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(1) Success in Studies is an Achievement of Four Parties
Last year, we also met once during the graduation ceremony. I would like to congratulate you on the achievements that today we consider to be collective achievements. Firstly, it is an achievement of the students themselves. The graduates who have strived in their studies, facing all obstacles to accomplish their tasks. Secondly, it is an achievement of the parents and guardians. I believe that the success of your children, your nieces and nephews, your husbands, your wives, your fathers — all received support and encouragement from their families and guardians, who facilitated their studies and provided enough time for them to graduate […] Parents are happy when they see their children, younger siblings, or dependents achieve success today […] Thirdly, today’s achievement belongs to the professors and teachers who have strived to share knowledge, spending time researching, compiling, and preparing lessons to teach the students […] the quality of the efforts to share, the research hours, the preparation, explanation, and guidance provided to the students are crucial inputs for success. It is on this note that the students’ success today is also the success of the teachers and professors; and Fourthly, it is another success that belongs to the school management, ranging from the director to the academic staff, both in ensuring and facilitating the operation of the school […]
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(2) A country, much like a family, has nothing better to give its children than the opportunity to study and build their capacity
There is nothing difficult to understand about this. A country, like a family and like your parents, has nothing better to give its children than the opportunity to learn, build their capacity, and stand on their own two feet on a day when parents are no longer around. Whether rich or poor, whether living in rural areas or in the city, everyone always strives to provide opportunities [for their children and descendants to study]. In the past, when we did not have schools reaching down to the districts and local areas — just like during my father’s generation — [parents] were willing to send their children to live at pagodas starting from the age of 14 or 15 in towns or distant places just so they could have [the opportunity and] a place to study. Therefore, education holds the meaning of an unperishable asset that parents can provide through opportunities and hard work. Just a moment ago, I mentioned that today’s degree is not only for the children who studied hard, but [also for] the parents and guardians who created these favorable conditions [as described]. They are happier than anything else. At least they think that when they are gone, their children will have a foundation of understanding and will be able to stand on their own feet to some extent.
(3) Human resources are an asset that can help the nation develop and grow with sustainability and resilience
For the nation, it is the same. The importance of education and human resources is the most vital asset of the nation, enabling it to develop and progress sustainably and resiliently. Capable and healthy human resources empower the country to compete with others in the context of globalization. Since 1993, when our country opened its doors to reconnect with the world under the leadership of Samdech Techo, within the Royal Government’s triangular strategy, with a long-term vision, one of the primary priorities of that Triangular Strategy was the integration [of the country] into the global community. We joined the WTO, and we tried to join ASEAN. Now, we have joined many mechanisms [such as] RCEP. We negotiate free trade agreements with other countries because we understand that we cannot live alone.
(5) Along with cooperating on common affairs, all 11 ASEAN member states also compete with one another
However, along with participation, we have had to face challenges. We must face fair competition. When we want to open our markets abroad, we also had to let them enter. We want our students to go [study] abroad, so we must [allow] others to enter (and study in our country) as well. We want our citizens to have visas to go abroad, so we must grant visas for others too. This is a reality. Currently, we are promoting ourselves as the ASEAN Community, but alongside cooperating on a common agenda, these 11 ASEAN countries are also competitors. Here, I am only speaking about economic matters. While we attract investment, the other 10 countries are also trying to attract it. The other day, during a meeting with His Excellency Vladimir Putin in Kazan, Russia, we talked about strengthening mutual investment relations. The leaders of the other 10 countries who met with him spoke about the same thing. When we go to France, China, or Japan, it is just the same.
(6) Human resources are a crucial factor in attracting foreign investment
So, how can we become a [preferred] choice [for investment]? We must be attractive, and human resources are a key factor in that. Human resources will help our country seize opportunities and narrow the gap with other countries in attracting foreign investment. The other day, during my working visit to China, I met with Chinese leaders and participated in the AI forum initiated and established by China, of which Cambodia is a co-founder. Why did we join that forum? It is because that forum is not related to security created to pick fights with any country. Our principle is “not to participate in any mechanism or matter that creates conflict or geopolitical issues.”
(7) AI is the Present and the Future … If Opportunities Are Not Seized Now, We Will Fall Behind
This forum allows us to participate and extract benefits from AI and other mechanisms to strengthen ourselves. AI is both the present and the future. If we do not acknowledge it, if we do not prepare, and if we do not seize the opportunity now, we will fall behind. As a small country, striving to develop and promote internal AI development is a good thing, but we must recognize the current gap. Some countries invest faster than we do. Therefore, to ensure the flow of technology — known as Technology Transfer — comes to us, we must participate in various mechanisms […] Nowadays, people do not need to learn how to ride a bicycle; they can start riding a motorbike right away because they have two wheels alike, and the possibility allows them to leapfrog straight [to having a motorbike]. Previously, due to economic capabilities, before owning a motorbike, people had to ride a bicycle first. But now, there is no need to wait to learn basic computer programming; people already know how to use smartphones and AI tools. They can learn these things directly.
(8) Most South Korean Business Delegations Seek Investment Opportunities in Manufacturing Electrical Components and AI Technology
However, to learn these things and quickly catch up, we must open ourselves up and rapidly secure this technology transfer. To recap, I have met with large Chinese companies, some of which are [currently investing] in our country and others that are interested [in investing] here. Yesterday, I met with some major South Korean business delegations—some [with investments] in our country, some [with investments] in Vietnam, and those coming to look for investment opportunities in Cambodia to establish connections or explore various other opportunities. The striking thing is that among those [seeking] investment opportunities, very few requested to invest in [growing] agricultural crops. Those doing agriculture did come, but they want to engage in agroindustry and open factories to produce finished products. The majority are looking for investment opportunities in the manufacturing of electrical components and training in AI technology. Why?
(9) Without Students Possessing Technological Knowledge, There Would Be No Investment in AI Training
If Cambodia had no foundation of intellectual students with technological knowledge, no one would come to ask about investing in AI training … Would they ask about agroindustry if people in our country were still ploughing fields with ox-carts? This means there is a technological gap. If we do not reach out to seize [this technological opportunity], [investors] cannot take [on subsequent new investments]. If our citizens and youth only study up to the 10th grade, can they handle technology that requires at least a high school diploma? They cannot. Therefore, as a matter of reality, the above reasons prove that we will be able to attract all these companies and that they bring new technology — not their entire working team or workers from their home countries. They bring only the technology and perhaps some managers, but most importantly, they will select human resources in Cambodia to be trained to serve tasks related to AI, factory operations, or enterprises using robots, and so forth.
(10) Investments for People to Have Good Health, Knowledge/Skills, and Employment Opportunities
Therefore, this human resource training helps us seize higher opportunities and build stronger value addition. In this sense, the Royal Government has always invested in the education and health sectors, which we refer to as social investments. Speaking generally, the social sector is about human resources. I will mention only three goals of the government – 1) people have good health; 2) people have knowledge and skills; and 3) people have employment opportunities, whether as self-employed individuals or working in any sector. We help citizens with these three things so that they can be independent and self-reliant. The state does not feed and support (them forever) […] We implement a free market. We no longer practice a planned economy like before […] where most people had no private property. Upon emerging from the Pol Pot regime, [we implemented] a planned economy where everything belonged to the state. Later, we redistributed it back [to the people]. Now, it is a [market economy where] we encourage the private sector and private property.
