You know, I was watching Game 4 between San Miguel and TNT last night, and something really struck me about how Jericho Cruz stepped up with 23 points while supporting June Mar Fajardo and CJ Perez. Don Trollano, Marcio Lassiter, and Juami Tiongson combined for another 33 points - that's what I call distributed scoring at its finest. It got me thinking about how we approach our career challenges, and honestly, most of us try to shoulder everything alone like a one-man team. We become June Mar Fajardo trying to score all the points ourselves, when what we really need is to build our own version of San Miguel's scoring avalanche.
Let me walk you through what I've learned about tackling career challenges, drawing from both basketball wisdom and hard-earned personal experience. First, you need to identify your key players - and I don't mean just looking at your immediate team. When I was struggling with a major project deadline last quarter, I realized I was trying to be Jericho Cruz, June Mar Fajardo, and everyone else rolled into one. The breakthrough came when I mapped out who could contribute what, just like San Miguel's coaching staff must have done. I identified three colleagues who could handle specific aspects of the project, and two mentors who could provide strategic guidance. This distributed approach meant we could cover more ground simultaneously, much like how San Miguel's multiple scorers put pressure on every part of TNT's defense.
The second step involves what I call 'point distribution strategy.' In my experience, this is where most professionals stumble. We either delegate too much or too little. Looking at San Miguel's approach - Cruz leading with 23 points while others contributed significantly - there's a beautiful balance there. Last year, when I was leading a digital transformation initiative, I made the mistake of either micromanaging or completely handing off tasks. The project nearly collapsed until I adopted what I now call the 'San Miguel method.' I became better at recognizing when to take the scoring lead versus when to set up others for success. For instance, I handled the client presentations (my strength) while having my tech lead manage the implementation details (their expertise), and the quality assurance specialist took ownership of testing protocols. This created our own version of that 33-point combined effort from Trollano, Lassiter, and Tiongson.
Now, here's where most people get it wrong - they think collaboration means everyone does equal work. But from watching how San Miguel operates, it's clear that different players step up at different times. In Game 4, Cruz led with 23 points, but in previous games, it was Fajardo or Perez taking the spotlight. Similarly, in your career, you need to recognize when it's your turn to score 23 points and when you should be contributing to that combined 33-point effort. I've found that the most successful professionals are those who can fluidly move between leading and supporting roles. When I was developing our department's new onboarding program, there were weeks where I was definitely the Jericho Cruz, driving the core curriculum design. Then there were phases where I became more like Marcio Lassiter - still scoring important points but in a supporting capacity while our training specialists took the lead.
The synchronization aspect is crucial too. Notice how San Miguel's multiple scorers didn't just randomly score - they created this avalanche effect that overwhelmed TNT. In your career challenges, timing and coordination make all the difference. I remember working on a merger proposal where three departments needed to submit their sections simultaneously. We practiced what I called 'orchestrated delivery,' where marketing, finance, and operations presented their components in a way that created cumulative impact rather than isolated reports. The client told us later that this coordinated approach was what convinced them we could handle the integration seamlessly.
Here's something I wish someone had told me earlier: building your support system isn't about finding people who can do your work. It's about finding people whose strengths complement your weaknesses, much like how different basketball players bring different skills to the court. When I look at my current professional network, I have my 'Jericho Cruz' contacts - those go-to people for explosive creative solutions. I have my 'June Mar Fajardo' steady performers who deliver consistent results under pressure. And I have my 'combined 33-point' group - individuals who might not single-handedly save the day but together create game-changing impact.
The beautiful thing about adopting this approach is that it creates what I call 'compound competence.' Just like San Miguel becomes unstoppable when multiple players are scoring, your career challenges become manageable when you have multiple solutions and supporters. Last month, when I faced what seemed like an impossible deadline, I didn't panic because I'd built this system. I reached out to my 'starting five' - each person handled a specific aspect, and we delivered what would have taken me weeks in just four days. The client was amazed, but what they didn't see was the behind-the-scenes coordination that made it possible.
If this trend continues of building your professional team with multiple contributors ready to score points for your career, your challenges don't stand a chance. That's exactly what I mean when I say you need to unlock your future through strategic collaboration. The days of being a solo superstar are over - the real power comes from being part of a well-coordinated team where everyone can step up when needed. Looking at how San Miguel's approach has TNT in trouble, I can't help but think about how many professionals are still trying to beat their career challenges alone. Don't be that person. Build your scoring team, distribute the points, and watch how quickly you can unlock your future and solve those career challenges that once seemed impossible.