
This might not be the typical expat blog, written by a German expat, living in the Philippines since 1999. It's different. In English and in German. Check it out! Enjoy reading! Dies mag' nun wirklich nicht der typische Auswandererblog eines Deutschen auf den Philippinen sein. Er soll etwas anders sein. In Englisch und in Deutsch! Viel Spass beim Lesen!
You plan to move to the Philippines? Wollen Sie auf den Philippinen leben?
Ja, es gibt tonnenweise Webseiten, die Ihnen sagen wie, warum, vielleicht warum nicht und wann Sie am besten auf die Philippinen auswandern könnten. Ich möchte Ihnen in Zukunft "zwischen den Zeilen" einige zusätzlichen Dinge berichten und erzählen. Viel Spass beim Lesen und Gute Unterhaltung!
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Tuesday, April 7, 2026
PH foreign policy amid Mid-East crisis: Strategies on non-alignment, prudence

PLOT TWIST: Imelda Schweighart is headed for Miss Grand International All Stars — not Miss Universe Philippines 2026
By Robert Requintina
Published Apr 7, 2026 09:04 pm
The rumors are over — it’s official! Imelda Schweighart will fly the Philippine flag at the inaugural Miss Grand International All Stars (1st Edition), in a stunning departure from her previously announced Miss Universe Philippines 2026 journey.
Imelda Schweighart (Facebook)
For days, the pageant world has been buzzing with wild speculation — whispers and rumors that Imelda had been dropped from the competition. Yet through it all, the MUPH organization stayed silent, fueling even more intrigue.
Fans went into a frenzy, throwing out bold theories that Imelda had been booted from the competition — but without a shred of hard evidence, it was all just noise. Until now. Then, on April 6, everything changed. Miss Grand International made it official — announcing the stunning Filipino-German beauty queen to the world. Here’s the announcement straight from MIG.
From the finite to the infinite
By Fr. Roy Cimagala
Chaplain
Center for Industrial Technology and Enterprise (CITE)
Talamban, Cebu City
Email: roycimagala@gmail.com
ALL these stories about the appearances of the risen Christ to his disciples simply remind us that in spite of our limited condition here on earth, we are meant to enjoy an infinite state of life in our definitive life in heaven. And this infinite state of life is actually assured of us as long as we keep at least a shred of faith in Christ.
We should therefore keep this idealistic attitude toward our life in general even as we also have to be realistic about it, considering the many limitations and varying conditions that characterize our existence here on earth. In a sense, we have to be both idealistic and realistic in this life. And the secret is nothing other than to keep ourselves close to Christ, knowing, loving and serving him.
That’s when all the material, temporal and other negative elements in our life, like our weaknesses, mistakes and failures, our sins, etc., can enjoy the redemptive character of Christ’s mission here on earth, converting them into means of our own salvation, of our own reconciliation with God, of regaining our original dignity and identity as children of God, sharers of his divine nature and life.
That’s when all the perishable elements in our life can acquire an imperishable character. That’s when we can leap from the finite character of our earthly life to the infinite state of our definitive life in heaven. And this can take place as long as we see and understand things in a theological way, that is, with faith, hope and charity, and live according to it.
We have to cultivate this theological mind, which is actually necessary for us but which we have to do freely. Theological thinking is actually not an optional thing. With this theological thinking, we would be able to see Christ in everything.
This finds basis on the fact that God is everywhere. He is our creator who gives us and the whole world our existence and keeps it. With Christ who is the Son of God who became man to redeem us, God identifies with each one of us.
The Catechism expresses this truth in this way: “Christ enables us to live in him all that he himself lived, and he lives it in us...the Son of God has in a certain way united himself with each man...” (CCC 521)
Also with this theological thinking, we would be able to relate everything to God, as it should, regardless if in human terms it is good or bad.
As a creation of God, everything in the world can and should actually lead us to him. Nothing in it is non-relatable to God. Everything in it comes from him and belongs to him. There is no dead spot in it where God is absent or irrelevant.
Our sciences, arts and technologies can only discover the laws and the ways of nature that have been created by God. We do not create these natural laws. We just discover them and make use of them.
As such, we have to at least thank God for whatever usefulness we can find in the things of the world. But more than that, we should try to discern how the things of this world play in the all-embracing providence of God over his creation, since we also have a role to play in that providence. God somehow makes us as his living and loving instruments in governing the world.
This is how we can turn the perishable to the imperishable, enabling us to leap from the finite character of our earthly life to the infinite state of definitive life in heaven.
PSEi falls below 6,000

Philippine stocks retreated on Monday as the escalating conflict in the Middle East dampened investor appetite, pulling the benchmark index below the 6,000 mark.
The Philippine Stock Exchange Index (PSEi) declined by 0.84 percent or 50.35 points, to close at 5,948.33.
Luis Limlingan, head of sales at stock brokerage house Regina Capital Development Corp., said the market jitters intensified after US President Donald Trump set a deadline for Iran to open the Strait of Hormuz, which added to global uncertainty.
“Oil prices remained elevated due to continued supply disruptions tied to the prolonged conflict,” Limlingan said.