(11) For the First Time in Cambodia’s History, Citizens Own Their Real Estate Titles
Around the 29th [of July] this year, I am scheduled to go and distribute the final land [ownership] titles in Kandal Province. We will strive during this mandate to ensure that citizens nationwide receive their land titles. I think this is the first time in Cambodia’s history that everyone has their own private real estate titles. Previously, people only had the right to usufruct, but the land belonged to the state. Later, before the war, we distributed some [land] in cities and urban areas, but we did not yet have this in rural areas. During the Pol Pot regime, [ownership] was completely abolished. After Pol Pot, we gradually began to rebuild because we realized that the yields, assets, and private ownership of the people are crucial in helping to promote and provide flexibility in [resource] utilization — just like our economy, to ensure these three points for our citizens.
(12) Medium-Term Fiscal Framework Confirms Growth in National Budget Allocations for Health and Education for 2027-2029
To ensure people have good health, the Royal Government has prioritized and invested heavily. Regarding training through the TVET formula under both the Ministry of Education and related ministries, there are four ministries authorized to issue degrees: the Ministry of Education, Youth and Sport; the Ministry of Labor and Vocational Training; the Ministry of Cults and Religion; and the Ministry of Health. All educational institutions must always promote additional investment. The other day, a Khmer-language radio station erroneously broadcast data regarding the budget package being negotiated to finalize the annual budget for the ministries of education and health. It calculated that the government would cut more than 100 million [dollars] from the education and health sectors for 2027 to support the defense sector. Before the negotiations were even finished, they had already concluded with specific figures. That is not the case. The Medium-Term Fiscal Framework (MTFF for 2027–2029) has already confirmed that the growth of national budget investments allocated to health and education for 2027–2029 is increasing. It is not decreasing.
(13) Using Funds from Other Sources to Increase Defense Spending, While Reduce Taxes to Ease the Burden on the Social Sector
Defense spending is also increasing, but we have other funds and are not lacking money to the point of cutting from education and health. Especially during this stage when the economy is facing challenges, we need to release more money to curb inflation. Every month, the state loses about 50 to 60 million dollars in tax revenue through reducing fuel taxes or lowering taxes on electrical equipment that uses electricity, in order to ease the burden on citizens regarding this very social sector. Citizens classified as falling into the poverty rate since post-COVID-19 have been assisted through cash subsidies, which His Excellency Chea Somethy reports to me monthly. Even if small or large, we have disbursed tens of millions in cash every month to provide support. We also assist war refugees. This is ensuring stabilization. Whether little or much, we must help our citizens. In times of hardship, we must face difficulties and challenges together. We will not abandon our citizens.
(14) Prioritizing Investment in the Education and Health Sectors, and Opening Up Participation from the Private Sector
In the education and health sectors, even in newly established “While-Waiting Village,” we must build schools. We must build schools so that — whether coming from Success Village, Boeung Trakoun, or anywhere else to live in the new village — the market can wait, and the pagoda can wait. Schools and health centers must be built first, right after the houses are constructed. Even if that school is made of smartboards, a roof must be provided so that the children can study.
In refugee camps during conflicts, even in pagodas, tents must be set up for teaching there. They must not be left behind. This shows our close attention, as human resources (training) cannot be disrupted. If children who suffer from war also miss out on their education, this is a massive loss. Losing a year of study for an individual’s life, for each family, is a long-term loss. The state cannot afford to be inattentive. Under any circumstances, attention and investment in education and health must be maintained.
We also welcome the participation of the private sector, both domestically and internationally. We want to promote education in the country by integrating it with global educational systems. The fact that the Royal Government has opened a policy allowing private sector participation is a crucial task. Healthcare is the same; when we first launched the National Social Security Fund (NSSF), we initially applied it only to state facilities. Later, we recognized that our capacity was insufficient to handle everything. We had to share and let private sector partners participate.
(15) Schools with a Good Reputation, Good Programs, and Good Teachers Enhance Student Capacity and Reflect Educational Quality
In this sense, once again, I would like to thank and commend the private sector for participating in the promotion of the education sector from primary to higher education. Now, there is additional participation in TVET vocational training across several schools. I welcome the efforts to organize more TVET programs in various private schools, alongside the Ministry of Labor, so that we can create opportunities and jointly enhance the quality and capacity to give our citizens and youth the chance to learn both. This is an open approach and a vision of the Royal Government. However, quality must be guaranteed. Please do not compete on quantity.
It is better to open gradually while maintaining quality so that students graduating from each school have solid knowledge and skills, because such achievements will help the school [continue operations] in the long run. If students graduate from a place holding a degree, enter the workplace, and turn out to be incompetent—such as graduating from TVET but being unable to wire properly—it will have a negative impact [on the school], since the school and the students mutually support one another’s reputation. Schools with a good reputation, good programs, and good teachers also help enhance student capabilities. Students who graduate and perform well in their work reflect the quality of education.
(16) Expanding Quantity is Good, but It Must Be a Quantity with Quality
Therefore, investing in education is a long-term investment. Do not rush. “Drop by drop, the jar is filled.” This applies not only to the education sector, the public sector, or any other field, but also to the private sector — we must have stability in quality before we begin to grow. Speaking of a chef, if the food is delicious today but salty tomorrow, people will stop visiting that restaurant. For this reason, ensuring genuine quality is essential; expanding quantity is good, but it must be a quantity accompanied by quality. This means we would rather have 5 out of 5, all good, than 20 where only 10 are usable. Five out of five equals 100%. That is fewer than 10, but 10 out of 20 is only 50%. A Khmer idiom says, “one is definitely one” (reliable and precise). Therefore, I think that participation and strengthening [efforts] are good, since we cannot accomplish everything all at once. Progress happens gradually. However, we must set quality as our primary target to ensure standards and, in business terms, protect our brand.
(17) When going to work, students are linked with the school’s brand – whether public or private.
Today, 1500 individuals are graduating with one brand – South-East Asia [University degrees]. No matter how many of you possess quality and whatever your capabilities are when entering the workplace, it remains tied to the school’s brand […] This is the direction that the education sector and educational institutions, both public and private, must set. We have done a lot regarding all these qualitative volumes. For all of you brothers, sisters, and nieces/nephews receiving your degrees — some of you are like nieces and nephews to me, because my niece is already over 20 years old, and if anyone here is over 20, you are probably about my niece’s age. Today, wearing this gown matches the hair. But it is still pretty good, Bong Vanna — I am not talking about you, okay? Having white hair is better than having no hair. Nor do I mean Their Holinesses (the Buddhist monks) […] For a person writing a speech, they always ask themselves – in each event, what are we talking about? What is the topic? Regarding the graduates, the graduation ceremony, and educational policy, I have already spoken a little bit.
(18) “Except for the Lessons Used Continuously for Work, Otherwise You Will Forget Them Within 15 Years”
It is important to share experiences because you are receiving your degrees and entering the workforce. My experience may not be 100% applicable, but it is just a sharing of perspectives; whether to listen, accept, or reject them is up to you. It is no different from when I received my degree — the speaker only shared perspectives because they did not talk about policy. I think as for policy, you researchers probably already know. If we talk about policy, please invite His Excellency Hang Chuon Naron (Deputy Prime Minister and Minister of Education, Youth and Sports) to give a lecture, or search the Ministry of Education’s website. Today, I am talking about those who have finished their studies and received their degrees. Unless you possess a photographic memory, outside of that, many of the lessons you have learned up to this point will be forgotten within 15 years, except for the few lessons that you continuously apply in your work.
