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.

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.

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.

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.