Islamic Management

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SESSION I:

BUILDING DYNAMIC ORGANISATION THROUGH

AR RASHIDEEN MANAGEMENT APPROACH

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ASSOCIATE PROF DR SHARIFAH HAYAATI BT SYED ISMAIL

DEPARTMENT OF ISLAMIC POLITICAL SCIENCE,

ACADEMY OF ISLAMIC STUDIES

UNIVERSITY OF MALAYA

KUALA LUMPUR

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WHAT IS IN THIS TOPIC?

Dynamic Organisation

Ar-RashideenManagement Approach

How to start & practice?

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DYNAMIC ORGANISATION

1.Capable of changing or being changed;

• not static

2.Characterized or distinguished by continuous change or vigorous activity.

• high effectiveness, energy, or force.

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DYNAMIC ORGANISATION

dynamic capability is the capability of an organization to adapt adequately to changes that can

have an impact on its functioning.

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WHY AR-RASHIDEEN

MANAGEMENT

APPROACH?

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WHY AR-RASHIDEEN MANAGEMENT APPROACH?

• One of the 99 beautiful names of Allah SWT

• The Director and Appointer to the Right Path/WayAR-RASHID

• To being directed aright

• To adopt the right path with certainty of the intended outcome

• Rightly Guided

• Great Wisdom

RASHID

• A director to the right pathMURSHID

• The Rashidun Caliphs (meaning "Rightly Guided", "Righteously Guided", "Righteous" Caliphs)

• Prophet had said, "They are the people of Heaven" - Ali, Uthman, Abdul Rahman, Sa'ad, Al-Zubayr and Talha

KHULAFA’ AL-RASHIDEEN

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AR-RASHIDEEN ; PERSONS TO PARADISE

Narrated Sa'id ibn Zayd

AbdurRahman ibn al-Akhnas said that when he was in the mosque, a man

mentioned Ali (may Allah be pleased with him). So Sa'id ibn Zayd got up

and said: I bear witness to the Apostle of Allah (peace be upon him) that I

heard him say: Ten persons will go to Paradise: The Prophet (peace be

upon him) will go to Paradise, Abu Bakr will go to Paradise, Umar will go

to Paradise, Uthman will go to Paradise, Ali will go to

Paradise, Talhah will go to Paradise: az-Zubayr ibn al-Awwam will go to

paradise, Sa'd ibn Malik will go to Paradise, and Abdur Rahman ibn

Awf will go to Paradise, and (Abu Ubaidah?). If I wish, I can mention the

tenth. The People asked: Who is he: So he kept silence. They again

asked: Who is he: He replied: He is Sa'id ibn Zayd.[Collected by Abu

Dawood, Sunan Abu Dawood]

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AR-RASHIDEEN; SOURCE OF UNDERSTANDING

AL-QURAN 2: 186

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According to Imam ibn Kathir this verse

gives a hint that ,

•A prayer (du'a) made at the completion of

a fast is accepted;

• By saying inni qarib (I am near) in this

verse, it has been hinted that prayer

should be made slowly and quietly; to raise

voice while praying is not desirable.

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According to Ibn Kathir background in

which this verse was revealed is when

a visitor from a village asked the Holy

Prophet Sallallahu 'Alayhi Wasallam:

Peace be upon him: "Tell me if our Lord

is near us, then, we shall pray in a

lowered voice; and if He is far, we shall

call Him with raised

voices." Thereupon, this verse was

revealed.

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WHAT CAN WE LEARN?

ALLA

H T

HE

ON

LY

&

BE

ST

GU

IDE

R

Enhance Our Belief

ALLA

H T

HE

MO

ST

K

NO

WIN

G

Practice `Amal

Solihah

ALLA

H T

HE

MO

ST

LIS

TE

NE

R

Raise Hand for al-Du`a

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THESE CHARACTERISTICS ARE

POTRAYED IN THE LIVES OF

KHULAFA’ AR-RASHIDEEN

ABU BAKAR AL-SIDDIQ

UMAR BIN AL-KHATTAB

UTHMAN BIN `AFFAN

ALI BIN ABI TALIB

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BEST PRACTICE OF CALIPH ABU BAKR AL-

SIDDIQ(ra) (632-634)

GOOD LEADERSHIP

• I have been given authority over you, but I am not the best of you. If I do well, help me; and if I do wrong, set me right. Sincere regard for truth is loyalty, and disregard for truth is treachery. The weak amongst you shall be strong with me until I have secured his rights, if Allah will; and the strong amongst you shall be weak with me until I have wrested from him the rights of others, if Allah will.

DETERMINATION ON ISLAMIC PRACTICE

• Abu Bakr (ra) exterminated apostasy, and crushed insurgency against the payment of Zakat by some Arab tribes.

• Collect and preserve the texts of the Qur’an

WEALTHY & GENEROUS

• As a wealthy merchant, he spent all his abundance to spread the moral teachings of Islam. For this reason, the Prophet (saas) said of him, “In the giving up of his wealth, Abu Bakr is most notable. What a good friend he is! We are joined by the love and brotherhood of Islam.” (Sahih Bukhari, TirmidhiHadiths)

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BEST PRACTICE OF CALIPH UMAR BIN AL-

KHATTAB (634-644)

Devotion to the moral teachings of the Qur’an.

Social justice reigned everywhere.

Innovations occurred in the time of Umar (ra).

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INNOVATIONS OF UMAR IBN AL-KHATTAB

Established public treasury: Bait-ul-Mal

Established courts of justice and

appointed judges

Proposed and enforced use of the

era of Hijra.

Established Land Revenue Department, ordered survey and assessment of lands and also ordered conducting census. This required maintenance of the land revenue

records in Persian, Syriac and Coptic languages.

Made rounds at night to gauge and evaluate the condition of

the people.

Established a procedure to giving salaries from the public

treasury to Imams and Muazzins.

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BEST PRACTICE OF CALIPH USMAN (ra) (644-656)

Truthfulness and integrity.

• Increase in the wealth of Muslims and their greater prosperity compared with their lives in the past.

Generosity

• He came to be known as 'Ghani' meaning 'Generous.'

• He spent a great portion of his wealth for the welfare of the Muslims, for charity and for equipping the Muslim armies.

Compilation of a complete and authoritative text of the Qur'an.

• A large number of copies of this text were made and distributed all over the Muslim world.

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BEST PRACTICE OF CALIPH ALI (ra) (656-661)

Courage & Wisdom

• Ali (ra) was one of the greatest scholars in the Islamic community.

Emphasize on Education

• established schools for the education of Muslims

Fair judgment

• Ali has said: the Prophet (s.a.w) has sent me to Yemen as a judge. The Prophet (s.a.w) prayed for me and said “If two adversaries approach you (for fair judgment) and you hear the claim of one, do not judge until you have heard from the other, for this is to decide the case” (Al-Baihaqi n.d.vol.10 Kitab A’dab al-Qadhi).

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HOW TO START

AR-RASHIDEEN

MANAGEMENT

APPROACH?

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SEEK KNOWLEDGE

• من يرد هللا به ":وسلم قال رسول هللا صلى هللا عليه:وعن معاوية رضي هللا عنه قال

)متفق عليه("خيرا يفقه في الدين

• Mu'awiyah (May Allah be pleased with him) reported:

• The Messenger of Allah said, "When Allah wishes good for

someone, He bestows upon him the understanding of Deen."

[Al-Bukhari and Muslim,Hadith 1376].

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ك طريقا ومن سل":وعن أبي هريرة رضي هللا عنه أن رسول هللا صلى هللا عليه وسلم قال

).رواه مسلم("يلتمس فيه علما سهل هللا له به طريقا إلى الجنةAbu Hurairah (May Allah be pleased with him) reported:

The Messenger of Allah ( ) ملسو هيلع هللا ىلص said, "Allah makes the way to Jannah easy for him who treads the path in

search of knowledge.“ [Muslim,Hadith 1381]

ن إذا مات ابن آدم انقطع عمله إال م":قال رسول هللا صلى هللا عليه وسلم :وعنه قال

.))رواه مسلم(("صدقة جارية ،أو علم ينتفع به، أو ولد صالح يدعو له:ثالث

Abu Hurairah (May Allah be pleased with him) reported:

The Messenger of Allah ( ) ملسو هيلع هللا ىلص said, "When a man dies, his deeds come to an end except for three things:

Sadaqah Jariyah (ceaseless charity); a knowledge which is beneficial, or a virtuous descendant who prays

for him (for the deceased)."[Muslim, hadith 1383].