Philstocks Financial research manager Japhet Tantiangco said market sentiment was weighed down by fresh developments in the conflict. These included reported US military strikes on Iranian infrastructure and renewed threats from Trump if the Strait of Hormuz remains closed—raising concerns that the war could drag on.
Back home, trading activity remained subdued, with net value turnover reaching only P4.35 billion. This was below the year-to-date average of P6.49 billion.
Foreign investors were also on the sidelines, ending the session as net sellers with outflows amounting to P1.05 billion.
Sectoral performance was broadly negative. Only the property index posted a gain of a mere 0.02 percent. Mining and oil stocks led the drop, falling 2.99 percent.
Market breadth was weak with decliners outnumbering advancers, 125 to 70.
Among index heavyweights, Manila Electric Co. emerged as the top performer, rising 1.82 percent to P615 per share.
Monday, April 6, 2026
Often in life we come across such relationships and people, who are never happy with you. There may be times when you have given your all but you still realize that you’ll never be good enough for some people.
This feeling is really sad and hurting which makes you doubt yourself. This is when you feel the world will never be satisfied with you, and there could be days when you feel like a failure.
But life is not about perfection, it’s about accepting people we love as they are. When the expectation of one person is too high it’s not possible to be every good enough for them no matter what you do. Never let this feeling make you depressed and feeling low.
Among daily changes within the world of work, there’s never been a better time for employees to cultivate skills to help them better manage workplace challenges. This is where the idea of the ‘growth mindset’ comes roaring in – the belief that workers are capable of actively improving their abilities, rather than being innately able or unable to complete certain tasks.
Yet, this ‘can do’ mindset can be more difficult to harness than it seems. Doing so means getting comfortable with embracing hurdles, learning from criticism and persisting when things get difficult.
Even if we believe that such tenacity is worth developing, in practice, doubts and fears can dominate. “We’re wired to believe our emotions,” says Elaine Elliott-Moskwa, psychologist and author of The Growth Mindset Workbook, based in Princeton, New Jersey, US. “When a person says ‘I feel I’m not good enough’, that feeling is very powerful, even though that is a belief about their abilities.”
At the heart of the growth mindset is learning to overcome such feelings of inability or inadequacy in the face of obstacles, and instead recognise an opportunity to learn. And there can be profound benefits to cultivating this approach. Employees with a growth mindset can tap into useful skills to manage stress, build supportive relationships with colleagues, cope with failure and develop attributes to help further their careers.
Approaching a challenge with a growth mindset over a fixed mindset is a choice anyone can take
Stanford professor and psychologist Carol Dweck narrowed this concept down to two approaches that can determine results: ‘fixed mindset’ and ‘growth mindset’. “Fixed mindset is the idea that your abilities are high or low, and there’s not too much you can do to change it,” says Elliott-Moskwa, “whereas the growth mindset is the view that your abilities are malleable or changeable.”
While some people may naturally lean more one way than the other, people don’t outright have either a fixed or growth mindset to all problems, full stop – instead, approaching a challenge with a growth mindset over a fixed mindset is a choice anyone can take.
For many people, though, moments of difficulty often spur fixed mindsets. For example, says Elliott-Moskwa, when people take in criticism from a boss, or struggle with a new task, they might feel a sense of inadequacy. In these situations, a fixed-mindset response might be “I’m not good enough”, or “I can’t do it”, she says.
By contrast, a growth mindset approach takes a different tack on the same situation. People with growth mindsets don’t interpret such moments as personal failings, but instead recognise a need to improve. Crucially, people working with a growth mindset believe they are capable of such improvement, and are able to break down challenges into achievable steps.
This means getting out of the comfort zone and accepting a certain level of risk, uncertainty and the potential for failure that comes with trying something new. “It feels a little bit uncomfortable, and also a little bit exciting,” says Isabella Venour, a London-based mindset coach, who helps professionals understand the role their beliefs, values and patterns of thinking play in the workplace. “You’ve got a bit of risk that it might go wrong, but you’ve also got the potential to learn something and to grow as an individual.”
Why is the growth mindset important in the workplace right now? A can-do approach is always a plus in the workplace – it demonstrates that workers are adaptable and willing to evolve within their jobs and organisations. But fostering a growth mindset plays an important role in helping workers navigate turbulence as well as improve resilience as they feel more confident and capable of handling difficulties.
How can you improve your growth mindset? The first step towards encouraging a growth mindset is personal awareness: the ability to identify fixed-mindset thinking when it occurs, which often manifests as feelings of discomfort or inadequacy in the face of a challenge.
First, Elliott-Moskwa advises recognising and accepting such feelings – instead of beating yourself up about them. “Then, mindfully make another choice to take an action step in keeping with what you would be doing if you had a growth mindset – the belief that you could increase your abilities,” she says.
To help clients approach obstacles with a growth mindset, Venour often breaks down challenges that feel overwhelming into smaller pieces. For example, if a worker feels unable to give a presentation in front of colleagues, “how much of that is emotional and how much of that is factual?”, she asks. “Can they talk? Yes. Have they spoken in front of more than one person before? Yes. Have they done presentation slides before? Yes. So, if there are elements that they can do, [what] is the bit that they’re not comfortable with?”
