WITH PAIN AND PASSION AS OPPOSED TO POWER AND EGO

[muslim brother]

there is a dire need for emotional intelligence today like never before
for more self awareness and empathy,not just sympathy
we must have a passion for our responsibilities with the appropriate energy and charisma needed
with a vision and sense of purpose against all odds.ie courage


we also need to focus with a keen sense of urgency..ie survival mode
and we must delegate talent and build upon individuals strengths not just fix weaknesses


we should have the wisdom to choose our challenges and not all or every adversary or battle
we must also do the right things and not necessarily more things
and learn to develop ,adapt and read the situation constantly


at the moment it appears we have inappropriate strategies
loss of relevance in ideas
lack of competent leadership
and our so called experts are inadequete..

more later inshallah

[muslim brother]

alhamdulillah
while the fundamentals always remain the same
new challenges and un precedented situations needs transformative and adaptive individuals to volunteer their services.
the old guard must allow and encourage future caretakers and khaadims
ultimately Allah taala will bring the right individuals,in the correct place,at the proper time.
may Allah taala use us all for the protection and propagation of the deen for Allah taalas pleasure only.

failure to adapt
failure to prepare
failure to deal with...
these are not options anymore

in plain english we need new,capable and effective leasership

[muslim brother]

Al-Ghazali’s Advice to Kings/leaders/management
On good conduct

Al-Ghazali places the burden of establishing the right model of conduct squarely on the shoulders of the king. In other words, management’s example will either create an exceptional organization or a corrupt one. In the Nasihat he tells us, “If a king is upright… his officials will be upright, but if he is dishonest, negligent, and comfort-seeking… officers implementing his policies will soon become slothful and corrupt.”

On accessibility

Al-Ghazali begins this section by citing a saying known to Arabs: Nothing is more damaging… and more prejudicial and sinister for the king than royal inaccessibility and seclusion. In other words, leaders who are not open and accessible to their subjects put a strangle hold on open communication throughout an organization. Whether a company adopts a flat or tiered corporate structure the line of communication to leadership should be known and continually tested to make sure that leadership is engaged with the organization as a whole and that there are no bottlenecks along the line.

In addition to being important for understanding the strengths and weaknesses of an organization a good leader will also realize that it’s important to keep abreast of any information which would affect his/her leadership/management of the company.

On Trustworthiness and self-denial

On appointing deputies

We all know that a good management team is a fundamental element to a businesses success. Good leaders surround themselves with experts and leaders who can be delegated responsibilities and come back with results. Likewise, al-Ghazali wrote of deputies in the context of ministerial posts at the Sultan’s court. He likened the minister of a ruler to the companions of the Prophet (s). To support his case for securing good ministers he wrote that even the Prophet (s) was commanded to consult the learned and wise among his companions.

“And consult them in affairs. Then when you have taken a decision put your trust in God.” (Qur’an 3:159)
Prophets of old even asked God to appoint a deputy for them as in the case of Moses (see Qur’an 20:29-32).

Drawing lessons from the Nasihat
The wisdom shared by Imam al-Ghazali is useful in a variety of leadership and management applications. But when taking lessons from Imam al-Ghazali’s work it’s important to keep in mind that he wrote the Nasihat for the kings and sultans of his day. Many of these rulers were given the Nasihat (sincere advice) because they had or were transgressing the bounds of sound leadership.

Imam al-Ghazali wrote the Nasihat based on the guidance of the Prophet Muhammad (s) who taught that “the religion is sincere advice”. So al-Ghazali linked his advice to a duty taught to all Muslims by the Prophet (s) himself.

In addition, the fact that al-Ghazali linked his theories of political leadership to theology should be considered. In other words, good rulership and leadership were sacred duties for al-Ghazali – performing them well brought God’s pleasure while doing otherwise brought His ire.

Extending this into a business paradigm requires managers and business professionals to first hold themselves accountable for their conduct. In fact, managers are to hold themselves accountable to themselves and their teams. Whether it’s how one conducts him/herself, how accessible they are, or how they build their teams.

Imam al-Ghazali’s advice is useful for anyone in a leadership position.

[M.I.A.]

i dont control the staff.. the staff controls me lol.

not worthy.

all praise is due to allah swt alone and without partner.

part of me would think it lack of respect but its a young staff.

spend most the time trying not to hit myself in the head with it lol.

[muslim brother]

sometimes you have to pull rank

by some life event or something about yourself which "wakes up" or over awes people..not for pride but to maintain order

eg,there is a reason badri sahabah had that title