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HOW TO PRACTICE

AR-RASHIDEEN

MANAGEMENT

APPROACH?

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• LEARN

• RELEARN

• DU`A

• SABR

• TAWAKKAL

• AMAL

• ADAB

• AKHLAK

• TAQWA

• IHSAN

AR-RASHIDEEN MANAGEMENT

APPROACH

AR-RASHIDEEN MANAGEMENT

APPROACH

AR-RASHIDEEN MANAGEMENT

APPROACH

AR-RASHIDEEN MANAGEMENT

APPROACH

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SEEK GUIDANCE (DU`A )

• يني سواء السبيل عسى رب ي أن يهد

“It may be that my Lord guides me to the right way.” (Ayah No. 22, Surah Al-Qasas,

Chapter No. 28, Holy Qur’an).

• Significance of this dua: When Musa (AS) was told that how

Firaun and his chiefs were conspiring against him, he left Egypt on

his own. When he went towards Madyan, he took a smooth and

easy route, and he rejoiced because of that. Then he said these

words. And Allah indeed guided him to the straight path (in this

world as well as Hereafter).

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SESSION II:

ISLAMIC VALUES, ETHICS AND ACCOUNTABILITY FOR

GOOD GOVERNANCE IN THE ORGANISATION

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ASSOCIATE PROF DR SHARIFAH HAYAATI BT SYED ISMAIL

DEPARTMENT OF ISLAMIC POLITICAL SCIENCE,

ACADEMY OF ISLAMIC STUDIES

UNIVERSITY OF MALAYA

KUALA LUMPUR

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WHAT IS IN THIS TOPIC?

ISLAMIC VALUES

ETHICS

ACCOUNTABILITY

GOOD GOVERNANCE

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ISLAMIC VALUES-AKHLAQ

Imam al-Ghazzali

• VALUES EMBEDDED IN ONE’S SOUL WHICH PRODUCE GOOD PRACTICES SPONTENOUSLY.

Ibn. Manzur

• GOOD PRACTICES FROM A REFLECTION OF ONE’S GOOD VALUES.

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4 CORE VALUES OF AKHLAK ACCORDING TO

AL-GHAZZALI

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ISLAMIC VALUES-AKHLAQ

الدين هو حسن الخلق

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ETHICS

• Not only what is legal But what is right

• Everyone doing the right thing – the

government, your boss, your fellow

workers, the public, yourself and your

family.

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GOOD GOVERNANCE

GOOD GOVERNANCE

PUBLIC SECTOR

PRIVATE SECTOR

CIVIL SOCIETY

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HOLISTIC ISLAMIC WORK ETHICS

MY WORK IS MY

NI’MAH

MY WORK IS MY

AMANAH

MY WORK IS MY

IBADAH

MY WORK IS MY

JARIAH

MY WORK IS MY

FITNAH

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RULES FOR H.I.W.E

AT ANY TIME

AT ANY PLACE

WITH ANYONE

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STRENGTH AND TRUSTWORTHINESS

• “One of the women said, "O my father, hire

him. Indeed, the best one you can hire is the

strong and the trustworthy” (Al-Qasas: 26)

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• Capability in knowledge

• Experience

• Specialization

• Personal abilities

• Potential character

strength

• Fear of Allah

• Awareness of Allah’s presence at anytime & place

• Responsivenesstrustworthiness

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RIGHTEOUSNESS

“Whoever does righteousness, whether male

or female, while he is a believer - We will surely

cause him to live a good life, and We will surely

give them their reward [in the Hereafter]

according to the best of what they used to do”

(An-Nahl:97)

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SAYINGS OF UMAR IBN AL-KHATTAB

Umar ibn Al-Khattab always had a sound opinion.

Some of his wise sayings are quoted here:

The wisest man is he who can account for his

actions.

Do not put off today’s work till tomorrow.

He who does not know evil will fall into it.

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ال يغي ر ما بقوم ح تى يغي روا ما إن الل

“…بأنفسهم “Verily! Allah will not change the condition of a people as

long as they do not change their state (of goodness)

themselves…”

(Ayah No. 11, Surah Ar-Ra’d, Chapter No. 13, Holy

Qur’an).

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AKHLAQ , ETHICS &

ACCOUNTABILITY MEANS…

ORGANIZING YOUR WORK…

ORGANIZE YOUR PEOPLE…ORGANIZE YOUR ENVIRONMENT…

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SESSION III:

IMPLEMENTING THE ISLAMIC-BASED MANAGEMENT

PRACTICES – CHALLENGES FOR ORGANISATIONS

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DR AZMAN BIN HUSSIN

Director/Chairman

eNCoral Board of Directors

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LEADERSHIP IN ACTIONAn Accelerated Learning Workshop

Module 1 : Leadership and What Leaders Do

Facilitated By :

Dr. Azman Hussin

azman@nc.com.my

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MODULE CONTENTS

Review some models on leadership

Defining leadership

Understanding the essential roles of leaders

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MANAGERS AND LEADERS

Managers do? Leaders do?

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MANAGERS AND LEADERS

Managers focus on Leadership focuses on

Goals & objectives Vision

Telling how and when Selling what and why

Shorter range Longer range

Organization & structure People

Autocracy Democracy

Restraining Enabling

Maintaining Developing

Conforming Challenging

Imitating Originating

Administrating Innovating

Directing and controlling Inspiring Trust

Procedures Policy

Risk avoidance Risk opportunity

Good managers do the things right Good leadership does the right thing

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SUMMARY OF LEADERSHIP ATTRIBUTE

FRAMEWORKS

SET DIRECTION

(vision, future)

DEMONSTRATE PERSONAL CHARACTER

(habits, integrity, trust, analytical thinking)

MOBILIZE INDIVIDUAL COMMITMENT

(engage others, share power)

ENABLE ORGANIZATIONAL CAPABILITY

(build teams, manage change)

Results Based Leadership - Dave Ulrich, Jack Zenger, Norm Smallwood

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TEN QUICK TAKES ON LEADERSHIP

Developing the Leader Within You - John C. Maxwell

Definition of Leadership INFLUENCE

Key to Leadership PRIORITIES

Most Important Ingredient of Leadership INTEGRITY

Ultimate Test of Leadership CREATING POSITIVE CHANGE

Quickest Way to Gain Leadership PROBLEM SOLVING

Extra Plus in Leadership ATTITUDE

Developing The Leader’s Most Important Asset PEOPLE

Indispensable Quality of Leadership VISION

Price Tag of Leadership SELF-DISCIPLINE

Most Important Lesson of Leadership STAFF DEVELOPMENT

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10 TRUTHS ABOUT LEADERSHIP

1. You Make A Difference

2. Credibility Is The Foundation Of Leadership

3. Values Drive Commitment.

4. Focusing On The Future Sets Leaders Apart

5. You Can’t Do It Alone

6. Trust Rules

7. Challenge Is The Crucible For Greatness

8. Either Lead By Example Or Don’t Lead At All

9. The Best Leaders Are The Best Learners

10. Leadership Is An Affair Of The Heart

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5 LEADERSHIP PRACTICES AND

10 LEADERSHIP TRUTHS

1. Model the Way

2. Inspire a Shared Vision

3. Challenge the Process

4. Enable Others to Act

5. Encourage the Heart

1. You Make A Difference

2. Credibility Is The Foundation Of

Leadership

3. Values Drive Commitment.

4. Focusing On The Future Sets Leaders

Apart

5. You Can’t Do It Alone

6. Trust Rules

7. Challenge Is The Crucible For

Greatness

8. Either Lead By Example Or Don’t Lead

At All

9. The Best Leaders Are The Best Learners

10. Leadership Is An Affair Of The Heart

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LEADERS’ SEVEN ESSENTIAL BEHAVIORS

1. Know your people and your business

– Track performance and coach.

