Nikita Mercado

  A client once asked me: “How do you get your team to stay that long?” Because to them, it was unusual. In their market, people moved roles every 1–2 years. Retention was always a challenge. But in the Philippines, I’ve seen something different. Employees staying for years. Growing with the company. Showing up consistently, even during difficult seasons. What’s Actually Happening Loyalty in Filipino work culture runs deeper than most people expect. It’s not just about compensation or titles. It’s about: Relationships Stability Trust Work is often tied to something bigger than the individual. Many Filipino professionals are supporting: Parents Siblings Extended family So a stable, respectful workplace isn’t just a job, it’s something they protect. Where the Gap Happens In many Western markets: Career growth often means moving companies Loyalty is seen as conditional Retention is driven by opportunity and compensation So when companies hire Filipino talent with that same mindset, th...

No one really talks about this part. The part where being a founder means making decisions that not everyone will agree with. The part where leadership feels quiet, and sometimes, lonely. I did not expect this. I thought building a company would be about vision, growth, momentum. And it is. But it is also about choosing a direction and knowing some people will not like it. As a founder, you sit in a different seat. You see things others do not see yet. You carry context others do not fully have. You make calls not just for today, but for where the company needs to go. And sometimes, that means saying no. Changing direction. Letting someone go. Holding a boundary. Not everyone will understand. Some will question your decisions. Some will feel disappointed. Some will take it personally. And even when you know it is the right call, it does not feel easy. This is the quiet weight of leadership. You cannot crowdsource every decision. You cannot make everyone happy. You cannot avoid discomfo...

  A manager once said: “I gave direct feedback like I always do… and after that, something changed.” The employee became quieter. Less engaged. More hesitant to speak up. From the manager’s perspective, the feedback was clear and necessary. From the employee’s perspective, it felt different. What’s Actually Happening In many Western workplaces, feedback is: Direct Efficient Focused on performance, not the person It’s normal to say: “This needs improvement” “This wasn’t done correctly” And move on. But in Filipino culture, feedback is more relational. There’s a concept often referred to as  “hiya” loosely understood as a sense of dignity, respect, and social awareness. Because of this: Feedback can feel personal, even when it’s not meant to be Public or blunt criticism can feel like loss of face Tone matters as much as content Where the Gap Happens A manager thinks: “I’m being clear and helping them improve.” The employee feels: “I did something wrong… and I may have disappoint...

A founder once told me: “I wish my team would just tell me no.” He wasn’t frustrated because his team lacked skill. He was frustrated because everything sounded like a yes… even when it shouldn’t have been. Deadlines were tight. Workloads were heavy. But the answer was still: “Yes, we can do it.” And then later, things slipped. What’s Actually Happening In many Western cultures, saying “no” is normal. It means: - Setting boundaries - Managing expectations - Being transparent But in Filipino culture, saying “no” directly can feel uncomfortable. Not because someone is avoiding responsibility but because of how communication is shaped culturally. Filipino professionals are raised to value: - Respect, especially toward leaders - Harmony in relationships - Avoiding confrontation So instead of saying: “No, that timeline won’t work” You might hear: “We’ll try” “We’ll do our best” “It might be a bit challenging” And if you’re not used to it, those can sound like agreement. But they’re often si...

No one talks about the middle. They talk about the beginning. The idea, the leap, the courage. They talk about the outcome. The growth, the success, the clean story. But the middle, as a mother, is something else entirely. It is building a company while someone calls for you at the same time. I am in that middle. There are customers. There is traction, in moments. There is also a child who needs you without hesitation, without schedule. Some days start with strategy. Most start with being a mother. And before the work even begins, you have already shown up fully. The chaos is layered. You are making decisions for your business while holding space at home. You are leading a team while nurturing a life. You are thinking about growth while thinking about presence. There is no separation. Only constant shifting. There is a quiet question that follows you. Am I doing enough at work Am I doing enough at home You rarely feel finished in either. But you keep going. As a mother, your time becom...

  A manager once told me: “I don’t understand. My team keeps saying yes… but the output isn’t what I expected.” If you’ve worked with Filipino teams, you’ve probably experienced this. You give instructions. They say yes. Everyone seems aligned. But later, something feels off. And it’s easy to assume: “They didn’t listen.” “They didn’t understand.” “They’re not being proactive.” But that’s usually not what’s happening. What “Yes” Actually Means In many Western cultures, “yes” means: - I understand - I agree - I’m aligned In Filipino culture, “yes” can mean something slightly different: - I hear you - I respect you - I will try That difference matters. Because Filipino professionals are raised in a culture that values: - Respect for authority - Maintaining harmony - Avoiding direct conflict So instead of pushing back or asking too many questions upfront, they may say yes first and figure things out after. Not because they don’t care, but because they do. The Intention Behind It This ...