leadership of muhammad (saw): lessons for ceos

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LeadershipofMuhammad(SAW):LessonsforCEOsWali Zahid,ceo SkillCityMILEMadinahLivewebinar:15January2013|3Rabiul Awwal 1434

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Linkfortext-onlyversion

§ https://walizahid.com/2015/06/leadership-of-muhammad-saw-lessons-for-ceos/

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Who’sWali?§ Waliistheonlyin-countryresourcedelivering‘Leadershipfor

CEOs’workshopsinPakistansince2004- organised bySkillCity,BritishCouncil,ManagementAssociationofPakistan,NPOandelsewhereinAsia

§ Clients:Kuwait,Bahrain,UAE,Saudi,alloverSouthAsia§ Interest:leadershipreadinessandbringingGodintowork§ Interviewedtop-rankingPakistaniCEOs§ Workingonbook:LeadershipofMuhammad(SAW):Lessons for

CEOs– aimedatWesternaudiences

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WorkwithMadinah Institute

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Theview?§ WecanviewProphet(SAW)’sCEOrolefrommanystandpoints:

1. Independentofanycomparison,inownlight2. Inthelightofleadershipmodels&theorieslike

Level5Leadership,VirtuousLeadership3. InresponsetoCEOgreed,derailmenttoday

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Timelesslessonsintheirlives

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Thiskindofworkisnotnew!

Bookswrittenbypeoplefromotherfaiths:§ MosesasCEO§ JesusasCEO

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Virtuousleadership

§ Justliketrait-basedtheories,virtue-basedtheoriesarepickingupmomentum(Level5),principle-centred,value-basedleadership,etc

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Today’sCEOgreed&derailment§ Everyday,anewCEOscandalhitsheadlinewithentireorganizationsbecomingcasualty

§ CEOpayandcompensationareamatterofconsiderabledebateinNorthAmericaandUK

§ Eventhosewhoarerolemodelstodayfaltertomorrowforlackofmorality(JackWelchetc)

§ ClintonandBorisYeltsin.Nixon’sLeaders?

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WhattheProphet(SAW)did?

§ Heremoveddualityinpublicroleandprivatelife.Sincehiseverymomentisreported,weknowthatevenbeforehewasappointedtheProphet,hewasupfrontandhonest.

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CEOpay&compensation

§ WhenAllahaskedtheProphet(SAW)toturnMtUhad intogold,hechosefuqr (ordinariness).

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ProphetMuhammad(SAW)asleader

Wecanseehismodelatthreelevels:a. Personalleadershipb. Peopleleadershipc. Taskleadership

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Threelevels

Credible

Self-disciplined

Peopleleadership

Personalleadership

Taskleadership

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Caution!

§ Thisisworkinprogress.§ Weareonlystudyinghisleadershipfrompeopledimension.Strategyandotherpartsarenotpartofthiswork.

§ FutureversionsofthistalkmaydiffertocaptureessenceofProphet(SAW)’sleadership

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Credible

Self-disciplined

Personalleadership

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Personalleadership

1. Keepingyourword2. Useofyourtime

a

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1Keepingyourword

§ Hewasknownassadiq andamin – credibilityandreputationmanagementintoday’slanguage

§ Today’sexamples:§ Authenticleadership§ TrueNorth

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2Useofyourtime

§ Bybeingself-disciplined,hewasthefirsttoarrivewhenHajre Aswad issuewastoberesolved.

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Peopleleadership

§ Fivedimensions

b

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Credible

Self-disciplined

Peopleleadership

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1Communicating

§ Non-hierarchical§ Sitwiththem,eatwiththem§ Visitingbedouins willask:Who’sMuhammad[SAW]amongyou?

§ Sometimeslight-heartedhumour:dates

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2Motivating

§ Itwastransformational,nottransactional.§ Peopleworkedforfreeandgavetheirlivesbecausetheybelievedinhismission

§ Can-doapproach

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3Leading

§ Wasaleaderwithouttitle:Hajre Aswad§ Wouldacceptdissent:1. Umar(RA)duringHudaibia2. Asahabia whomheencouragedtomarrya

sahabi

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4Emotionalquotient§ Persistence:Neverlosthope.Didn’tcursethepeoplewho

torturedhiminTaaif§ Didn’tkeepgrudges:Thewomanwhothrewtrash§ Forgiving:Whenthemissionaccomplished,heforgaveall-

conquestofMakkah§ Gradualself-regulation:withDivineguidance,introduced

values,rulesinagradualmanner– onebitatatime

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5Work-familybalance

§ Nojobisworthtakingifyouhaveafailedmarriage,orchildrenareignored

§ Createdafinebalanceofwork,family,personalprayertime

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Taskleadership

§ Variousdimensions§ Eightdiscussedhere

c

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Credible

Self-disciplined

Taskleadership

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1Problem-solving

§ Usedtimingandwiseactstoavoidcontroversy§ Changeofqibla direction§ WheretostayonthefirstMadinah night§ Allowedpeopletousetheirwaysinworldlymatters– datetreescross-matching

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2Consultativedecision-making

§ Consultative:Whoconsultsdoesnotgetembarrassed(Baihiqi)

§ Participative:SalmanFarsiatKhandaq battle§ Seekcounselfromwives:Hudaibia /Umme Salma

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3Entrepreneurialtraining

Hedidn’tgivefish;hetaughthowtofish:§ Example:Amancameseekingalms.Askedifhehadsomethingtosell.Thenaskedhimtobuyanaxe.

§ Dothingsright;moneycomesanyway!

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4Allocatingwork§ Heonlyhad23yearstodevelopateamwhichwillspreadIslaminallpartsoftheworld

§ Strengths-basedassigning:hepickedwhatwasthebestinpeople.Createdthebestjob-personfit

§ Basedoncapabilityandpreference:Katib-e-wahi,teaching,negotiating,envoys

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5Delegating

§ Hijrat:Ali(RA)tostayback,AbuBakr (RA)toaccompany

§ Appointforpotential:Ali(RA)forKhaibarexpedition

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6Trainingpeople§ Bite-sizedlearning§ Askquestionsbeforetellingthem§ Useshortstories§ Usedemonstration§ Willnotembarrassanyone§ Willnotoverload

Separatework:TheProphet(SAW)asTrainer

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7Appraising

§ After10yearsofservinghim,Anas (RA)said:nopenalizingafteramistakewasmade

§ Thisremindsusofgettingridoftoday’sperformanceappraisalsystemwhichonlyworkstohighlightgaps!

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8Successionmanagement

§ Successionpipeline:DevelopedandcoachedfourKhalifas (caliphs)whowouldcarryhismission

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Credible

Self-disciplined

Peopleleadership

Personalleadership

Taskleadership

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Beforeweclose

§ Lessonsinavoidingleaderderailment§ CorporateCEOsbecomederailed

§ TheProphet(SAW)’sfollowersdidn’thaveto!

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What’sinitforus?

§ Nothingsuperhumanhere!§ Alltheseactsarepractical,doable!§ MuslimCEOscanfollowthesethingsindailyworklife.

§ Questionis:willthey?

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Youractionplan

Whatyouwill:1. Start doing?2. Stop doing?3. Continue doing?

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Thankyou!

WaliZahidskillcity@live.com

skillcity.cowalizahid.com

fb.com/ProphetAsLeader

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