2. Insist on realism

– Get feedback internally and externally.

3. Set clear goals and priorities

– Strive for simplicity. Focus on a few and deliver.

4. Follow through

5. Reward the doers and achievers

6. Expand people’s capabilities

7. Know yourself

– Strength of character. Honest with yourself. Deal honestly with others. Give honest

opinions.

– AUTHENTICITY, SELF AWARENESS, SELF MASTERY, HUMILITY

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COMPARING VARIOUS MODELS

Maxwell Tareq al-Suwaidan Major Roles Kouzes and Posner

Definition: INFLUENCE DIRECTIONS: Vision, Plan Model the Way

Key: PRIORITIES ROLE MODEL: Credibility, Presence Inspire a Shared Vision

Most Important Ingredient:

INTEGRITY

CHANGE: Creativity, Challenge Challenge the Process

Ultimate Test: CREATING POSITIVE

CHANGE

MOTIVATION: Encouragement,

Appreciation

Enable Others to Act

Quickest Way to Gain: PROBLEM

SOLVING

TRAINING: Self, Others Encourage the Heart

Indispensable Quality: VISION RELATIONS: External, Internal

Price Tag: SELF DISCIPLINE INTERVENTION: Inability, Persistence

Most Important Lesson: STAFF

DEVELOPMENT

EMPOWERMENT: Participation,

Authority

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COMBINING VARIOUS MODELS

Maxwell Tareq al-Suwaidan Major Roles Kouzes and Posner

INFLUENCE

INTEGRITY

ROLE MODEL: Credibility, Presence Model the Way

VISION DIRECTIONS: Vision, Plan Inspire a Shared Vision

CREATING POSITIVE CHANGE

PROBLEM SOLVING

CHANGE: Creativity, Challenge

INTERVENTION: Inability, Persistence

Challenge the Process

STAFF DEVELOPMENT TRAINING: Self, Others

EMPOWERMENT: Participation, Authority

Enable Others to Act

MOTIVATION: Encouragement,

Appreciation

Encourage the Heart

RELATIONS: External, Internal

SELF DISCIPLINE

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DEFINING LEADERSHIP

Leadership is The Ability to Move People Towards Goals. (Al-

Suwaidan)

The True Measure of Leadership Is Influence -Nothing More,

Nothing Less. (Maxwell)

The true measure of a leader is getting people to work hard

together. (Maxwell)

Leadership is the art of mobilizing others to want to struggle for

shared aspirations. (Kouzes and Posner)

In one word, Leadership is INFLUENCE.

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DEFINING LEADERSHIP

Leadership is “mobilizing others to get extraordinary

things done in organizations. It is about the practices to

transform value into action, vision into realities, obstacles

into innovations, separateness into solidarity and risk into

reward.” (Kouzes and Posner)

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THE LAW OF INFLUENCE

The power to influence lies in the ability to get people to participate.

If no one is following, you are not a leader.

Leadership Myths

The Management Myth - Leaders may manage, but managers aren’t leaders.

The knowledge Myth - Leaders are knowledgeable, but knowledge doesn’t make a

leader.

The Position Myth - Leaders may hold important positions but a position doesn’t make

a leader.

You can grant someone a position… But you cannot grant them real leadership.

Influence must be earned.

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INFLUENCE

http://www.bloomberg.com/features/2015-markets-most-influential/#graphic

Why Are You Influential?

The 50 Most Influential follow many paths to power. They sway economic policy,

manage money, define banking, invent the future. Glimpse at the varieties of

influence that characterize the people who made the 2015 list.

1. I build companies

2. I sway economic policy

3. I define banking

4. I shape tech

5. I run money

6. I lead with ideas

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MAXWELL’S 5 LEVELS OF LEADERSHIP

1. Position

RightsPeople follow you because they have to

2. Permission

RelationshipsPeople follow you because they want to

3. Production

ResultsPeople follow you because of what you have achieved

4. People Development

ReproductionPeople follow you because of what you have done for them

5. Personhood

RespectPeople follow you for what you are and what you represent

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5 LEVELS OF LEADERSHIP –

LEVEL 1 POSITION

At this level people follow you because they have to.

To be an effective leader:

Know your job

Accept responsibility

Exercise authority with caution

Assess the strengths and weaknesses of your team

Do more than what is expected

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5 LEVELS OF LEADERSHIP –

LEVEL 2 PERMISSION

At this level people follow you because they want to.

To be an effective leader:

Possess a genuine concern for your team

See life through their eyes

Deal wisely with difficult people

Make team successful by setting them up for success

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5 LEVELS OF LEADERSHIP –

LEVEL 3 PRODUCTION

At this level people follow you because of what you have

achieved.

Admired for your accomplishments

Respect your tenacity

To be an effective leader:

Develop accountability for results

Make difficult decisions that will result in positive long term gains

Be a change agent and understanding the process of change

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5 LEVELS OF LEADERSHIP –

LEVEL 4 PEOPLE DEVELOPMENT

At this level people follow you because of what you have done for

the them.

People are loyal to you because they see first hand personal growth

opportunities

Leadership success is underscored by a win – win scenario and a high

commitment to success

To be an effective leader at this level:

Place a priority on developing people

Focus your attention on the fact that people are your most valuable asset

Your leadership success will depend on your ability to surround yourself with

an inner core of competent people

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5 LEVELS OF LEADERSHIP –

LEVEL 5 PERSONHOOD

At this level people follow you because they respect you for what

you have become.

It is a recognition from people.

As a leader you are bigger than life and your success is shown

through a life of accomplishments.

People seek you out because you have left an indelible mark on

the organization and the team.

Less than five per cent of all leaders will get to this level of

leadership.

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ROLE MODEL

Leadership is Influence. The highest level of influence is becoming a

role model. Thus the pinnacle of leadership is to become a role

model.

Uswah Hasanah (33:21, 60:4, 60:6)

Ummah (16:120)

And commemorate Our Servants Abraham, Isaac, and Jacob,

possessors of Power and Vision. Verily We did choose them for a

special (purpose)- proclaiming the Message of the Hereafter. They

were, in Our sight, truly, of the company of the Elect and the

Good. (38:45-47)

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ROLE MODEL AND BEING SUCCESSFUL

Level 5 builds from Level 3. To be a role model in something you

must build a track record of success.

Nobody looks up to “normal” people.

To be a role model in leadership you must build a track record in

leadership successes.

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SeminarLEADERSHIP TYPES

Servant Leadership

Transformational Leadership

Charismatic Leadership

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SERVANT LEADERSHIP

The servant – leader is servant first…It begins with the natural

feeling that one wants to serve, to serve first. Then conscious choice

brings one to aspire to lead.

Sharply different from one who is Leader first, perhaps because

of the need to assuage an unusual power drive or to acquire

material possessions.

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SeminarWHAT DOES A SERVANT LEADER DO?

1. Commits himself or herself to serving the needs of the members of his or her

organization.

In a company, he or she provides the essential items for the benefit of his or her

subordinate or co-workers or whom he or she leads.

In a journey or picnic, he or she supplies the needed services.

2. Focuses on necessary measures to meet the needs of those he or she leads.

3. Tries to develop the employees to bring out the best in them.

4. Coaches others and encourages their self-expression. Leads by example, trains

others and cheers others self-expression. Expresses gratitude if the expression

is superb and helps to improve or amend the less quality expressions rather

than scorns or rebuffs it.

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WHAT DOES A SERVANT LEADER DO?

5. Facilitates and nurtures personal growth of all his or her

supporters, the employees or his or her co-workers.

6. Listening is one of the characteristics of servant leadership as

mentioned earlier. Therefore, he or she listens to both employees

and customers and build a sense of community in his or her

vicinity. He or she creates environment for a sense of belonging

and treats employees as partners in the business arena.

7. In Servant leadership, the office or authority is held without

employing the means of rewards, punishments or directive power

in order to get things done.