(19) “Big Success Comes from Many Small Successes Combined”
In studying, there is learning from books which gives us the foundational knowledge we need to acquire, but what we continuously learn, in my view, is a certain mindset and way of thinking derived from the learning process. Therefore, receiving a degree reflects certain lessons, and you have probably heard what I have raised before […] Firstly, “Big Success comes from many small successes combined.” It is a life lesson for you in your studies […] it is a lesson for you in all your work. Even as Prime Minister, the success of the Royal Government depends on individual small services that succeed […] When we say the Royal Government is successful, what are we talking about? The economic sector? Within that economic sector, what are the successes? The tourism sector — what are the successes? What has not yet succeeded? We must find ways to solve them, and within each sector, there are even smaller components.
(20) “Think Big, Act Small”
Therefore, when we use the phrase “Think broadly, but when implementing, focus on small tasks” or “Think Big, Act Small,” … this is a philosophy and the way I work. Those who work with me know I am very detail-oriented. The bigger [the responsibility], the more detailed [we must be]. When I was the Commander of the Royal Cambodian Army, I would say certain things — saying something wrong or right was not a big deal, but if a Prime Minister says just one wrong word, it becomes a misapplied order. Therefore, my assistants or my advisory team who prepare my speeches must be precise and accurate so that I do not read anything incorrectly. This means that small tasks must be clear and precise, which leads to the bigger success. Each of you going out to work is the same. Pay attention to this point. If I have an assistant who handles the details well for me, I trust that person and I am not exhausted. If I had to sit down and handle the details myself [because] the assistant who writes the documents did them poorly, and I lose trust and had to stay up until 2:00 AM fixing them myself, what is the point of having assistants?
(21) Assigning Tasks Must Focus on Small Details as Guidelines to Illuminate Actions
Therefore, to achieve success and assign successive tasks, we must focus on small tasks. I say this over and over because it is a guideline or a guiding lamp for my actions. I find that this helps me accomplish a lot of work. Those who work with me have also adopted this method and succeeded. For me as a leader, I have also worked for others [where] quality and attention to small details are crucial matters. Even when drafting [content], sometimes I have the team manage my official page, but some drafts are incorrect; if posted, it causes problems. They do not understand the concept, and using just one wrong word creates an issue. For example, the other day, in Cebu, the Philippines, I shook hands with Prime Minister Anutin Charnvirakul in a waiting area just to chat casually. When the posting came out, Thai newspapers slammed Anutin Charnvirakul, asking, “why did you go and secretly meet like that?”
I looked at my Page, and it said “informal discussion.” The team managing the Page wrote it incorrectly. They translated “Informal Meeting” as “secretly meeting.” I said, “Fix it! That’s not right.” This is why I say small tasks, especially at a political level, can create conflicts or major political reactions, particularly during this phase. I urge all of you to pay close attention and learn from this lesson. We graduated with our bachelor’s degrees because we worked hard from day one, from the first grade, completing every grade until we reached this point. If we had failed any single grade, we wouldn’t be here receiving our degrees. To pass each grade, we had to get through tests on projects, lessons, or certain coursework.
(22) “Success Takes a Long Time”
Secondly, “Success takes a long time,” and no one can simply hand it to you. For example, even though parents can help their children get a job or take over a business, no parents can hold their children’s hands to do the work every day. We had to work hard ourselves over the long term to build “trust” or credibility. This is influence. Parents can give authority, but if you lack the capability to wield that authority, you have no influence. This means you might be made a company director, but if you manage things messily, employees won’t respect you, the company incurs losses, and people stop respecting you […] For instance, graduating from South East Asia [University] with a bachelor’s or master’s degree, people might say, “Okay, you have a master’s degree, come work here,” but the struggle within that role requires scoring points all over again. Every task we receive is like an exam. If you do poorly, your score drops […] When the final summary is tallied up, you get an average score and compete against others.
(23) Some People Start Strong, But End Up Losing Momentum and Failing to Pay Close Attention to Their Work
If I were a leader, I would not assign tasks to anyone who causes me exhaustion — someone whom has been explained to go left, yet turned right and had to be monitored constantly […] Tasks are assigned starting from small steps; once those are done successfully, one moves up to another level. If tasks are assigned, but the outcome results in me sweating — such as having to rewrite a speech all over again until 2:00 AM — what is the point? So, what should we do? Trust requires accumulating points. People are different. I have managed and led people with PhDs, both from abroad and locally. Some start at an average level and grow to become strong — about 10%. Others start off very strong and good, but eventually, some begin to lose momentum. It is not a lack of capability, but over time, paying meticulous attention to small, individual tasks starts to fade because doing things repeatedly leads quality (negligence) to follow suit.
(24) Entering the Workforce, One Must Ensure the Endurance of a “Marathon” — Consistency and Reaching the Finish Line Matter Most
I believe that anyone who has managed people, looking at 10 or 5 people, may already know. That is where the difference lies. We will give opportunities to those who are always meticulous, handle fine and minute details, maintain sustainability, and expand. For students who have just graduated, when you enter the workforce — whether working for someone else or managing [a team] — please ensure the endurance of a “marathon,” not a 100-meter sprint. Running fast for 100 meters leaves you gasping. Jogging steadily lets you cover 3 kilometers. Ultimately, adding it up, the person who reaches 3 kilometers goes further than you. It is not about how fast you run at the beginning […] it is about running for a long time and who reaches the finish line first. Someone told me the other day that they ran a 40-kilometer marathon in just half an hour. When asked about it — they weren’t lying — they ran for only half an hour and then walked for the remaining 5 hours. They bolted out of the starting gate the fastest, but after half an hour, they were exhausted and walked for the next 5 hours. Running a marathon slowly, but steadily, is what counts.
(25) Success Takes Time, Patience, Facing Challenges, Creativity, and Never Giving Up
Sometimes, the closer you get to the finish line, the faster you go because you have accumulated [strength], and what matters is maintaining sustainability, skill, and growth. Do not run a marathon for half an hour and walk for five and a half hours. It is better to jog steadily for four hours. Finishing in four hours while jogging steadily is better. Success requires a long-term commitment and patience; it requires facing challenges, creativity, and never giving up. Sometimes a task can no longer be done that way. Even with your utmost effort, it still does not work, but we do not give up — we innovate ways to do it. Sometimes walking straight is the closest route, but if you cannot get through, it takes two steps around. This work, from small to big — from doing things personally to negotiating peace or a cease-fire — is sometimes all the same. Sometimes going straight down that path does not yield benefits for us, so we are willing to take a slightly longer detour through another path, but we never give up on wanting to achieve what we set out to accomplish.
(26) “If It Is Impossible, Make It Possible”
I have assigned certain tasks to some leaders and ministers to study a matter that everyone thought was impossible. Sometimes we must be creative. His Excellency Vong Pisen is here. On July 28, when the fighting had been going on for five days, when I went out to negotiate, almost 90% of my officials did not believe it would end at that time. When negotiating, I won’t reveal the key tricks. If we are not creative and just take a straight, rigid stance, it could not have ended that day. Those who attended the meeting with me know. How did we hook and connect things? Who participated? What did the negotiations require? What factors were involved? From small tasks to big tasks. Yesterday, meeting with Korean investors, I told them: “I love a doctrine of the South Korean Special Warfare Command, which is the slogan ‘Make Impossible Possible’ — meaning what cannot be done, make it happen.”
