clients feel confident or overwhelmed.
Bringing real-world experience into the classroom
The most significant shift in Ibasco’s career came when she moved from industry practice into academia. Transitioning from corporate environments into teaching raised doubts at first.
“At first, I wondered if my industry experiences would resonate with students,” she admits. That uncertainty faded once she began sharing real situations from her career—handling difficult guests, navigating embassy procedures, and managing expectations under pressure.
“They weren’t just learning theories,” she says. “They were learning how to apply them in real life.” That moment confirmed that her frontline background was not a limitation, but a strength.
Today, as Program Chair for Tourism Management at NU East Ortigas, Ibasco blends theory and practice. Her Master’s degree in International Tourism and Hospitality Management and ongoing Ph.D. in Business Management anchor her in research, while her industry experience keeps her leadership grounded and practical.
Credibility before advancement
One piece of advice continues to guide her decisions. A mentor once told her, “Build your credibility before you build your career ladder.” For Ibasco, that meant focusing on consistency, integrity, and competence rather than chasing titles.
Credibility, she believes, is what allows leaders to earn trust and influence outcomes—especially in people-centered industries.
Evolving into a people-centered leader
Early in her leadership journey, Ibasco describes herself as task-driven, with a strong focus on deadlines and results. Over time, her approach shifted.
“I’ve learned that leadership is not about control but influence,” she explains. Listening, transparency, and involving people in decision-making often lead to better outcomes than directives alone.
She makes a conscious effort to model the behavior she expects from others. Whether it is punctuality, openness to learning, or professionalism, she believes leadership is most effective when it is visible and consistent. Recognizing small wins—such as a teacher’s innovative lesson or a student’s well-executed research—also plays a key role in motivating teams.
Making tough decisions with transparency
Leadership has also required difficult choices, particularly when resources are limited. “Saying no to good ideas is never easy,” she says. What helps maintain trust is explaining the reasoning behind decisions.
Balancing organizational goals with employee well-being remains a priority. Ibasco firmly believes that “well-being is not separate from success—it is the foundation of it.” Teams that feel valued and supported are more likely to perform consistently and deliver quality outcomes.
Lessons that stayed with her
Looking back, Ibasco sees a clear link between her frontline experience and her leadership philosophy. Managing people effectively, she learned, requires empathy under pressure, credibility built over time, and the discipline to listen before leading.
Those lessons—earned through years of direct interaction—continue to shape how she leads, teaches, and builds teams today, proving that the most enduring leadership skills are often learned where people matter most.