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SERVANT LEADERSHIP AND ISLAM (10)

Servant leadership is also manifested in Islamic civilization which was established about

1500 years ago, the saying “Sayyid al-qawmi khādimuhum” “the leader of a group is

their servant” or sometimes “Khadimu al-qawmi sayyiduhum”, “the servant of a group

their leader” is generally known in Islamic tradition. The statement is recorded in the

book “Tarjaman Ibrahim bin Adham.” It is also recorded by Abdl al-Rahman Al-Sulamiy

in his book “Adab l-suhuba.” Ibn Duraid also quoted the statement in his book “Al-

mujtaniy.” He says that the statement encourages noble trait, cooperation and humbleness

to the group in their journey and the servant becomes the leader.

It is pertinent to note here that that Ibn Duraid who died in 879AD referred to the

servant in the journey as the group leader; which tallies with the story that shaped the

idea of Greenleaf in the Hesse’ novel, which was first published in 1932. Is there any

possibility that a German author, Herman Hesse had access to the Duraid’s book and

then presented or reproduced the idea in the form of a novel? This is a researchable

question that opens door for further investigation.

89

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THE LAW OF SACRIFICE

A leader must give up to go up the Leadership Pyramid.

There is no success without sacrifice. The Higher level of

Leadership, the greater the sacrifice.

90

Islamic Management

SeminarREFERENCE

1. Maxwell, J.C. (2001). Developing the leader within you workbook, Nashville, Tennessee, Thomas

Nelson Inc.

2. Maxwell, J.C. (2002). The 21 irrefutable laws of leadership workbook, Nashville, Tennessee,

Thomas Nelson Inc.

3. Bennis, W. (1989). On becoming a leader, Addison Wesley.

4. McLean, J. W. & Weitzel, W. (1991). Leadership: Magic, myth or method?, AMACOM.

5. Covey, S.R. (1991). Principle-Centered leadership, Summit Books.

6. Al-Suwaidan, T.M. (2013). Developing leaders (in Arabic).

7. Bossidy, L. & Chandran, R. (2001). Execution : discipline of getting things done.

8. Ulrich, D., Zenger, J. & Smallwood, N. (2001). Results based leadership

9. Kouzes, J. & Posner, B. (2010). The Truth About Leadership: The No-Fads, Heart-of-

the-Matter Facts You Need to Know A Leader’s Legacy.

10. Ogunbado, A.F. (2012). The concept of leadership in Islam: A general reference to Ibn

Khaldun’s Muqaddimah, PhD Thesis, International Islamic University Malaysia

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LEADERSHIP IN ACTIONAn Accelerated Learning Workshop

Module 2 : Success Principles

Facilitated By :

Dr. Azman Hussin

azman@nc.com.my

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MODULE CONTENTS

Review some principles and guidelines to achieve

success in life

Include some Islamic elements

Summarize a formula for success

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ROLE MODEL AND BEING SUCCESSFUL

Level 5 leadership builds from Level 3 leadership. To be a

role model in something you must build a track record of

success.

Nobody looks up to “normal” people.

To be a role model in leadership you must build a track

record in leadership successes.

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THE SUCCESS PRINCIPLES

These principles always work if you work the principles

“YOU CAN’T HIRE SOMEONE ELSE TO DO YOURPUSH-UPS FOR YOU”

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DEFINING SUCCESS

Achieving Targets

Goals Objectives Vision (long term)

Mission (overall purpose)

Balance

The five essentials Religion (Spiritual)

Life Health Wealth (Financial)

Progeny (Family)

Honor (Self-esteem/Relations)

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Success = High achievements in 4 areas

- self

- relations,

- production

- and the hereafter

DEFINING SUCCESS

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“Learn the fundamentals of the game and stick to

them. Band-Aid remedies never last.”

JACK NICKLAUS, Legendary professional golfer.

THE FUNDAMENTALS OF SUCCESS

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A. You are responsible for

whatever happens to you

SUCCESS WITHIN YOU

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1. TAKE 100% RESPONSIBILITY FOR YOUR LIFE

• 100% responsibility for everything

• You have to give up all your excuses

• Event + Response = Outcome• You can blame the event (E) or You can simply change your responses (R)

to the events (E) – the way things are – until you get the outcomes (O) you want.

• Thinking, communication, pictures, perceptions, behavior• The thoughts you think, the images you visualize and the actions you take

(behavior) are the three things you have control over in your life

• If you don’t like your outcomes, change your responses.

• You have to give up blaming

• You have to give up complaining

• You either create or allow everything that happens to you

• Yellow Alerts … advance warnings

• Pay Attention … Your results don’t lie• Don’t be angry

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B. Know your strengths,

interests and weaknesses

SUCCESS WITHIN YOU

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2. BE CLEAR WHY YOU’RE HERE

What were you put on this earth to do What’s the why behind everything you do

Some personal life purpose statements

Decide upon your major definite purpose in life and thenorganize all your activities around it.

“Figure out what you love to do as young as you can, and thenorganize your life around figuring out how to make a living at it.”– Pat Williams, Senior VP Orlando Magic basketball team.

Balance the priorities

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C. Have a strong will

SUCCESS WITHIN YOU

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3. DECIDE WHAT YOU WANT

The indispensable first step to getting the things you want out of life is this: decide

what you want.

Early childhood programming often gets in the way of what you want

Don’t live someone else’s dream

Stop settling for less than what you want

Make an “I WANT” list

Make a list of 10/20/30 things you love to do and then think of ways you can

make a living doing some of those things.

Clarify your vision of your ideal life

Work and career

Finances

Recreation and free time

Health and fitness

Relationships

Personal goals

Contribution to the larger community

Contribution to your religion

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3. DECIDE WHAT YOU WANT

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4. UNLEASH THE POWER OF GOAL-SETTING

SMART

How much, By When

Move from an idea to a goal

I want to lose weight.

I will weigh 155lbs by 12pm 1 November 2015

Write it out in detail. Visualize it.

Create a breakthrough goal.

Reread your goals regularly … weekly or daily

Create a goals (visual) book

One goal is not enough

If you are bored with life, if you don’t get up every morning with a burning

desire to do things – you don’t have enough goals.

Mastery is the goal

You want to set a goal that is big enough that in the process of achieving it you

become someone worth becoming

Do It Now … Just Do It

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5. CHUNK IT DOWN

The secret of getting ahead is getting started. The secret of getting started is

breaking your complex tasks into small manageable tasks, and then starting on the

first one.

How to chunk it down

Consult with people who have already done it

Buy a related book or manual

Start from the end and work yourself backwards

OK not to know how to do something but keep on researching and asking

Money needed Skills and resources needed

Mind mapping

Map small tasks to a daily To-Do list

Do first things first

Identify 1-3 things you must accomplish each day. Pick the one you must

absolutely do first. Finish it first.

Plan your day the night before … you will be in control

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6. SUCCESS LEAVES CLUES

• In today’s world of abundance and opportunity almost

everything you want to do has already been done by

someone else.

Left clues in the form of books, manuals, audio and video

programs, classes, seminars, workshops, online courses

Connect the dots game

• Seek out clues

Work for free to learn from someone you think you can learn

from

Mentoring

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4. Be proactive

SUCCESS WITHIN YOU

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7. RELEASE THE BRAKES

Get out of your comfort zone

Stop re-creating the same experience over and over

Change your behaviorMillion Dollar Forum Income Builders International

Affirmations

See what you want and get what you see Imagination is everything. It is the preview of life’s coming

attractions. – Albert Einstein Visualization (Use printed pictures)

Start now

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8. ACT AS IF

Believe and act as if it were impossible to fail

Start acting as if Becoming an international consultant

Be, Do, and Have everything you want … starting now BE who you want to be, then DO the actions that go along with being

that person

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9. TAKE ACTION

Things may come to those who wait, but only the things left by those who hustle

What we think or what we know or what we believe is, in the end, of little

consequence. The only consequence is what we do.

The world doesn’t pay you for what you know; it pays you for what you do.