(27) “To Make It Possible, One Must Set a Clear Vision, Exercise Persistence, Patience, Never Give Up, and Be Creative”
This phrase has profound meaning. It means that in any mission where everyone else thinks it cannot be done, special forces are the ones who can pull it off. This requires, first, setting a clear vision. Second, having persistence, patience, and never giving up. And third, having creativity. Most large-scale special forces do not rely heavily on standard rulebooks. Their rule is creativity and using every trick in the book. If you go to a place of thieves, you learn the ways of thieves. To enter a thief’s den, you must know how to pick the lock. Sometimes when we speak of creativity, it doesn’t mean doing just anything — it still operates within ethical boundaries. Even special forces have rules of engagement.
However, creativity here involves utilizing what everyone else thinks is impossible. The other day, chatting with His Excellency Dith Tina and an advisor on the plane, I asked them to consider domestic fertilizer production, working with the private sector. As a small country with low purchasing power and a small volume, it is difficult to procure. I said, “Now, do not shake your head yet, and do not just say it cannot be done. You must ask how we can make it happen first, exhausting all possibilities.” I pointed out to them: the plane we are riding in weighs many tons, yet it is still able to fly.
(28) Book Smart and Street Smart Must Go Hand in Hand
According to the laws of physics, [an airplane] shouldn’t be able to fly due to gravity, but they made it fly because they engineered and innovated, allowing the plane we are riding in — weighing hundreds of tons — to take flight. Vision and goals must be pursued, but do not be rigid or trapped by formulas. Flexibility and dynamism are essential. Within the framework of execution, things should be smooth, yet we innovate. This does not mean going out to steal or rob; rather, it is within the framework of laws and rules. We innovate to accomplish our tasks without abandoning our destination.
Studying is just like that. What we learn is not just copying or pasting straight from a book — that is what we call Book Smart. Then there is being Street Smart. These two must go hand in hand. Use the foundation from books as a baseline to innovate and solve problems encountered in real-life work, but do not be rigidly bound by them. If you are a true scientist, for instance, solving a computer problem or an algorithm, there is probably a clear, precise formula. Even so, sometimes they find shortcuts from different angles. This is creativity and persistence (not giving up).
(29) “If a Task Is Assigned to an Assistant, I Hope S/he Can Creatively fulfils Quickly”
Back to the special forces, small teams can accomplish tasks with vision, perseverance, persistence, and creativity to fulfill their missions. If I assign a task to any assistant, I hope they can be creative and solve problems quickly. As I have mentioned before, when I was the Army Commander, I once tested assigning an urgent document task to three assistants at 4:30 PM. It was both a test and a genuine necessity: The first assistant said, “it’s 4:30, traffic is jammed, we won’t make it in time. Let’s ask for Monday.” The second assistant went, but when he arrived, the office was already closed. The third assistant called ahead first to say, “Please wait for me, I am on my way.” All three were in the same situation. One put obstacles in front and didn’t even go, waiting until Monday — a 48-hour delay. Another went and tried hard, but lacked creativity and forgot to call ahead, finding the place locked. But the last one was creative; he knew the problem and figured out how to get it done. The answer is simple: if you are a manager, which one would you choose?
(30) “Facing Real Obstacles, One Must Learn to Solve Them Further to Demonstrate Results”
For us, as task-executors, we must be creative and strive to solve problems. Do not put obstacles in front. This is the big key. For me, I have my own experiences — sometimes we still have shortcomings […] and I also learned a lot from my superiors in the past. I have learned a lot from some of the people who work for me. Sometimes they have methods. Overall, they say we learn from everyone about working methods and problem-solving methods — how to teach ten things so they know all ten, teach ten so they can do the work, and even know eleven beyond us. They come and tell us this way is best. Sometimes we secretly learn from them. Flexibility is creativity and confronting challenges, taking the foundation we learned from school and applying it to practical work. When encountering real obstacles, you must learn more and solve more to demonstrate results. Do not wait until you hold a high position to show your achievements. That is a huge mistake. [Do not have this mentality of ] “only when I become a Secretary of State will I show my achievements; otherwise, I won’t do anything. That I am educated to this level, how can you expect me to do photocopying?” It is not like that.
(31) “Do Not Be Picky About Work, Do It Well … Having a Degree Without Visible Proof, Superiors Do Not Yet Trust You”
There is a true story about one of our military officers who went to study abroad. Superiors planned to assign him to a major specialized role in the future, but they initially placed him as an assistant in that office to start. Right from the beginning, they had him do purely photocopying. He refused to do it, saying he should instead be sent back to drive a MIG fighter jet or herd an ox-cart. I want to say – do not be picky about work. Whatever you do, whenever you do it, do it well. Do not think that you must immediately be put in charge just because you hold a certain degree, or that you will only do specific tasks… You have a degree, but without visible proof, you haven’t yet earned the trust of your superiors, and they don’t even know what you are capable of. You might know how to write theories, but when it comes to solving immediate problems on the spot, you don’t know how because you only know formulas. Secondly, are you arrogant or not? Do you know how to demonstrate your achievements, or do you act superior over minor administrative tasks like photocopying? If we don’t work hard in these small roles, we will never have opportunity to show what we can do to those above us. I would like to emphasize this.
(32) “As a Leader, One Must Know How to Encourage Oneself and Subordinates”
Whether you are a manager at any level, it is all the same — there are still people above you. Even if you are the head of an institution or a company, do not wait for higher-ups to push you. Figure out how to make your work precise so that we can win against competitors. Do not wait until the high season to start. For example, in the tourism sector: work hard during both the low season and the high season, through green seasons and non-green seasons alike, to ensure consistent quality. If your performance goes up and down, your skill and capability fluctuate, and no one will trust you. Do not forget — no one is going to sit there and encourage you all the time. I once read […] a management books that felt so unfair – management books talk only about motivating subordinates, but no one talks about motivating the manager. There is no theoretical book that teaches how to motivate the boss. This means a leader must know how to motivate themselves and, at the same time, encourage their subordinates. This is the burden of leadership. Anyone who wants to become a leader must learn to drive and motivate themselves.
(33) “Do Not Work Just to Show Off to Others … If You Do Not Have Sufficient Capability, You Cannot Be Made a Team Leader”
I look at the officials around me. Some in the office ask if there is any work to do. If you look at the institutional roles and responsibilities, there is more than enough work to do. But sometimes we have a lot of free time and sit around feeling discouraged. When the boss doesn’t see us working, we become even more inactive, not knowing what to do, and end up doing even less. Everyone has their own issues to deal with. Sometimes we must adapt what we have and demonstrate our achievement s— not just waiting for the boss to be present to work, but producing results to fulfill the responsibilities entrusted to us. Use that as your core principle. Do not work just to show off to others […] Sometimes people put on a show; on the days the boss’s car is around, they pretend to train actively. Do not be like that. When a real battle happens, you are the one facing the bullets yourself; the boss won’t be there with you. The boss gives commands, but if you don’t rely on yourself, prepare for battle, and train, you will be in danger. If you do not have sufficient capability, you cannot be promoted to lead a team. This is a crucial factor.
