The Malaysian Reserve

LETTER TO THE EDITOR

• Appeared in print edition of TMR (The Malaysian Reserve) on 23rd February 2026 – click for photographed copy.
• Appeared in online edition of TMR on 24th February 2026 – click to go to TMR online article.

IN MANY organisations, leaders gather in strategic consultations to shape direction across teams with different mandates. The discussions are thoughtful. Trade-offs are examined. A model of closer collaboration is agreed upon.

The decision makes sense in the room. Yet many leaders later discover something important: Agreement is not alignment.

Agreement means people accept a proposal intellectually. Alignment means people take responsibility for making it work in practice. Agreement happens in meetings. Alignment shows up later in behaviour.

After leaders return to daily responsibilities, questions surface. One leader may wonder how demanding clients will react to new arrangements. Another may worry about workload realities or the readiness of team members to adapt to unfamiliar tasks. These concerns arise from practical knowledge of operations.

This is where organisations realise that agreement is only the beginning.

Agreement and Alignment

Agreement can be reached through analysis and discussion. Alignment grows afterward, through reflection and ownership.

Leaders may support a collective decision while still feeling uncertain about feasibility. Such hesitation often comes from responsibility toward clients, colleagues and outcomes.

If uncertainty remains unexamined, it shapes behaviour organically. Implementation slows. Communication becomes cautious. Energy weakens. A sound decision begins to drift.

Leaders who recognise the difference between agreement and alignment are better prepared to guide their teams through the work that follows. They know that decisions must be internalised before execution can succeed.

A Coaching Conversation

In one coaching conversation, a leader described a recent strategic decision affecting two teams with different responsibilities. He intended to follow the agreed direction, yet he worried about whether his group could sustain the arrangement without affecting service quality.

As we spoke, he realised that holding this concern silently would shape his behaviour. His hesitation would affect communication with colleagues, and his team would sense his uncertainty. He recognised that his role was to help the decision succeed. This shift in mindset changed his approach to the work ahead.

Leadership often begins with such internal adjustments.

Read More “When agreement is not alignment”

Organisations that learn to strengthen decisions together build more than alignment (Photo by BLOOMBERG)

LETTER TO THE EDITOR

Appeared in online edition of TMR on 6th February 2026 – click to go to TMR online article.

IN MANY organisations, meetings consume energy without necessarily strengthening decisions.

Over the years, I have facilitated several strategic retreats. In one instance, in a single afternoon, we worked through five major strategic items: Three unit plans and two cross-functional initiatives. Time was limited. The personalities in the room were strong. The issues under discussion carried real weight.

What emerged was a disciplined way of engaging — one that treated strategy not merely as planning, but as responsibility.

We practised what I call strengthening decisions together.

The intention was straightforward: When a proposal is presented, the shared task is to strengthen it. Every decision carries consequences beyond the meeting room.

Framing discussion this way shifts the posture of participants.

Designing the Dialogue

Each presenter is actually a proposer. The presentation included stating the purpose of the initiative and what success would look like. Colleagues asked clarifying questions to ensure shared understanding.

Only after that did participants offer strengthening inputs. These also cover identifying risks, assumptions, blind spots or areas requiring sharper articulation.

The tone of these inputs mattered. They were framed as care for the work entrusted to the team.

There was no voting. Each proposal went through one round of integration. The presenter having considered the inputs is able to adjust or clarify the original proposal, or park the inputs for further work. Items requiring leadership direction were surfaced openly. Then we moved forward.

In that single afternoon, five strategic conversations unfolded with focus and shared ownership. Strategies became clearer. Dependencies surfaced. Accountabilities were sharpened. The discussions carried discipline and intent.

Participation widened. Voices that might otherwise remain reserved surface to contribute. Strong personalities engaged with deliberation. Contributions became measured and purposeful.

Read More “Strengthening decisions together: A modern shura”

In the Islamic tradition, this inner orientation is addressed through the concept of niyyah, or intention, which invites reflection on what one is acting for and why that action is being taken (Pic credit: MEDIA MULIA)

LETTER TO THE EDITOR

Appeared in online edition of TMR on 21st January 2026 – click to go to TMR online article.

Leadership effectiveness is shaped by factors that are less easily measured and yet deeply consequential

IN TODAY’S leadership environment, visibility and output are closely watched. At the start of the year, targets matter and performance indicators are decided upon and assigned. Leaders are assessed through results, activity and responsiveness. 

These are part of organisational life. However, leadership effectiveness is shaped by factors that are less easily measured and yet deeply consequential. How leaders show up shapes how leadership is experienced. 

In meetings, conversations and moments of uncertainty and demands for change, instead of constant activity to get results, leadership is also demonstrated through presence. This means attentiveness, steadiness and tone. It is these qualities that influence trust, judgement and the ability to navigate complexity. 

Presence has become an important leadership capability in environments shaped by constant motion and competing demands. 