Nothing happens until you take action

How you do anything is how you do everything

Successful people have a bias for action

Ready, Fire, Aim

Satisfaction comes from enough action

In Latin, “satis” means “enough”

DO IT NOW

Fail forward

No man ever became great or good except through many and great mistakes

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10. BE WILLING TO PAY THE PRICE

Pain is only temporary … the benefits last forever

Practice, Practice, Practice

Olympic Athletes Pay The Price

Whatever it takes

Putting in the time

It’s about building momentum

Find out the price you will have to pay

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1. Define your roles in life

SUCCESS IN RELATIONSHIPS

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2. Never cross the minimum in

any role

SUCCESS IN RELATIONSHIPS

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12. USE FEEDBACK TO YOUR ADVANTAGE

There is value in both positive and negative feedback

On course, Off Course, On course, Off Course Start to take action and then respond to the feedback

Do that diligently enough and long enough, we will eventually get to our goals

Ask for feedback On a score of 10, …

Follow-up with “what would it take to make it a 10”

Listen to the feedback Not all feedback is accurate

Look for patterns

What to do when feedback tells you that you have failed

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13. COMMIT TO CONSTANT AND NEVER ENDING IMPROVEMENT

• Kaizen = Constant and Never Ending Improvement

• Improve in small increments

• Decide what to improve on

• You can’t skip steps

He who stops being better stops being good

Becoming a master takes time

• Don’t shortchange yourself by not being ready when your big break appears

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3. Control your behavior

SUCCESS IN RELATIONSHIPS

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4. Behave ethically

SUCCESS IN RELATIONSHIPS

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1. Are you in the right field

SUCCESS IN ACHIEVEMENTS

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Are you in the right field

a. Consult

SUCCESS IN ACHIEVEMENTS

1

2

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11. ASK! ASK! ASK!

• You’ve got to ask. Asking is the world’s most powerful and neglected secret to success and happiness.

• You have nothing to lose and everything to gain by asking

• Al-Quran (21:7)

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Are you in the right field

b. Passion

SUCCESS IN ACHIEVEMENTS

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Are you in the right field

c. Chance for excellence

SUCCESS IN ACHIEVEMENTS

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Are you in the right field

d. Ability

SUCCESS IN ACHIEVEMENTS

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2. Plan for 20, 5 and 1

year(s)

SUCCESS IN ACHIEVEMENTS

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3. Strategy for your own projects

like building relations or

implementing an idea

SUCCESS IN ACHIEVEMENTS

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4. Determination

SUCCESS IN ACHIEVEMENTS

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5. Discipline

SUCCESS IN ACHIEVEMENTS

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1. Sincerity

2. Know and obey Allah (SWT)

3. Know and obey the Prophet (SAW)

4. Spiritual deeds as foundation for external deeds

SUCCESS IN THE HEREAFTER

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1. Read

2. Seminars, courses and workshops

3. Gurus and mentors

4. Receive and contribute

- Fastest way to learn is to teach

INTELLECTUAL DEVELOPMENT

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1. Weight

2. Diet

3. Be Active

4. Exercise

PHYSICAL DEVELOPMENT

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1. Invest with Allah SWT

2. Own cash generating assets

3. Active and Passive Income

4. Exercise

ACHIEVE FINANCIAL INDEPENDENCE

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1. Think before you speak

FINAL ADVISE

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2. Manage your life and time

FINAL ADVISE

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3. Focus and concentrate on one field

FINAL ADVISE

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4. Never lose your balanced life

FINAL ADVISE

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5. Always pray for help and support

from Allah (SWT).

FINAL ADVISE

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6. Always remember that the Hereafter

is better than this earthly life.

FINAL ADVISE

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FROM THE GREATS

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FROM THE GREATS

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FROM THE GREATS

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FROM THE GREATS

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FROM THE GREATS

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REVIEW AND SUMMARY

Write your life plan

Balanced life checklist

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REFERENCE

1. Maxwell, J.C. (2001). Developing the leader within you workbook,

Nashville, Tennessee, Thomas Nelson Inc.

2. Maxwell, J.C. (2002). The 21 irrefutable laws of leadership workbook,

Nashville, Tennessee, Thomas Nelson Inc.

3. Bennis, W. (1989). On becoming a leader, Addison Wesley.

4. McLean, J. W. & Weitzel, W. (1991). Leadership: Magic, myth or

method, AMACOM.

5. Covey, S.R. (1991). Principle-Centered leadership, Summit Books.

6. Al-Suwaidan, T.M. (2013). Developing leaders (in Arabic).

7. Canfield, J. (2005). The success principles, HarperCollins.

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LEADERSHIP IN ACTIONAn Accelerated Learning Workshop

Module 2a : Business Model You Introduction

Facilitated By :

Dr. Azman Hussin

azman@nc.com.my

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MODULE CONTENTS

Review Business Model Canvas

Discuss Personal Business Model Process

Discuss Personal Business Model Canvas

Include some Leadership elements

Summarize a formula for knowing and creating value for

yourself as a leader

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PERSONAL BUSINESS MODEL

What is a business model?

It’s the logic by which an enterprise earns its livelihood.

Describes the rationale how an organization creates, delivers

and captures value.

What is a personal business model

The way you engage your strengths and talents to grow

personally and professionally.

Describes the rationale how an individual creates, delivers and

captures value.

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FROM BMG TO BMU

Co-created by 328 work life wizards...

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BUSINESS MODEL YOU STEPS

Learn to use the key tool for describing and analyzing organizational and personal business models.

Revisit your life direction and consider how you want to align your personal and career aspirations.

Adjust — or reinvent — your work life using the Canvas and discoveries from previous sections.

Learn to make it all happen.

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BUSINESS MODEL CANVAS –9 BUILDING BLOCKS

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BUSINESS MODEL CANVAS

Together the nine building blocks form a useful tool: the

Business Model Canvas

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BUSINESS MODEL CANVAS –9 BUILDING BLOCKS

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LOGIC OF HOW ORGANIZATIONS PROVIDE VALUE TO CUSTOMERS

1. Customer Segments … An organization serves Customers based on various segments

2. Value Proposition ... by solving Customer problems or satisfying Customer needs.

3. Channels Organizations communicate and deliver Value in different ways...

4. Customer Relationships ...and establish and maintain different kinds of relationshipswith Customers.

5. Revenue streams Money comes in when Customers pay for Value Provided.

6. Key Resources These are the assets needed to create and/or deliverthe previously described elements.

7. Key Activities These are the actual tasks and actions required to create and deliverthe previously described elements.

8. Key Partners Some activities are outsourced, and some resources are acquiredoutside the organization.

9. Costs These are expenses incurred acquiring Key Resources, performing Key Activities,and working with Key Partners.

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BUSINESS MODEL CANVAS – FACEBOOK

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WHEN APPLE FIRST GOTINVOLVED WITH MUSIC

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YOUR TURN NOW

Use the canvas provided

By law … use the sticky notes

Build your organizations business model

Work in groups

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PERSONAL BUSINESS MODEL CANVAS

Now, let’s focus on the most important business model of all: business model you.

The Canvas works for describing personal business models just as it does for

describing organizational business models. Note a couple of differences between

the two, though:

In a personal business model, the Key Resource is you: your interests, skills

and abilities, personality, and the assets you own or control. In organizations,

Key Resources often include a broader range of resources, such as other people.

A personal business model takes into account unquantifiable “soft” Costs

(such as stress) and “soft” Benefits (such as satisfaction). The organizational

business model generally considers only monetary Costs and Benefits.

When drawing a personal business model, you may find these alternate

building block descriptions helpful:

Who

hel ps

you

What

you do

Per sonal

Who you ar e

and what

you have

How you

hel p

How you

int er act Who you

hel p

What

you give

What

you get

How t hey

know you

and how you

del iver

To download a PDF of the personal Business Model Canvas, visit BusinessModelYou.com.

Section 1 page 54 page 55 Canvas

Download a PDF of the personal Business Model Canvas from

BusinessModelYou.com.

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PERSONAL BUSINESS MODEL CANVAS

What does YOUR model look like?

Look carefully at the order

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PERSONAL BUSINESS MODEL CANVAS

What does YOUR model look like?