(34) “Get It Done, Finish It, and Ensure Quality”
What I want to share regarding [today’s] graduation ceremony comes from work experience. My experience may not be vast, but I have worked for others — dating back to when I was abroad, working at the World Bank, working at a bank … as an employee and an assistant just like anyone else. Even back when I was a student, I was a teaching assistant for professors. They would assign tasks for me to do. One of my supervisors at the World Bank was from Nigeria. He gave me a task to complete in three days, but I finished it in just a day and a half. He asked, “Why are you done so fast?” I replied, “How could I not finish early when I worked until 4:00 AM, and then caught the train at 6:00 in the morning?” I wanted it done, finished, and of high quality. We pay close attention to ensure it gets completed. That is work. But when people are given more tasks, some think, “Don’t do too much; if you do too much, they’ll think you’re capable and you’ll just exhaust yourself.” That mindset is even worse.
(35) “Leaders Must Discipline Their Character, Pay Close Attention to Work, and Take Responsibility for Themselves, Their Subordinates, and Their Superiors”
If you want comfort and ease, do not aspire to be a leader. When you become a leader, you must take responsibility for yourself, for those under you, and for those above you. A leader works much harder and bears far more responsibility than anyone else. You must discipline your own character and strive for meticulous attention to detail. If we are meticulous, and our leadership is meticulous, we teach our subordinates to be meticulous as well; eventually, the work will follow suit. In some places, a lack of attention to detail creates massive repercussions. The other day, someone took a photo of something […] a billboard in front of the office or somewhere for “National Education Day”, but why was the letter “R” missing? No one checked. They didn’t review the work carefully. It went public with a spelling error — the letter “R” was left out, and it was printed through 3 to 4 stages of approvals. Every stage inspected it […] So ask yourself: will the boss ever trust the person who printed it or the person who checked it again in the future? No. The boss has had to look closely at these things […]
(36) “If One Knows Only One or Two Things, One Must Know Them for Sure”
This is the key to success in life, no matter what field you work in. If you are in agriculture, you must be meticulous — using the right fertilizer, ensuring quality for a good yield, figuring out details, competing, and reducing costs. If your work is as a translator, grasp things clearly and master them thoroughly. You don’t need to know everything; you may know one or two things, but know them for sure. I almost went hungry once because of a translator. At that time, it was a youth program in Vietnam organized by the hosts. They wanted to arrange a meal for us, but the location was a two-hour drive away, and they wanted to take us to see it. Thinking a two-hour drive wasn’t ideal, I said, “It’s fine, you don’t need to arrange food over there.” The translator translated it simply as “No need to arrange food.” We almost went hungry because people kept asking if the food had been prepared, and we had to piece things together.
I meant, “we aren’t going to eat two hours away; let’s eat right here.” We nearly missed our meal over just one missing word. That was a real incident during the youth program. Another time, during high-level leadership negotiations with His Excellency Vladimir Putin, another translation issue happened. His Excellency Hang Chuon Naron knows languages well. We were negotiating a matter that had dragged on for over 10 years. The Russian side stated that according to their laws, they could only compromise up to a certain point, so they asked us to find a way to resolve it so we could wrap it up while cooperating on other matters simultaneously.
However, the translator translated it as: “According to my country’s laws, if this issue is not resolved, we will not allow you to do anything else.” Between the youth program incident (almost going hungry) and this high-level state incident, a mistranslation is extremely serious. We thought the message conveyed by the translator was harsh and rigid — that “if this matter is not resolved first, Russian law forbids any further cooperation.” Fortunately, His Excellency Hang Chuon Naron intervened, saying, “That’s not how it’s translated. They said their laws only permit negotiations up to this point and cannot go any further, so they request Cambodia to seek a meeting to resolve this issue, while other areas of cooperation can still be expanded.” Just a small detail.
(37) “There Is No School That Teaches How to Build a Unit”
Knowing things clearly, explaining them accurately, and doing your work with absolute precision are your foundational strengths. On top of that, you must continuously learn what aligns with our goals, combining it with what you are tasked to study and learning from everyone and every environment. When I first entered the workforce […] my initial mission was to build an entire unit. At the very beginning, my assignment was simply to be an analyst — doing economic research, sitting in front of a computer, conducting research, and making forecasts alongside His Excellency Om Yentieng. He told me, “We have a force of 42 people and a base behind Pochentong (airport).” I asked, “What should I do?” – “Build a counter-terrorism unit,” he said. There is no school that teaches you how to build an organization. What did I do? By myself, I started pulling out paper, meeting with ministry officials, general command staff, and unit commanders […] learning how to design a structure: what components are needed (A 1, A 2, A 3), and what kind of personnel are required. That was step one.
(38) Organizing While Teaching Along the Way … The Counter-Terrorism Unit Has Survived Since 2008 to This Day
Secondly, the Counter-Terrorism Unit was a completely new structure. It involved a new, unconventional type of warfare where no one had prior experience. So, how should the force be organized? It is different from standard infantry. Infantry has heavy machine guns […] while counter-terrorism does not operate that way. How many personnel should be assigned? We had to study and research, working alongside friendly foreign partners. Starting with just 42 people to build a unit — where the force was used to just fighting and clashing, but now had to organize subordinate institutional branches […] we had to go request human resources from others, figure out who would handle personnel, who would handle finance. Did we have seasoned veterans? No, we had all newcomers. With whatever basic foundations we had, we had to learn more. We organized along the way and taught along the way […] On the handover day, many senior uncles and military officers did not believe this unit would survive even a single year. Yet, ultimately, this unit has survived from 2008 until now […] (with) about 3 or 4 buildings [n]belong to the military police] of His Excellency Sao Sokha. I had to learn to become a construction engineer myself. I stood alongside the construction workers building the barracks; after 3 months, I was sunburnt dark and lost weight.
(39) Having a Degree Is Not Enough — One Must Have “Visible Proof,” Which One Must Create and Learn on One’s Own
To achieve success, having just a degree is not enough; you must also have “visible proof”, which you must create and learn for yourself. If you do not open your mind to learn from everyone, seek help from others, and grasp onto things proactively, (we cannot accomplish this mission) […] I am speaking from my own experience. Even when superiors assign tasks and grant you authority, if it is done without effectiveness, it becomes difficult. I could have said, “I won’t do it, let someone else do it; call me only after it’s all built.” But no — I stood my ground and built it […] and now it has grown almost to the size of a division. We carried out equipping, training […] all by grasping the work and learning from everyone. I went to meet with friendly foreign partners. I ranked Lieutenant Colonel, while my friend’s side was a three-stripes but with skill and expertise on the subject matter. I asked them how to organize such operations and what their vision was. I didn’t think, “No, I am a Lieutenant Colonel, I can only speak to a one-star general.” I asked and learned because I wanted to strengthen myself. This is what I urge you all to do as you go out to seek success: do not just have a degree; you must have visible proof. And that visible proof is mostly something you must create and learn for yourself. Trust me — there is no textbook or class that teaches you […] how to become the commander of a counter-terrorism force starting with only 42 people. No one taught me that.