Narrowing down an overwhelming challenge to a specific point of difficulty helps workers focus, and reduces the element of learning required to an achievable level.
Often, the learning itself requires asking for help. One of the key concepts of growth mindset is seeing others as inspiration rather than competition, an approach that can help foster collaborative teams. “If workers view others as resources and not as competitors, they’re open to sharing other people’s skills and abilities and learning from fellow employees,” says Elliott-Moskwa.
Over time, recognising fixed mindset and practicing a growth mindset can become easier, and the prospect of taking on challenges less daunting. “Growth mindset is an empowering attitude,” says Venour. “You can really develop and grow over time as a person.”
Sometimes you might feel like you’re not good enough or unique enough, but everyone is! Everyone has different personalities.
Gilas Women claim historic silver in FIBA 3x3 Asia Cup
By Reynald I. Magallon
Published Apr 5, 2026 10:02 pm
The Gilas Pilipinas Women's team went on a Cinderella run and reached the FIBA 3x3 Asia Cup final for the first time in history only for its dream to be shattered by Australia, which reigned the continental tiff for the fourth straight edition on Sunday, April 5, in Singapore.
The Gilas Pilipinas Women’s team went on a Cinderella run and reached the FIBA 3x3 Asia Cup Final for the first time in history only for its dream to be shattered by Australia, which reigned the continental tiff for the fourth straight edition on Sunday, April 5, in Singapore.
The Australians just proved to be too big and too strong as they took down the title-chasing Filipinas, 18-9, to pick up their sixth overall title in the tournament since its inception in 2013.
The Nationals found themselves in a deep 0-6 hole to start the fight and never recovered from there.
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Gilas actually had all the momentum heading into the contest, especially following an emotional 21-19 win over the higher-ranked Japan in the semifinals.
Kacey Dela Rosa scored the Final-clinching basket as the Filipinas recovered from a 16-19 deficit against the Japanese. She finished with 10 points and five rebounds in the semis but was limited to just three points in the finale.
Gilas opened the tournament with a 19-10 win over Tonga in the qualifying before dropping a 10-21 decision against Australia in their first meeting. It then pulled the rug from under Mongolia in the quarters, 15-12, before the big win over Japan.
Afril Bernardino, Mika Cacho and Cheska Apag were the other members of the women’s team.
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How great business leaders turn uncertainty into a 90-day action plan

Two weeks ago, I wrote about “Turning chaos into triumph: How to win big in times of crisis and uncertainty.” Given the strong feedback from readers, and because the Philippines is currently in times of higher uncertainty and change, this is a follow-up to that article.
In uncertain times, many leadership teams and business owners make a subtle but very expensive mistake. They do the strategic work. They gather the data. They identify the risks. They run the scenarios. They discuss supply chain shocks, geopolitical instability, customer hesitation, commodity prices, margin pressure and competitive shifts.
Then they stop. They leave the room with a better understanding of uncertainty—but not with a better grip on execution. That is where businesses lose momentum.
Execution is king
Because in volatile conditions, insight is not enough. A scenario plan, however intelligent, does not protect cash flow, calm customers, stabilize operations or create advantage on its own. It only becomes valuable when it is translated into action—clear decisions, accountable owners, specific trigger points and a fast operating rhythm.
That is why great CEOs do not stop at planning. They turn uncertainty into a 90-day action plan. Not a vague annual strategy. Not a heroic five-year vision. Not a thick slide deck full of possibilities. A 90-day action plan.
Why 90 days? Because it is long enough to make meaningful moves and short enough to stay anchored in reality. In uncertain environments, 12 months is often too far away to manage intelligently. Ninety days is a useful window for focus, execution, adaptation and momentum.
Your key questions
Great questions produce high-quality outcomes. What are we watching? What will trigger action? What exactly will we do? Who is responsible?
Without those answers, scenario planning is merely intellectual comfort. It may create the feeling of seriousness, but it does not create operational readiness. The CEO’s job is to force the translation from thought into action.
That means every major scenario must lead to a set of defined moves. If costs spike, what happens? If a supplier fails, what happens? If demand softens in one segment but rises in another, what happens? If a competitor retreats, what happens?
The companies that move best under pressure are rarely the ones with the most elegant analysis. They are the ones who have already decided how they will respond when reality begins to tilt in a particular direction.
Simplicity breeds execution
Reduce complexity and define the few priorities that matter now. In uncertainty, many organizations try to do too much. They create sprawling plans with 20 initiatives, multiple work streams, endless cross-functional meetings and a long list of “strategic responses.” It looks impressive. It is usually ineffective.
When the environment is unstable, the discipline is not to add more. The discipline is to reduce. Your 90-day plan should focus on a very small number of priorities—typically three to five, not 15. For a lot of businesses, those priorities can fall into some variation of these categories: protect cash, secure the core customer base, stabilize operations, defend margin and pursue a few high-upside opportunities.
That last point matters. In a crisis or unstable market, the goal is not simply survival. It is selective advantage. So while the core business must be protected, a small part of the plan should also be aimed at winning business, gaining share or opening new pathways while competitors hesitate.


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