Look carefully at the order

Key resources – Who you are and what you have

Key activities – What you do

Customers – Who you help

Value provided – How you help (3)

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KEY RESOURCES About Me

Strongest interests

Abilities

Skills

Personality

What you have

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KEY ACTIVITIES About Me

Critical, differential tasks

performed at work

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CUSTOMERSAbout Me

Those who receive a benefit

Boss

Colleagues

Partners

External

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VALUE PROVIDED About Me

Most

important

thing

Based on key

activities and

benefit for

customers

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PERSONAL BUSINESS MODEL CANVAS

Now we are getting there …

5. Channels – How they know you and how you deliver

6. Relationships – How you interact

7. Partners – Who helps you

8. Revenue and Benefits – What you get

9. Costs – What you give

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CHANNELS About Me

Discovery

Deciding

Buying

Delivery

Follow-up

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RELATIONSHIPSAbout Me

Personal

service

Transactions

Customer

acquisition

Customer

retention

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PARTNERS About Me

Colleagues

Mentors

Professional

network

Family

Friends

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BENEFITS About Me

Salary/Fees

Royalties

Satisfaction

Recognition

Social

contribution

Heavenly

rewards

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COSTSAbout Me

Training/

subscription

fees

Commuting,

travel,

socializing

expenses

Time, energy,

stress,…

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EXAMPLE OF DOCTORAL STUDENT TURNED “EDITOR”

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PERSONAL BUSINESS MODEL CANVAS

SO LET’S FILL OUT YOUR CANVAS!

TAKE 20 MINS

Show your neighbor when done

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PERSONAL BUSINESS MODEL CANVAS

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PERSONAL BUSINESS MODEL CANVAS

REFLECT

Revisit your direction in life

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YOUR MANY DIFFERENT ROLES

Beware of your many different roles

BMU as father/mother

BMU as spouse

BMU as son/daughter

BMU as social worker/leader

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YOUR MANY DIFFERENT ROLES

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REFLECT – WORLD BEYOND WORK

Wheel of life

8 most important dimensions (Maqasid)

Revisit your direction in life

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REFLECT – WHAT IS YOUR PURPOSE

Where we’ve been so far

Discussed business model thinking, the basics of financial sustainability, and

why all organizations — for-profit, nonprofit, and social — must abide by the

logic of earning a livelihood. We saw how business model thinking helps

organizations — and individuals — reinvent themselves.

Covered how you can use the Canvas to describe your personal business

model.

Re-examined your important (multiple!) extra-work roles, the core interests,

skills and activities you find satisfying, your key personality tendencies, the

importance of engaging trusted others in the self-discovery process, and work’s

meaning and place in your life.

Where we go from here

It’s time to address the most fundamental, question underpinning business

models, whether organizational or personal. It’s a simple question that’s

extraordinarily challenging to answer: What is your purpose?

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RAISE YOUR PURPOSE FLAG!

Purpose is equally important when creating an organization or business

from scratch.

The organization’s Purpose guides the design of its business model. In that

sense, Purpose is a crucial “off-Canvas” element.

It is also a significant design constraint: After all, no organization — or

building — can be designed to be all things to all people.

Same holds true for personal business models. Modifying or reinventing

a personal business model calls first for clarifying its underlying

Purpose. Consider Purpose a “meta layer” guiding your personal

business model from above.

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REVISE YOUR PERSONAL BUSINESS MODEL CANVAS

REVISE

Reinvent yourself

Redraw your personal business model

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REVISE YOUR PERSONAL BUSINESS MODEL CANVAS

1. Start with your Personal Business Model as it stands today.

Draw it again here or on a separate sheet of paper. This time, guided by

your Purpose, you should be able to more powerfully articulate Who You

Are, How You Help, and Who You Help.

2. Identify Pain Points. Where does your work life hurt?

Using the Canvas you just drew, circle the building blocks where you feel

dissatisfied. For example, if you want to make more money, circle the

Revenue building block.

3. Ask Diagnosis Questions

Some of the questions address problems; others point to potential

opportunities.

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DIAGNOSIS QUESTIONS

Questions Solution Starting Points

Are you interested in your

work?

If so, great! If not, there’s probably a fundamental mismatch

between Key Resources (Who You Are) and Key Activities

(What You Do).

You also may want to reconsider your Purpose.

Are you underutilizing or not

using an important ability or

skill?

A missing or underused ability or skill incurs Costs in the form of

stress or dissatisfaction. Can you add that ability or skill to your

Key Activities to support or improve your Value Provided?

Do your personality

tendencies match your

workplace? (Remember,

“workplace” is largely defined

by the people you work with).

Do your personality

tendencies match your work

activities?

If so, terrific! If not, consider acquiring new Customers (or Key

Partners) with more compatible personality tendencies.

Customers are linked to Value Provided, so check Value

Provided diagnosis questions on the next page. Check to make

sure your personality harmonizes with your work activities.

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DIAGNOSIS QUESTIONS

Questions Solution Starting Points

Do you enjoy your Customers? If not, imagine the qualities a “dream” Customer would

have. Can you find such clients in the sector you’re now

working in? If not, consider revising your model.

Who is your most important

Customer?

Define why this Customer is so important. Is it hard

Benefits? Soft Benefits? A combination of both? Does

this Customer justify a new or distinct Value Provided?

What is the true job the Customer

is trying to get done? Does the

Customer have a “bigger picture”

reason or motivation for engaging

your services?

For example, is your immediate

Customer serving another, larger

Customer who has a bigger job-to-

be-done?

Can you reconceive, reposition, or modify your Value

Provided to help the Customer succeed with a bigger

job?

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DIAGNOSIS QUESTIONS

Questions Solution Starting Points

Is serving the Customer too

expensive?

Is serving the Customer driving you

crazy?

Are Costs, including soft Costs, too high to justify

serving this Customer? Is Revenue (or Benefits) too

low? Can you afford to fire the Customer? Can you afford

not to fire the Customer? Work through Value Provided,

Costs, and Revenue and Benefits diagnosis questions.

Is the Customer equating Key

Activities with the job-to-be-done?

Are you?

Sometimes Customers themselves haven’t clearly

defined jobs-to-be-done. Can you help them define it?

Can you redefine or modify Key Activities to boost

Value Provided?

Do you need new Customers? If so, consider changing your Customer Relationships

focus from retention to acquisition. Do you need to do

more selling or marketing? Improve or develop your skills

in this area? Find Key Partners who can help you

acquire new Customers?

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PERSONAL BUSINESS MODEL CANVAS

ASK YOURSELVES THE FOLLOWING TRIGGER QUESTIONS

ARE YOU INTERESTED IN YOUR WORK?

ARE YOU NOT USING A SKILL RIGHT NOW?

DO YOU HAVE FRIENDS WITH BENEFITS?

DO YOU ENJOY YOUR CUSTOMERS?

HOW CAN YOU DOUBLE YOUR INCOME?

CROSS OUT WHAT YOU DON’T LIKE TO DO!

WHAT SKILLS HAVEN’T YOU USED FOR 10 YEARS..

HOW CAN YOU GET REVENUE FROM A RESOURCE?

THINK OF 5 NEW CUSTOMER SEGMENTS TO USE YOUR RESOURCES

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AFTER THE PERSONAL BUSINESS MODEL CANVAS

SO YOU HAVE A MODEL. WHAT NOW ?

ACT! ACT! ACT Make it all happen and

LEARN AND ADJUST

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YOUR SWEET SPOT

Key

resources

Key

activities

Key

relationships

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OTHER WAYS TO APPLY THE BMU TOOL

Teaching business, personal finance basics

Instructors worldwide are using the BMC to teach strategy, entrepreneurship, and design, mostly in graduate level business programs. BMC is an ideal tool for teaching business basics in undergraduate programs. It’s a clear, readily understandable way to learn the fundamentals of enterprise-building. BMU Canvas could be a powerful tool for teaching career fundamentals.

Career coaching tool

Individual counseling tool

We discussed creating BMU Canvases to describe non-work life roles such as spouse, friend, and parent.

Annual review/personnel development in organizations

BMU could provide a structured way to examine how employees add value to the organization. Might extend use of the BMU Canvas to helping employees create more value in their off-work hours.