(40) Three Years of Facing Global Crises, Aggression, and International Law Negotiations … We Must Think Collectively and Apply the Right Skills
Did West Point teach how to organize or build a unit? No. We had to do it ourselves. Over these past three years, we have faced numerous crises—from global issues and various forms of aggressions to negotiations governed by international law […] no one taught us these things. Instead, we had to think and resolve matters collectively, apply the right skills, and grasp learning from others. If we lack capabilities locally or don’t know how, we seek external assistance to study, consult, and lead the work to overcome challenges. If you are an employee working for someone else, you are responsible for yourself, but do not forget that you are also responsible for the success of the entire organization. Responsibility isn’t reserved only for bosses. If an electrician fails to pay attention, causes a blackout here, or starts a building fire, it destroys the organization. If a cleaner fails to keep the restrooms spotless, can it ever be a 5-star hotel? Responsibility for oneself starts right here, and superiors will evaluate you based on it. At every single position you hold, please strengthen yourself.
(41) “Degrees Do Not Guarantee Success; It Takes Dynamic Work Attitude and Responsibility”
Degrees do not guarantee success; it takes a dynamic work attitude and responsibility. I remember His Excellency Mom Sam at the Army Headquarters saying, “Ice people: wherever you put them, they stay frozen stiff until they melt.” This means that even if someone graduates with a strong foundation, over time they fail to move, adapt, or progress. Gradually, they become hollow. So, to all of you, my nieces and nephews who are graduating […] I share this experience regarding mindset, because what you already possess within yourselves is knowledge, but what drives success is soft skills, specifically your mindset.
Once, five people graduated together and came to work with me: one held a PhD from France, one a PhD from America, one a Master’s from America, and one a Master’s from NUM (National University of Management in Cambodia). In the end, I assigned the key responsibility to the one with the Master’s from NUM. This is not to compare whether overseas universities are better or worse than local ones. Academic knowledge learned from developed countries certainly differs, but selection depends on a crucial secondary factor – work attitude. What I am talking about is attitude.
I chose the person with a Master’s degree over those with PhDs because this person had the attitude of wanting to learn, wanting to understand, and taking responsibility much faster. Those with PhDs are knowledgeable, but they tend to focus too narrowly on their specific expertise and lack general operational flexibility. Therefore, you utilize them for fixed, specialized tasks […] but for general management, I chose the other person because they were street-smart (“smart on the ground”) and adept at facing and solving practical challenges. We still utilize the others according to their respective expertise, but a degree alone does not guarantee success — it requires the vibrant, dynamic work attitude and responsibility that we truly desire.
(42) “Those Who Possess Knowledge in Their Minds But Do Not Express, Use, or Apply It Effectively — I Do Not Value Them”
What is the difference between having a PhD and not having one? First, the difference is that [someone with a PhD] had the opportunity to study and spent five years focusing on just one single topic, while hundreds of thousands of other topics went unexamined. On the other hand, someone without a PhD, but possessing a “PhD in life” (visible proof/practical competence), may not have had that same academic opportunity, but has gone through real-time problem-solving and uses that lived experience as their core foundation. My valuation focuses strictly on results. If you want trust, generate positive results, and you will earn that trust. Whatever PhD or credentials you hold […] that is your own business. But when you come to work for me, you must understand my mindset and deliver results for me. If you possess wealth [knowledge] in your mind but do not express it, do not use it, or use it ineffectively, I do not value you. I value those who perform at a certain level […] though compared to those who achieve high outcomes, high achievers will rightfully receive higher rewards. Don’t complain, “Why am I, with a PhD, placed below someone with a Master’s degree?“ I assign tasks to each person at the appropriate level corresponding to their capability.
(43) “Do Every Assigned Task Well, Whether Small or Large …”
I provide encouragement to those who have worked hard to study. They are not entirely without value, but regarding actual work results, I trust this [Master’s degree holder] more because they can execute tasks for me more accurately. If someone with a PhD is good at analysis, when analysis is needed, I assign them that work. They excel at analysis and research, but when it comes to practical execution and real-world outcomes, the person who [holds a Master’s degree delivers]. Therefore, utilizing people means deploying them to the right targets. What does it depend on? Each person must express their capability. Do not hide behind the excuse, “Wait until you make me the team leader, and then I’ll show my capability.” It doesn’t work that way. That is what I mean by focusing strictly on the work: do every single task you are given well, whether it is small or large.
Trust me, all the work we do — back when I was at the military academy being scolded and yelled at every day, did I endure it thinking I would become Prime Minister? Back then, every single day, I just hoped my superiors wouldn’t find fault with me, period. I just figured out how to do things right because we were being disciplined there. My roommate used to be angry with me […] Why? He was angry that I never told him that my father was the Prime Minister of Cambodia. It wasn’t until graduation day, when my father showed up with bodyguards and everything, that he found out. He asked, “Why didn’t you tell me?!” Well, did you ever ask what my father did? (Excuse the translation phrasing.)
(44) “… Tasks Were Not Assigned Because I Am the Prime Minister’s Son, But Based on Evaluation”
We never asked what each other’s fathers did either. I never told anyone what [my father] did either […] whether you told them or not, they disciplined you the exact same way. Just try your best to get things done right. Whatever we strive to do correctly, fulfilling our duties properly, finishing the tasks, and passing our classes — that is my experience. Only the school leadership knew; I didn’t let anyone else know because it wasn’t important. In the 1st year, I learned to manage myself first. In the 2nd year, they assigned me to be a team leader with one subordinate, where I had to strengthen myself, look after my subordinate well, and train them properly. In the 3rd year, they had me be a bit tougher, commanding 12 people. In the 4th year, I was promoted to be responsible for a sports battalion, taking charge of athletic plans for the entire battalion. So, whatever they assigned me to do, I did it and led it to success. Tasks were not assigned to me because I am the Prime Minister’s son; it was entirely based on evaluation. Every semester, there were military and athletic evaluations. Therefore, if we do not push ourselves, no one will make exceptions for us. I share this because I have been through it myself.
(45) “A Degree Combined with Visible Proof,” Focusing on Results, Setting Positive Directions, and Changing Mindsets
Some people say, “being the Prime Minister’s child has been easy since childhood. No matter whatever happens …” Those are the exact words I have experienced, but I overcame them. When I was in high school, some of my friends said, “Manet! You don’t even need to study to pass.” How could I overcome that? I had no choice but to study hard and excel so that the teachers could be our witnesses. At that time, we believed that every step I took — whether studying, working, serving as a teaching assistant, or acting as a military commander — had to be fulfilled completely. For the superiors assigning tasks, their expectations are the same: take your degree, combine it with “visible proof,” and make results your ultimate goals. To achieve results, you must try hard, set a positive direction, and change your mindset. If we are used to seeing everything as pitch black, we must turn it into white in order to try and make things happen […] It is not easy. Everyone faces difficulties; no one has it completely easy, though the nature of our challenges differs. You might face challenges with your studies or daily livelihoods, while a Prime Minister must face resolving territorial issues, the lives of citizens, the national economy, attracting investments, and reforms. The burdens differ, but they are still challenges nonetheless. It is true that I have many officials and resources to help me, yet I still bear the heavy responsibility of personal accountability. Therefore, no one has an easy path.