The Cost of Constant Performance Mode

Many leaders operate for seemingly never-ending periods in performance mode. They move quickly from one obligation to another, appear outwardly effective, yet still feel internally stretched. Over time, this affects listening, discernment and the quality of engagement with others. 

Decisions are made under pressure. Conversations become transactional. Reflection is rarely done. These patterns accumulate and shape leadership outcomes in ways that are not always immediately visible. 

This is where presence becomes relevant as a leadership discipline.  

Read More “Presence before performance in leadership”

(pic: Bloomberg)

LETTER TO THE EDITOR

Appeared in online edition of TMR on 8th January 2026 – click to go to TMR online article.

EMOTIONAL intelligence has become a familiar concept in leadership and organisational development. Ideas such as emotional regulation, self-motivation and self-awareness are now widely regarded as essential capabilities for effective leadership.

Yet this language is relatively recent. When I began working in the 1980s, emotional intelligence had not yet entered leadership vocabulary. It gained prominence in the 1990s and became mainstream in the 2000s.

As these ideas developed, I found much to appreciate in modern psychology. It helped leaders recognise the role emotions play in judgement, relationships and performance. At the same time, I sensed that a deeper foundation already existed, waiting to be rediscovered rather than newly invented.

That clarity emerged through the work of Muhammad Javed, whose exploration of emotional intelligence through the Prophetic tradition offered coherence and depth.

His work demonstrates that principles now associated with emotional intelligence were already embedded in Islamic teachings, especially in the practice of Prophet Muhammad (PBUH) long before they were labelled as such.

This rediscovery carries important implications for leadership today.

Emotional Regulation as Moral Alignment

One of the central elements of emotional intelligence is emotional regulation. In leadership settings, this involves managing reactions, maintaining composure and responding with deliberation, especially under pressure.

Within the Prophetic tradition, emotional regulation is understood as alignment with a moral and spiritual framework that is already established.

The Quran and the Sunnah (“habit,” “tradition” or “path,” referring to the way of life, teachings, actions and approvals of Prophet Muhammad) provide guidance on how emotions are to be recognised, disciplined and expressed.

Anger, fear, hope and desire are acknowledged as part of human experience and leaders are taught how to direct them with wisdom.

This perspective brings clarity to leadership practice. Regulation becomes an act of returning to values that are clearly defined rather than searching endlessly for new behavioural formulas. Leaders are guided by a stable reference point that anchors their responses during moments of stress or uncertainty.

In organisational life, such anchoring produces steadiness. Leaders who regulate emotions through values and faith offer consistency, especially when teams face volatility and change.

Read More “Emotional intelligence: A leadership tradition rediscovered”

As the year unfolds, leaders should pause for self-examination, reflecting on the habits, assumptions and inner beliefs that shape their decisions, so that new goals are pursued with clarity, steadiness and purpose

LETTER TO THE EDITOR

• Appeared in print edition of TMR (The Malaysian Reserve) on 29th December 2025.
• Appeared in online edition of TMR on 31st December 2025 – click to go to TMR online article.

We review strategies, budgets and calendars. This ritual is familiar and necessary. Yet experience suggests that renewal rarely succeeds when it begins with plans alone.

Sustainable renewal begins with a shift in paradigm. 

A paradigm is an assumption or mental model through which we see ourselves, others and the world around us. 

It shapes what we notice, how we interpret events and what we believe is possible. In leadership, paradigms quietly influence decisions, energy and behaviour long before any strategy is written down. 

In my work as a CEO coach, I often meet capable leaders who feel stuck despite having skills, experience and good intentions. 

The obstacle is rarely a lack of knowledge or effort. More often, it is an unexamined paradigm that keeps them operating within invisible limits. 

That paradigm does not live in spreadsheets or frameworks. It lives in the heart. 

Why the Heart Matters in Leadership Renewal

When we speak about the heart, we do not mean only the physical organ, though my own triple bypass surgery earlier this year certainly brought fresh appreciation for it. 

In this context, the heart refers to the inner centre of perception, intention and meaning. It is where beliefs settle, where fears and hopes coexist and where trust or hesitation quietly form. 

In the Islamic tradition, the heart (qalb) is central to human consciousness and moral orientation. It is described as the seat of understanding and discernment. When left unattended, distortions form gradually and become normalised. 

The Prophet Muhammad (peace be upon him) said, “Indeed, in the body there is a piece of flesh. If it is sound, the whole body is sound. If it is corrupted, the whole body is corrupted. Truly, it is the heart.” 

For leaders, this insight has practical consequences. Without inner clarity, outer change becomes short-lived or exhausting. Renewal that bypasses the heart eventually loses momentum. 

Muhasabah: The Gateway to Paradigm Shifting

A powerful practice for inner renewal is muhasabah, or honest self-examination. It is a form of personal stocktaking that looks inward with truthfulness and compassion. It involves recognising patterns without self-attack, guilt or shame. 

Read More “Renewal before the new year: Shifting the leadership paradigm”

Whether in organisations, public institutions or communities, we are expected to remain steady while the world around us shifts

LETTER TO THE EDITOR

Appeared in online edition of TMR on 9th December 2025 – click to go to TMR online article.