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REVIEW AND SUMMARY

• Personal Business Canvas as a leader

• It isn’t normal to know what we want. It is a rare and difficult psychological achievement - Abraham Maslow

•Only 3% courageous to really find out and chase their dreams (Carmine Gallo, The Innovation Secret of Steve Jobs, Mc-Graw Hill, 2010)

End of

Module

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REFERENCE

1. Maxwell, J.C. (2001). Developing the leader within you workbook, Nashville, Tennessee,

Thomas Nelson Inc.

2. Maxwell, J.C. (2002). The 21 irrefutable laws of leadership workbook, Nashville,

Tennessee, Thomas Nelson Inc.

3. Bennis, W. (1989). On becoming a leader, Addison Wesley.

4. McLean, J. W. & Weitzel, W. (1991). Leadership: Magic, myth or method?, AMACOM.

5. Covey, S.R. (1991). Principle-Centered leadership, Summit Books.

6. Al-Suwaidan, T.M. (2013). Developing leaders (in Arabic).

7. Canfield, J. (2005). The success principles, HarperCollins.

8. Kouzes, J.M. & Posner, B.Z. (2008). The leadership challenge, Jossey-Bass.

9. Kouzes, J.M. & Posner, B.Z. (2003). The leadership challenge workbook, Jossey-Bass.

10. Osterwalder, A. & Pigneur, Y. (2010). Business model generation, John Wiley & Sons.

11. Clark, T., Osterwalder, A. & Pigneur, Y. (2013). Business Model You.

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LEADERSHIP IN ACTIONAn Accelerated Learning Workshop

Module 3 : Five Practices of Exemplary

Leadership

Facilitated By :

Dr. Azman Hussin

azman@nc.com.my

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MODULE CONTENTS

Review five practices of exemplary leadership

Notes from history and your own role models

Workshops

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THE LEADERSHIP CHALLENGE ?

How leaders mobilize others to get extraordinary things done

in organizations

• values into action

• vision into realities

• obstacles into innovations

• separateness with solidarity

• risks into rewards

Climate in which people turn challenging opportunities into

remarkable successes.

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LEADERSHIP IN A NEW CONTEXT

Fundamentals of Leadership are and have been the same for centuries

Content of Leadership has not changed - but the context has

Heightened uncertainty

People first

• shift to more compassion and collaboration

• demand for leaders who coach and show respect for people from many

backgrounds.

• team players are more valued than ever.

We’re ever more connected

• Internet & Wireless

• enable everyone to be more collaborative, cooperative, sharing and supporting

• how to lead in a globally connected world where hierarchy has become irrelevant?

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LEADERSHIP IN A NEW CONTEXT (CONT’D)

Social Capital Intellectual capital is no longer supreme

Social capital is the new champ

The collective values of people who know each other and what they’ll do for each other.

Human networks that make things happen, not computer networks.

Leaders who get extraordinary things done are those who are right there in the middle of them.

Social Capital is amassed over years of investing in building relationships

Global economy global social capital

global enterprise, workforce, understanding

How can a leader unite such a diverse and disparate constituency ?

Speed direct consequence of the technologies that connect us

created a hurry-up culture, but not everything - such as quality human relationships - can be hurried

How does the leader balance all these?

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LEADERSHIP IN A NEW CONTEXT (CONT’D)

Changing workforce

no more stable, homogeneous workforce

a more diverse workforce demands a more customized approach to work

How do leaders embrace individual uniqueness and create wholeness out of diversity ?

How do leaders make an asset out of difference, and find a common purpose with which all can identity?

Even more intense search for meaning

soul, values, virtues, religion, faith, ethics

How can leaders provide a climate for people to bring their souls to work, not just their heads and hands?

How to balance the spiritual side of life with the secular purpose of organization?

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LEADERSHIP CAN BE LEARNED

Good leadership is an understandable and a universal process

This process varies little

industry

profession

community

country

Each leader is a unique individual

patterns to the practice of leadership are shared

Leadership is not at all about personality, its about practice

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“Only three things happen naturally in organizations : friction, confusion, and underperformance …

… everything else requires leadership.”

--Peter Drucker

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FIVE CRISIS FACING THE UMMAH

1. Backwardness

2. Low efficiency

3. Bad habits

4. Bad leaders

5. Poor understanding and knowledge of Islam

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FIVE PRACTICES OF EXEMPLARY LEADERSHIP

1. Model the Way

2. Inspire a Shared Vision

3. Challenge the Process

4. Enable Others to Act

5. Encourage the Heart

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FIVE PRACTICES OF EXEMPLARY LEADERSHIP

• When you engage in The Five Practices more frequently than

you do at present, you will be more effective.

• Those who Model, Inspire, Challenge, Enable, and Encourage

more frequently are more likely to get extraordinary things done

than those who do so less frequently.

• Exemplary leadership, in other words, is not an accident of birth

or circumstance. It is a result of conscious and conscientious

practice.

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MODEL THE WAY

• Titles are granted, but it’s your behavior that wins you respect

• If leaders want to gain commitment and achieve the highest standards, they must be models of the behavior they expect of others

• To model effectively, you must first believe in something. As a leader, you are supposed to stand up for your beliefs, so you had better have some beliefs to stand up for. The first commitment you must make, then, is to find your voice by clarifying your personal values and then expressing them in a style that is authentically your own.

• Personal Business Model Canvas (BMU)

• People first follow the person, then the plan

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MODEL THE WAY

Model the Way

Lessons from History

Your role model

Your past lessons

Your current rating

0 to 5

Action steps to

improve

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INSPIRE A SHARED VISION

Dream/Vision is the force that invents the future.

Leaders have a desire to make something happen, to change the way things are, to create something that no one else has ever created before.

But visions seen only by leaders are insufficient to create an organized movement or a significant change.

Leaders belief and enthusiasm for the vision are the sparks that ignite the flame of inspiration.

From BMU

1. Key resources – Who you are and what you have

2. Key activities – What you do

3. Customers – Who you help

4. Value provided – How you help (3)

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WHAT IS A VISION?

Ideal

Unique

Image

Future oriented

Common purpose

Vision and BMU

MVV and BMU

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“I have a

dream.”

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“I have a list of measurable objectives.”

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INSPIRE A SHARED VISION

Inspire a

Shared Vision

Lessons from History

Your role model

Your past lessons

Your current rating

0 to 5

Action steps to

improve

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CHALLENGE THE PROCESS

• Those who lead others to greatness seek and accept challenge• innovative new product• start of a business• change of government

• Change from status quo

• Leaders are pioneers – people who are willing to step out into the unknown

• search for opportunities to innovate, grow, and improve• early adopters• recognize, support and willing to challenge the system to get new

products, processes, services and systems adopted.

• The key that unlocks the door to opportunities is Learning• from failures as well as successes

• Leaders know well that innovation and change require them to experiment and take risks.

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CHALLENGE THE PROCESS

Challenge the

Process

Lessons from History

Your role model

Your past lessons

Your current rating

0 to 5

Action steps to

improve

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ENABLE OTHERS TO ACT

• Leadership is a team effort

• Simple test – WE

• Foster collaboration and build trust

• Make it possible for others to do good work

• Work to make people feel strong, capable and

committed

• Teamwork, trust and empowerment

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ENABLE OTHERS TO ACT

Enable Others

to Act

Lessons from History

Your role model

Your past lessons

Your current rating

0 to 5

Action steps to

improve

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ENCOURAGE THE HEART

• Caring and encouragement

• Can come from dramatic gestures or simple actions

• Show appreciation and recognition

• Group celebration

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Encourage the Heart

Encourage

the Heart

Lessons from History

Your role model

Your past lessons

Your current rating

0 to 5

Action steps to

improve

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LEADERSHIP IS A RELATIONSHIP

• Identifiable set of skills and practices that are available to all of us,

not just a few charismatic men and women.

• Found everywhere - not just at the higher levels of organizations

and society.

• Relationship between those who aspire to lead and those who

choose to or have to follow.

• Success in leading will be wholly dependent upon the capacity to

build and sustain those human relationships.