(46) “Continue One’s Efforts and Have ‘Ambition’ to Progress in a Positive Way”
The most important thing I think for you graduates is to keep pushing forward […] These are just a few thoughts on the habits of success. One key piece of advice I want to leave you with involves a word that, at first glance, often carries a negative connotation in Khmer, but when properly understood, is entirely correct: “to have ambition.” In Khmer, ambition is frequently associated with something negative, but in English, the word means the desire to improve oneself and grow — provided it is pursued in a positive way. You graduated today precisely because you had the ambition to earn a degree, which drove you to persevere and finish your studies. You have ambition when you want to enter the workforce and develop yourself […] when you secretly fall in love and have the ambition to go ask for her hand in marriage, or when you have one child and harbor the ambition to have five more. It is all about growth and moving upward, but moving upward in a positive way that strengthens yourself in alignment with the realities of the nation and your organization so that we can all thrive together. Do not have an ambition for personal advancement that involves tripping others or creating difficulties for the country’s environment. If that happens, everyone suffers together. Please avoid all such issues.
(47) “Be Humble” and Open-Minded to Others’ Ideas; Never Think You Know Everything or Are Always Right
The final point is humility, or what English speakers call “be humble.” This point is a matter of personal virtue and morality. You must take pride in yourself, but do not be overly arrogant. Pride is different from arrogance. Open your perspective to receive the ideas of others; never think that you know everything or are always right. You must be strong, but not stubborn. Keep an open mind to learn. If we are leaders running a meeting, do not do all the talking yourself. Pose problems, solve them together, let others raise their points, and then make the final decision to find a solution. In some places, people call a meeting, but once they arrive, the boss starts talking and no one dares to reply. Instead, if we ask for their opinions by saying, “now, how should we solve this issue? Which option is good and which is not? Please express your views so I can summarize at the end …” But if you come out saying, “I think we should take this option because of X and Y […] does anyone have any opinions different from that?” no one will dare speak up, especially in our Khmer culture where people generally avoid confrontation, particularly with their bosses. Therefore, open your mind widely and truly accept input to solve problems effectively.
(48) One of the Taboos for Learners or Even Ordinary People Alike Is Never to Look Down on Others
One of the strict taboos for learners and ordinary people—especially those with higher education — is never to look down on others. I have seen some PhD holders […] who immediately analyze things by declaring, “the government is stupid, the government is useless, they don’t know how to solve problems; only [they themselves] know how to solve them …” or claiming, “the frontline military commanders don’t know how to handle things, letting themselves get surrounded by barbed wire. If it were them leading, they would just shoot guns around wildly to make the enemy run.” His Excellency Yi Chhean knows this too […] there is a PhD holder with ten legs (two of his, four of the table and another four of his chair) living abroad who criticizes and curses (the Royal Government) every single day. Looking into his actual military experience, it turned out he was just carrying sacks of rice for soldiers. Based solely on the experience of carrying rice alongside soldiers back in the day, he claims to know better and asserts that flawed strategies are being used to handle military affairs. This is what we call arrogance. Analyze things all you like, but do not look down on others. Feel free to express your opinions. Let me conclude with the story of the PhD holders and the boatman. Yesterday, I met with brother Nhel Rotha, having lunch together during a break between the morning meetings. I had a meal with the Korean business delegation and then had another meeting in the evening. We met briefly during the day.
(49) The Story of the “Scholar and the Boatman” Appears in Chinese Literature and Several Other Literary Traditions
Before leaving for China, I was working on some reforms to help SMEs, and I saw [someone] analyzing and studying SMEs, FDIs, and investment attraction. I planned to meet him upon returning from China. But coincidentally, this Saturday […] because I like reading the writings of General Li Pu (pen name), which are written in a plain, simple style yet easy to understand — I’ve just come to appreciate this style of writing. He brought up the story of the “Scholars and the Boatman,” which exists in Chinese literature, in certain other literary traditions, and even — as I found out — was taught when my wife went to meditation. I didn’t even know that. To be frank, at the very end of his post, he included something about a scholar holding a microphone. I don’t know which scholar he was talking about. I thought perhaps he meant the ten-legs PhD abroad who is always cursing and criticizing, who used to carry sacks of rice for soldiers and now claims to understand military strategy better than actual combat commanders […] What I am saying is not directed at any specific person, and I don’t even know who it is. What I really want to get to is the philosophical meaning and perspective behind this story.
(50) The “Scholar and the Boatman” Teaches the Attitude of the Educated, Reminding Them Never to Look Down on Others
It educates us on the attitude and humility of educated people. No intellectual has the right to look down on or judge others. Even if someone has earned a PhD, they cannot judge others as inferior simply because they are just a boatman. If you only analyze things among yourselves — just the five people in the boat — nothing bad would come out. Nobody would jump out of the boat and leave you to swim alone? Yet, it all happened because having nothing to say, they – the scholars – cross-examined and attacked the boatman, who had paid no attention to them at all. Out of anger, the boatman jumped into the water and leave. The core concept I want to emphasize is the virtue and morality of intellectuals and scholars […] And I thought perhaps [the writer] was talking about someone who claims to know everything combined with someone who looks down on others, because those two traits —pretending to know everything and looking down on people — are absolute taboos for educated individuals and our citizens alike. Khmer morality does not allow for such behavior. That is all I will say regarding virtue and morality […] You can be knowledgeable, but always have respect and humility for others as well.
(51) Will Lead a Meeting to Dissect Several MMSME Issues After Synthesizing Public Feedback
Without the boatman, you cannot cross the river. Without someone who knows how to wire electricity — who might not even hold a bachelor’s degree in electrical engineering, yet wired the power so we can sit in this air-conditioned meeting today — we would all be fanning ourselves right now. Honestly, I might have even collapsed while speaking if it weren’t for the electrician. In fact, I met with (Nhel) Rotha to ask about (his studies on) FDIs and SMEs because I wanted to know exactly what the challenges are. I do not need to hear the good points. I already know them. The other day, I posted on social media calling for public feedback (on the matters). I thank everyone who participated and left comments. My assistants have collected and synthesized them to serve as input. I have assigned the task to His Excellency the Academician, in his capacity as Chairman of the Economic Policy Committee, to work alongside relevant ministries, institutions, and the private sector—since we are interconnected with SME associations — to find solutions. Perhaps I will need to lead a meeting myself to dissect and tackle some of these issues once the synthesis is complete. We truly need feedback from the people.
(52) “The Government Has Already Facilitated a Great Deal, But What Challenges Remain and How Do We Solve Them?”
I did not ask, “what are we doing well?” We acknowledge that we have already introduced and implemented many measures to facilitate investment and economic activity. But what remains as an outstanding problem that we can use as a baseline? I am asking about two specific things: “What is the problem, and how do we solve it?” We must let the citizens participate — regardless of their level of education. Whether someone is a prominent community leader, a tycoon or Oknha, or runs a small business like a noodle shop or a micro-enterprise, as long they deal with these realities, let them contribute to solving them. This is the way we solve problems.
We were discussing this topic when I took the opportunity to ask Rotha about it. As a matter of fact, we were talked about something else entirely. I asked him, “Do you know why I called you here?“ He replied, “I figured you’d probably bring this up, so I didn’t even prepare answers for your questions regarding SMEs and FDI” […] I am not saying his analysis was right or wrong; it is his right and his conclusion as an analyst. But I asked him: “As a fellow researcher, what indicators and data do you rely on to make your analytical assessments — especially when comparing the boatman and the scholars?”
