I watched the Lenten film Eat Bulaga!: CEO.

The story is simple: a power-tripping, credit-grabbing head of sales expects to be promoted to CEO—but instead, the role is given to Wally, a loyal, diligent, and honest janitor.

The message is clear: character matters.

And it’s a good message. In a world where ambition often overshadows integrity, it reminds us that goodness should not be overlooked.

But the story feels incomplete.

It presents a moral truth, but skips an important reality: leadership requires both character and competence. The film jumps from “good janitor” to “CEO” without showing the formation in between—no skills development, no training, no preparation. Viewers might walk away thinking that being good is enough to rise to the top.

In real life, it doesn’t work that way.

Character builds trust—but competence delivers results. One opens the door; the other sustains you in the role.

I’ve seen people rise from the ranks—even from roles like maintenance or janitorial work. But it took years of growth, learning, and deliberate development. I know this firsthand. I once promoted someone from maintenance to service, then to assistant head, until he eventually became a center manager. His character mattered—but so did the skills he built along the way.

This is why the idea of choosing between character and competence is a false dichotomy.

You don’t have to choose one over the other.
The real goal is to develop both.

Because while promotions based on character may inspire people,
promotions based on character and competence build organizations.