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TEN COMMITMENTS OF LEADERSHIP

PRACTICE COMMITMENT

Model the Way 1. Find your voice by clarifying your personal values

2. Set the example by aligning actions with shared values

Inspire a Shared

Vision

3. Envision the future by imagining exciting and ennobling possibilities

4. Enlist others in a common vision by appealing to shared aspirations

Challenge the

Process

5. Search for opportunities by seeking innovative ways to change, grow,

and improve

6. Experiment and take risks by constantly generating small wins and

learning from mistakes

Enable Others

to Act

7. Foster collaboration by promoting cooperative goals and building trust

8. Strengthen others by sharing power and discretion

Encourage the

Heart

9. Recognize contributions by showing appreciation for individual

excellence

10. Celebrate the values and victories by creating a spirit of community.

Behavior that can serve as the basis for learning to lead

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What People Look For And Admire In Their Leaders

• Survey reported in The Leadership Challenge by James M. Kouzes and Barry Z. Posner.

• What values (personal traits or characteristics) do you look for an advise in your leader?

• > 225 different values, traits and characteristics

• summarized with a list of 20

• > 75,000 people around the globe

• 7 most important in someone whose direction they would willingly follow, i.e want to, not have to, follow.

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CHARACTERISTICS OF AN ADMIRED LEADER

• 21% Ambitious

• 40% Broad-minded

• 20% Caring

• 66% Competent

• 28% Cooperative

• 20% Courageous

• 33% Dependable

• 24% Determined

• 42% Fair-minded

• 71% Forward-looking

• 88% Honest

• 23% Imaginative

• 6% Independent

• 65% Inspiring

• 47% Intelligent

• 14% Loyal

• 17% Mature

• 8% Self-controlled

• 34% Straightforward

• 35% Supportive

Based on Data Gathered Over 20 Years

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CHARACTERISTICS OF AN ADMIRED LEADER

• Honest

• Forward-looking

• Competent

• Inspiring

• Broad-minded

• Dependable

• Fair-minded

• Intelligent

• Straightforward

• Supportive

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FOUNDATION OF LEADERSHIP

• Credibility is the foundation of leadership. If you can’t believe the messenger, you won’t believe the message. (Kouzes and Posner)

221

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FOUNDATION OF LEADERSHIP

• Since the first tabulation of the results, the primary preferred characteristic of leadership has not changed. That primary characteristic is CREDIBILITY.

• In the 2010 edition of the book, the two authors clarified the meaning of credibility through various examples and anecdotes but concluded that credibility is about truthfulness and trustworthiness (As-Sidq wa al-Amanah).

• This conclusion is a pleasant surprise since the expression As-Sidq relates to something sacred to us Muslims. We have been taught from our childhood that truthfulness and trustworthiness (As-Sidq wa al-Amanah) are two characteristics that are considered mandatory for all Messengers of Allah (SWT). In fact our beloved Prophet Muhammad (SAW) was called As-Sadiq even before he was appointed a Prophet and a Messenger. Even the disbelievers in Mecca acknowledged him (SAW) likewise and called him (SAW) by this salutation. Truthfulness and trustworthiness are two primary characteristics binding on anyone who leads others without force. When the leader exemplifies these two characteristics people will trust him and truly follow him.

• Truthfulness and trustworthiness are the moral foundations of leadership. Many Western scholars of leadership promote this concept. In history, only the messengers of Allah (SWT) embody these two traits. Our Prophet Muhammad (SAW), the seal and leader of the prophets and messengers, was the pristine example of truthfulness and trustworthiness.

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TRUST AND TRUSTWORTHINESS

TRUSTWORTHINESS

CHARACTER/

INTEGRITY

What you are as

a person

COMPETENCE/

PERFORMANCE

What you can do/

achieve

&

Foundation of Trust

“If you want to be trusted be trustworthy”

TRUSTEmotional bank account between two people that

enables them to have a win-win agreement.

•Responsibility

•Attitude of doing something

well/perfectly (ITQAN)

•Non-exploitative for personal gain

•Truthfulness

•Honesty

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CredibilityLeadership

• Honest

• Forward-

looking

• Competent

• Inspiring

• Trustworthiness

• Expertise

• Dynamism

+ VISION

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FORWARD LOOKING / VISIONARY

Sense of direction and concern for the future

Clarity of purpose.

Leaders must know where they’ve going if they expect others to willingly join them on the journey.

Breadth, scope and time horizon differs between various levels of leadership.Mission

Politics (next election)

Program/Project/Task

Season, competition, match

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COMPETENT

Capable and effective

Track record and ability to get things done

Inspires confidence

Not expected to be the most technically competent

Relevant experience

Competent in working well with others

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INSPIRING

Enthusiastic, energetic, positive, optimistic

Communicate the vision

Passionate

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WHAT IS CREDIBILITY BEHAVIORALLY?

“Practice what they preach”

“Walk the talk”

“Action consistent with words”

“Follow through on their promises”

“They do what they say they will do”

Model The Way

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LEADERSHIP IS EVERYONE’S BUSINESS

By accepting the challenge to lead, you come to realize that the only limits arethose you place on yourself.

While our research has taught us many things about the practice of leadership,our interaction with the thousands of individuals we have studied has taught ussomething more important. It’s driven home the lesson that leadership iseveryone’s business. We need more leaders today, not fewer. We need morepeople to accept responsibility for bringing about significant changes in what wedo and how we do it. We need more people to answer the call. The world is ingreat need of your talents.

We believe that you are capable of developing yourself as a leader far morethan tradition or mythology has ever assumed possible.

Leadership is not a linear process! It’s like participating in a pentathlon. You can’topt out of any of the five events if you want to enter. You may feel that you arebetter prepared for some of the events than for others, but you must stillparticipate in all five.

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SELECTING YOUR PERSONAL-BEST LEADERSHIP PROJECT

In today’s organizations the project is the most common way people organize their efforts

Like you to begin the workshop process by selecting a real-world leadership project as the framework for applying The Five Practices. Your leadership project should meet these six basic criteria:

1. The project is about changing business as usual. Select a project that involves starting something new or making changes in how something is being done or both.

2. You’re the leader. Select one for which you are leading the effort.

3. The project has an identifiable starting and stopping place.

4. The project has a specific objective that it’s intended to accomplish. Whatever the objective, there will be something at the conclusion of the project that everyone can point to and say, “We did it!”

5. The project involves other people. There are projects you might do by yourself, but you cannot do a leadership project by yourself. It takes a team to get extraordinary things done in organizations.

6. The project is about to start or has just started.

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SELECTING YOUR PERSONAL-BEST LEADERSHIP PROJECT

Identify the project you have selected to work through in this Workbook.

Now look at what you know so far about this project. (Remember, you may not be able to answer all of these questions, so respond to what you can and come back to this section when you can complete the rest.)

What are the project goals?

What’s the time frame?

What’s the budget?

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SELECTING YOUR PERSONAL-BEST LEADERSHIP PROJECT

What are the challenges that you face in leading this project? For example: Funding is limited due to an economic recession.

The constituents are apathetic about, or even resistant to, change.

Team members have great technical skills, but they lack skills in collaboration.

The last new product or service was not well-received, and there’s pressure to make this one a winner.

There’s not a lot of upper management support for this initiative.

Challenges for leading this project:

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REVIEW AND SUMMARY

Your role model(s)

Role model to?

In what areas

What areas to improve

End of

Module

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REFERENCE

1. Maxwell, J.C. (2001). Developing the leader within you workbook, Nashville,

Tennessee, Thomas Nelson Inc.

2. Maxwell, J.C. (2002). The 21 irrefutable laws of leadership workbook,

Nashville, Tennessee, Thomas Nelson Inc.

3. Bennis, W. (1989). On becoming a leader, Addison Wesley.

4. McLean, J. W. & Weitzel, W. (1991). Leadership: Magic, myth or method?,

AMACOM.

5. Covey, S.R. (1991). Principle-Centered leadership, Summit Books.

6. Al-Suwaidan, T.M. (2013). Developing leaders (in Arabic).

7. Canfield, J. (2005). The success principles, HarperCollins.

8. Kouzes, J.M. & Posner, B.Z. (2008). The leadership challenge, Jossey-Bass.

9. Kouzes, J.M. & Posner, B.Z. (2003). The leadership challenge workbook,

Jossey-Bass.