Pope who? Election of first US pontiff stuns St. Peter's crowd
VATICAN CITY: When Cardinal Dominique Mambertì appeared on the central balcony of St. Peter's Basilica and uttered the fateful Latin phrase "Habemus Papam" (We have a pope), more than a hundred thousand people cheered.
When he read out the new pope's name in Latin - Robertum Franciscum Prevost (Robert Francis Prevost) - the crowd fell silent. Many had no clue that the first US pope in the history of the 2,000-year Church had just been elected.
In some cases, it was reporters who told people in the crowd who the new pope was.
"I had absolutely no idea who he was. I was hoping for an African pope so more parts of the world would be represented," said Veronica Genovese, a Roman.
"I came here from work. I was expecting an Italian. I don't know who he is," said Federica Bonomi, another Rome resident.
The initial reaction was similar to when Cardinal Karol Wojtyla of Poland was elected the first non-Italian pope in 455 years in 1978. Because of the difficulty even the cardinal who announced the name had in pronouncing Polish many in the crowd 47 years ago thought an African had been elected.
The crowd on Thursday quickly warmed to the new pope when he appeared on the balcony. He delivered his first address as pontiff in fluent Italian and Spanish, mentioning his former diocese of Chiclayo, Peru. He did not say anything in English or mention the country of his birth.
AMERICANS IN CROWD THRILLED
Still, Americans in the crowd of more than 100,000 were ecstatic.
"I'm just thrilled. I hope this can bring to America a more loving community. I think there's a lot of hate in America, there's a lot of racism. I have experienced it. It's very sad," said Lailah Brown, 28, an African American from Seattle, who was on a religious pilgrimage with her sister.
Brown said she hoped the new pope could encourage more Americans to follow Jesus' example. "I hope America does not embarrass the pope. America does very embarrassing things that go against the Bible and I'm just hoping that we can start living more biblically and love others not based on who they love or their skin colour but because they are our neighbours," she said.
An American woman from Long Island in New York, who gave only her first name, Geena, said she hoped the new pope would help bring unity to the United States and the world.
Among the most pleasantly shocked Americans in the square were two foreign exchange students in Italy - Mackenzie Coy, 20, and Ella Buchanan, 19. They and the pope share the same hometown.
"Some very lovely young lady came up to us to shake our hands and told us he was from America. 'Il papa è Americano!' (the pope is American) she told us," Coy said.
"Some said he was from Canada, and some said he was from Peru," she said, mentioning the South American country where Prevost spent nearly two decades.
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Beyond spotting issues, the act of walking the fields demonstrates leadership and sets an example for the workforce. When planters personally engage in the physical aspects of plantation management, it reinforces a culture of accountability and attentiveness. There is also the imperative to practice the human-side aspects of plantation. Workers see the commitment of their leaders, fostering teamwork and encouraging the same level of diligence across the operation. In the context of modern plantation management, walking the fields is also an act of stewardship. It reflects a commitment to best management practices. The planter's presence on the ground upholds the integrity of the operation. The walking bridges the gap between technology and traditional expertise. It embodies the essence of responsible and responsive plantation management – one that values both innovation and the irreplaceable human touch. Legacy of the Planters The planter – whether hacking through jungles in the 1940s or navigating spreadsheets today – has always embodied resilience and ingenuity. From the rugged pioneers of old to today's strategic estate managers, planters have shaped the agricultural landscapes of their time, leaving legacies that go far beyond crops and profits. In the past, planters weren't highly paid, but they enjoyed a lifestyle of comfort and purpose. Their days were spent in the field, managing workers and solving challenges hands-on. Though rewards were modest financially, the lifestyle offered a sense of freedom, camaraderie and pride. Planter books that inspire For a glimpse into that world, Mahbob Abdullah's Planter's Tales and Planter Upriver are essential reads. His stories – from Perak, Sabah to Africa and the Solomon Islands – brim with warmth, wit and deep respect for the land and people. Likewise, the Malaysian Estate Owners Association's (MEOA) Uncle Boon Remembers, the memoir of the late Datuk Boon Weng Siew, its longest-serving President, traces not only his life but the evolution of the plantation industry itself in Malaysia. Today, the role has grown more complex. Modern estate managers are executive-level leaders, responsible for vast assets in millions of