So true. I totally agree with your view.

Good point, Mel.

I have had a business here since 1996. Being from abroad, I expected excellence and high achievement from my local people.

The phrase most uttered from them was ‘that’ll do’.

Daphne is so correct,. It’s very difficult to soar when your people are not willing, or don’t care, to excell.

Probably my fault. Not being able to instill a winning spirit into a culture that has no interest in excellence.

I have seen much greater respect for colleagues and managers and unlike in Malta people are pleased with the success or promotion of their colleagues.

In Malta jealousy in the workplace reigns supreme. In Malta many think that just degrees and seniority justify advancement and salary increases and forget all about attitude, professionalism, loyalty, teamwork etc. Outside Malta these values are key considerations.

It works in Malta when the firm is foreign and the manager hiring employees is also foreign.

When the set-up is all Maltese, then it’s the family name or the political party or other connections and external influences which determine the selection.

This accounts for the inadequate standards of management in both the private sector and even more so, in the public sector.

Very well put. My feelings exactly. Malta lost its greatest asset, Gonzi. Perhaps it’s true that a nation gets what it deserves

And you’re telling me.

Fact is, Labour will insist on rendering the distortion of merit a legitimate criterion. Theirs is the cynical approach to individual potential. One wonders which of the two is the real cause, or better whether they’re contaminated or impose to control.

Labour are different in that they have a problem with the physical size and relative implications of this place. They’re either delusional or depressed. Claustrophobic.

Il-‘wicc ta’ Nazzjonalist’ tfisser min gharaf id-dilemma u tghallem jaqbizha.

Muscat’s stint in Brussels fooled those gullible enough to think Labour’s days of the Gemahariya over.

Well said. I would also add that Gonzi’s best decisions did have a short-term cost but so many long-term advantages.

The recognition of the excellence of such decisions in the first place and of the long-term advantages was also sorely lacking.

The PN loss amounts to ‘too much of a good thing – is bad’.