(53) “The HDI Has Many Dimensions; Whichever Dimension You Choose, You Get the Result to Match That Dimension”
If we apply the wrong indicators, it means the result is wrong. For example: if the indicator is that whoever has studied the most, it must be the PhD holder. However, if you ask who is happier, it is not necessarily the PhD holder, because they might be stressed […] In Bhutan, they have this Gross National Happiness Index, which serves as their core policy. They even restrict excessive development or limit the number of tourists so as not to disrupt their social fabric. They are willing to develop more slowly if it means keeping their community united and loving one another.
I asked Rotha, and he explained that his analysis was based on the World Bank’s Human Development Index (HDI), which takes several points, adds them together, and gives a score. Therefore, I pointed out that summation has many dimensions: whichever dimensional indicator you choose, you get the result corresponding to that choice. However, his explanation and interpretation seemed too generalized […] We debated and questioned each other purely from an academic standpoint. I see that this matter has been further discussed and analyzed online. For my part, I think it’s time to bring these Facebook debates to a close.
(54) “Learn to Enjoy Life, Don’t Be Too Stressful … Don’t Analyze Things from Too Narrow a Perspective”
As for expressing opinions, I accept it. Rotha also accepted it and had no issues at all. I asked him, “How do you feel about this?” He said he was fine, and was happy that people took the topic to debate and discuss. I have seen perspectives from both sides as well […] I was simply talking about riding a boat. I didn’t even know that [the post] was specifically about Rotha. Some people claimed, “this is a suppression of a PhD holder’s freedom of expression.” And I thought, “Oh, goodness, here we go again.” All I wanted to do on Saturday was talk about riding a boat, discuss virtues, and somehow people connected it to all sorts of other things. Please don’t take things too heavily or personally. It causes too much stress. Sometimes you just had to learn to enjoy life and not stress out so much. I’ve been through it myself, and stress doesn’t change the reality — the problems remain just the same. Back when I was studying, I had a friend who always got A+. Right before major exams, while everyone else was studying until 1:00, 2:00, or 5:00 in the morning with their brains completely fried and overloaded by morning, that friend would go out and play shuttlecock. He would study ahead of time and then go play. So, sometimes don’t be too stressed, and do not analyze things from too narrow a perspective.
(55) Researchers Must Take Responsibility to “Violate no Law and Define Own Value”
I asked him, “so how are things going?” He replied, “Brother, I was startled. Some people called me to say, ‘Rotha, watch out! Pretty soon your career will be ruined and shut down.” I told him, “Brother, let me just clarify. I don’t know what others think, but as far as the government is concerned, you have nothing to worry about.” Why? First, his analysis was based on scientific data and indicators; he did not incite, agitate, or cause disorder. There was nothing illegal about it. Second, it was presented as his research finding. I merely asked him what specific basis he relied on to arrive at that conclusion. I told him: “As a researcher, you must take personal responsibility. First, do not break the law or cause chaos. Second, you are the one who defines your own value. If we position ourselves as research scholars but set unclear indicators and simply speak purely out of emotion, no one will listen to you.” The people watching and evaluating also include many intellectuals who know what’s what. If you set yourself up as an intellectual, you won’t even need anyone else to shut you down — if you keep speaking without sound reasoning, you will naturally lose your popularity and trust, and people will stop believing you. And if your speech steps on others and causes problems, you must take responsibility for it.
(56) As a Researcher, Adheres to Findings, Avoids Emotion-Driven Analysis, and Relies on Science
When expressing opinions, if others counter-argue, that is their right as well. Go ahead and do it. He had no issues with that either. In general, sometimes the person directly involved has no problem at all, while it is the outsiders who start over-analyzing everything into a mess, dragging things out into a back-and-forth confrontation. I say it’s time to bring this war of debates to an end. Let’s view the sharing of perspectives as mutual encouragement. As for expressing opinions, styles of speaking vary. Some people speak softly. Even my own father always says about me that I am always smiling when I speak. How could I not smile when speaking, when I take it after my mother. As for my father, the way he speaks is well-known to you all. I wouldn’t dare explain further — in fact, I’m going to have dinner at his house this evening. The rhetorical art of speaking and presenting arguments based on actual circumstances is fine to pursue, but as a researcher, you must strictly adhere to the principles of your findings, avoid emotion-driven analysis, and base your analysis purely on science.
(57) Honorary Doctorates Versus Academic Doctorates Both Contribute to Society and Share Capabilities
I also advised them to watch their choice of words and never look down on people. Do not use one or two arguments to make sweeping statements that affect others. As for titles like Oknha or Doctor, they exist in other countries too — for example, in Malaysia, they have titles Datuk, Tan Sri, and Professor, which are sometimes awarded as honorary distinctions. A doctorate represents knowledge or discoveries that benefit society. Bill Gates did not graduate from Harvard, yet he received an honorary doctorate from Harvard. This shows that a doctorate does not only mean sitting down to write a formal thesis through traditional academic study. There are two paths – Academic Doctorates, which come from formal scholarly research and studies. Honorary Doctorates, which recognize tangible results, societal contributions, or the sharing of capabilities that benefit the community. Both are considered forms of doctorates. Even for monks, once they leave the monkhood, they are referred to with titles like Antit (a man who had learnt in his monkhood) — even I was once an Antit myself […] Therefore, we must use clear and accurate evaluation indicators. If we are researchers, we must avoid sweeping generalizations and ensure our arguments are precise and well-founded.
(58) Stop Linking the “Scholar and the Boatman” to the Freedom of Expression of Intellectuals
That is why I ask to put an end to linking this to the freedom of expression of educated individuals. That is not the case at all; we strongly encourage expression. When looking into matters like SMEs, I do not just ask economists; I consult scholars at the Royal Academy, send teams to conduct direct field interviews at places like Toul Tom Pong Market and local shops, and gather input via Facebook. We warmly welcome and remain open to knowledgeable voices. As for the story of the scholar and the boatman, as far as I am concerned, let us consider it concluded right here. There was never any intention to target Mr. Nhel Rotha, as I didn’t even know who he was beforehand. The core message is entirely about virtue, attitude, human ethics, and the responsibility of the educated. This theme didn’t just originate with General Li Pu (pen name) either; it exists in Chinese literature and various other literary traditions. It is a universal human dynamic found across all societies, which is why people are educated to practice humility — encapsulated by the traditional Khmer proverb: “A hollow stalk of rice stands tall, while a heavy, grain-filled head bows low.”
(59) “Never Stop Learning to Achieve Success” — Learn Soft Skills to Motivate Yourself and Others
Learning never ends. We must keep learning to achieve success. Whenever some people hear the word “success,” they tend to laugh, perhaps because it used to be associated with certain “success gurus.” But this isn’t unique to Cambodia; success coaches everywhere primarily teach soft skills. In any country, soft skills are in huge demand—even top CEOs take courses in them. You learn these skills to understand how to drive and motivate yourself, and in turn, how to motivate others. You may already have knowledge inside you, but sometimes you need the right keys to push forward — to push yourself.
That is the difference between an employee who clocks out right at 4:00 PM complaining of exhaustion, and someone who works until midnight without feeling drained. That is where the difference lies: when faced with the exact same obstacles, one person gives up within 48 hours while another innovates and adapts. These small nuances make up the attitude of success. So, let us bring this to a close — both the story of the scholars and the boatman, and our celebration today, as I seem to be running over time and working up a sweat. I won’t go into details about education policies, but rather leave you with these few insights and reflections to share with everyone here […]./.