ringgits, environmental standards and the well-being of diverse teams. As the industry looks forward, it must rediscover the heart of the planter's role – not just as a job, but as a vocation driven by purpose, skill and love for the land – and be rewarded accordingly. New Talent for Succession Attracting and retaining talent is arguably the most urgent and existential challenge facing the plantation industry today. The question is stark: Will bright, capable young professionals choose to build a career in a sector increasingly perceived as environmentally destructive, socially outdated and logistically burdensome? The realities are sobering. Remote postings, poor access to quality education for children, frequent relocations, and limited opportunities for dual-income families are just a few of the hurdles that deter top-tier talent. Add to that the industry's poor public perception, and it becomes clear why few graduates or professionals see plantations as a desirable career path. Unless we offer more than just a job – unless we offer a dignified, rewarding, and forward-looking career – the industry will continue to struggle. This must begin with competitive, equitable compensation that reflects the real demands of the job. Underpaying planters not only demoralises them – it directly undermines the industry's future. As the saying goes: 'If you pay peanuts, you get monkeys.' But remuneration alone isn't enough. Companies must be willing to confront and address the deeper structural and lifestyle challenges that deter long-term commitment to the plantation sector. This includes providing modern, family-friendly housing to make estate life more livable, ensuring access to quality schooling for employees' children, and offering support for spousal employment to ease the burden on dual-income families. In addition, clear and transparent career development pathways must be established so employees can see a future in the industry, complemented by strong mentorship and leadership grooming programmes that nurture their potential and prepare them for roles of greater responsibility. Robust cadetship training schemes must be reintroduced or strengthened to give young professionals hands-on exposure, while also systematically correcting any long-standing disparities between field-based staff and headquarters personnel. We need to send a clear message: estate roles are not second-class careers – they are the frontline of the industry. Equally urgent is a transformation in workplace culture. For far too long, hierarchical, command-and-control systems have stifled innovation. The 'ikut perintah sahaja' mindset – just follow orders – remains entrenched in many estates. This culture suppresses initiatives and drains the vitality of even the most capable managers. If we are serious about succession and sustainability, we must start treating young talent as potential leaders – not just functionaries. Let them take responsibility. Let them try, fail, learn and rise. Create space for experimentation and reward performance with visibility and growth. The plantation industry needs to rediscover its 'why'. Why should someone commit 30+ years of their life to this field? If we can answer that compellingly – with purpose, opportunity and respect -we stand a chance of drawing in a new generation of leaders. Otherwise, the risk extends far beyond a talent shortage – it becomes a leadership vacuum. A void that, once formed, may take decades to rebuild. Much like The Last of the Mohicans, we risk witnessing the slow disappearance of seasoned, purpose-driven leaders with the knowledge, vision and resilience to guide the next generation. The warning is stark: act decisively now, or face a future where there is no one left to pass the baton to. Nurturing the Planters of Tomorrow There are varied perspectives on the passion and calibre of today's planters – from seasoned veterans with old-school values to the younger generation of talent stepping into the field, and the board and corporate leaders with their strategic outlook. While opinions may differ, what truly matters is fostering open, respectful and spirited dialogue. But beyond just differing views, we must ask a deeper question: 'How do we nurture and shape the talent of planters today and into the future to ensure the vitality and resilience of this profession for the next 50 to 100 years?' We need to improve how to navigate this generational transition and also manage the intergenerational shift. This isn't about clinging to nostalgia or blindly embracing modernity. It's about intentional, thoughtful leadership, blending the hard-earned wisdom of experience with the fresh energy of youth and the power of emerging technologies. It calls for more than passive observation; it demands mentorship, structure and a shared vision. We must take a moment – no, a renewed urgency! – to engage with the realities facing today's and tomorrow's planters. We owe it to the industry that shaped the nation, our lives and careers not just to reflect, but to act. Let's leave behind more than memories. Let's leave a legacy worth inheriting.