ADVERSITY is part of life, organisations and leadership. At many points in our careers, we will face unexpected tests. Markets turn, teams struggle and strategies shift.

Earlier this year, I faced adversity myself: A triple bypass surgery that stopped me in my tracks. It made me pause and rethink how I operate and how I lead. Those few months revealed the limits of what is truly within my control, the need for patience and the importance of grounding leadership in something deeper than activity, achievements and money.

As I reflected on my own experience, I revisited the life of the Prophet Muhammad (peace be upon him), whom Muslims regard as a model of strength, wisdom and composure. His leadership through hardship offers guidance for leaders navigating complexity today. Whether in organisations, public institutions or communities, we are expected to remain steady while the world around us shifts. Prophet Muhammad’s example illuminates how to do this with dignity and clarity.

I reread Chapter 12 of the book Prophet Muhammad (peace be upon him): The Hallmark of Leadership by Dr Azman Hussin, Dr Rozhan Othman and Dr Tareq Al-Suwaidan, which provides vivid illustrations of how he approached some of the most challenging moments of his life. Four leadership principles stood out, alongside insights I gained during my recovery.

Begin with Clear Recognition of Reality

A defining quality of the prophet’s leadership was his ability to recognise circumstances fully and calmly. During the years of social and economic boycott in Makkah, he assessed the situation with composure and continued his mission with steady resolve. His supplication at Taif also reflects remarkable awareness. The words recorded describe a leader who understood his limits and placed his trust in a higher purpose with sincerity.

During my recovery, acknowledging the reality of my condition gave me the inner space to think clearly and move intentionally. Leaders today often rush into motion too quickly. A moment of clear recognition strengthens judgement, sharpens priorities and steadies the heart before decisions and actions begin.

Read More “What Prophet Muhammad’s life teaches today’s leaders”

Leaders who engage in consistent renewal create the conditions for sustainable performance

LETTER TO THE EDITOR

• Appeared in print edition of TMR (The Malaysian Reserve) on 24th November 2025 – click for scanned copy.
• Appeared in online edition of TMR on 26th November 2025 – click to go to TMR online article.

Slowing down becomes a moment of strengthening as leaders rewire with intention (Pic: AFP)

LEADERSHIP is often measured by results, but long-term effectiveness depends on a leader’s ability to renew strength, clarity and purpose. Without renewal, there is a feeling of same-old same old.

Then performance eventually dips, decision-making dulls and leaders drift away from the connection between their responsibilities and their inner compass.

Earlier this year, I underwent bypass surgery. It was a harrowing period that disrupted my routine and momentum. It really tested my resilience as I faced pain and total weakness.

At first I saw it as a medical interruption. It then became a period of deep reflection on what sustains a leader through painful trials and tribulations.

Read More “Rewire, refire, renew: The HEART of leadership – TMR Edition”

How Muslim leaders can translate mission-oriented frameworks into faith-conscious strategy

LETTER TO THE EDITOR

• Appeared in print edition of TMR (The Malaysian Reserve) on 10th November 2025 – click for scanned copy.
• Appeared in online edition of TMR on 12th November 2025 – click to go to TMR online article.

(pic: MEDIA MULIA)

Revisiting Autonomous Knowledge


IN MY previous article, I challenged us to unlearn defaults entrenched by coloniality and to generate autonomous knowledge rooted in Quranic guidance and Prophetic practice.

Today, I pick up that thread through the lens of strategy frameworks which already exist in the secular world and explore how they might be re-interpreted and re-grounded for faith-conscious leaders.

Lately, I’ve been reading the book Venture Meets Mission by Arun Gupta, Gerard George and Thomas Fewer. It argues that capitalism itself is shifting: From pure profit-seeking to purpose-seeking.

Organisations now talk about aligning people, purpose and profit to create societal transformation. That’s appealing to me. For us Muslim professionals, the question becomes: How do we translate that alignment into strategy that honours Allah, serves mankind and ensures sustainable impact? That is when mission truly meets deen.

Read More “Mission-driven strategy: When faith reframes people, purpose and profit – TMR Edition”

Alhamdulillah. I am grateful to share a meaningful milestone in my leadership journey.

Starting this month (November 2025), I am contributing fortnightly to The Malaysian Reserve (TMR), one of Malaysia’s respected business and financial newspapers. My articles appear in the print edition every other Monday, followed by the online version a few days later. (The print edition is weekly.)

This opportunity emerged naturally and unexpectedly, through conversations and sharings over the past months, especially after my bypass surgery earlier this year. That difficult period reshaped how I viewed purpose, resilience and the inner foundations of leadership. It also deepened my intention to write regularly and offer meaningful reflections to leaders navigating today’s complexities.

TMR’s readership consists of business leaders, policymakers, entrepreneurs, executives and professionals. I hope to bring value to them through practical insights shaped by lived experience, reflection, and the frameworks I have developed over the years.

Read More “A New Chapter: Writing for The Malaysian Reserve”