CHUANG TZU: WHAT HAPPENED TO DAP?

 

Be it when I am in KL or Penang and especially in WhatsApp groups discussion, the off-repeated question is, “ What happened to DAP?”

Chuang Tzu may have the answer.

“When an archer is shooting for nothing,

he has all his skill.

If he shoots for a brass buckle,

he is already nervous.

If he shoots for a prize of gold, he goes blind or sees two targets -

He is out of his mind!

His skill has not changed. But the prize divides him.

He cares. He thinks more of winning than of shooting-

And the need to win drains him of power.” -

                                              Chuang Tzu (c.360 BC - c. 275 BC)

Perhaps DAP will reflect. Is Putrajaya the brass buckle or pot of gold that will drain them of power?

Peace, anas

 

HOW TUN DR. M AND TS LIM KIT SIANG CAN HELP HEAL THE NATION

We are a nation with wounded hearts.

Most of us are fairly richer and better off than we were before, across the board.

Yet today, every single community is feeling as though they have been short-changed. Each community feels that they have being treated unfairly – that they are the ones at the losing end. We see almost everything as a zero-sum game – politics, economics, religion. If the other side gets more, it can only mean our side is getting less. Such is our psyche.

We are suspicious of each other. We question each other's intentions. We have a trust deficit.

We are a young nation chasing big dreams. We come from different backgrounds – ethnicities, religions, cultures and geographical locations. It is expected that along the way, we have intentionally and unintentionally hurt the other. The fact is, we have over-used our differences especially that of ethnicity and religion as political tools. Conveniently using real politics as an excuse to not work harder with a better approach. As such, over the decades, we pressed on building partisan politics based on unhealthy ethnic competition.

We created scars that slowly but surely grew us to be a nation with wounded hearts. This must not go on. We need to heal.

Tun Dr. Mahathir and Tan Sri Lim Kit Siang can help heal our nation.

I have been harbouring this idea since 2003 when Tun first resigned. I was waiting for Tan Sri to retire too, to promote the idea. However, events the last two decades have made me hold back the idea.

But today, it is not too late.

Tun and Tan Sri are leaders of all Malaysians. At the same time, they are both also seen as the ultimate advocates of the Malays (Tun) and non-Malays, particularly the Chinese (Tan Sri). They both help carved our modern history. For decades, they coloured our political, economic and social realities. They represented the uppermost leadership on both sides of our political divide. They, till today, carry an unmatched, respected and may I say, legendary, aura.

I have strong convictions that if Tun and Tan Sri are seen together chatting and sharing their thoughts and feelings about the past, the present and their hopes for our future, we will take our first steps to heal and bring our nation closer together.

Imagine Tun and Tan Sri at a park in Putrajaya, each assisting the other every now and then as they stroll through the walking path. Or, visiting Parliament and having a friendly banter about how they ripped at each other in the good old days. Perhaps in another session, sharing their grandfatherly bliss and introducing their grandchildren to each other – and share their hopes for the future generations.

Perhaps, ‘Keluar Sekejap’ could facilitate the sessions and meetings. Plan for a good number of episodes. The goal is to heal the nation. Bring us closer.

We need to show that while Tun and Tan Sri are opposed to the other, both are working for Malaysia in their own way. They are just “musuh politik”, not real enemies.

I pray and hope that Tun and Tan Sri find resonance in this idea and see it as their greatest final gift to Malaysia and Malaysians.

Let’s heal our wounded hearts.

Thank you.

Peace.

Anas Zubedy

Penang

 Note : Pix from Berita Harian Website

 

HAVE A MEANINGFUL AIDILFITRI 2025

Have a Meaningful Aidilfitri 

Why leaders and managers must know how to lead without formal authority

Leaders and managers must be taught to lead without formal authority early on. 

This is to avoid cultivating a self-defeating mentality believing that without formal power, they are helpless. This attitude robs them from entrepreneurship, taking initiative and being proactive. Thus, fail to get things done and make things happen – their ultimate task. In the longer run, they become bosses that are overly dependent on power of authority even to do the smallest of jobs.

Leaders and managers must know the relationship and dynamics between power, influence and persuasion. They must understand that even those with absolute power are vulnerable to influence and persuasion by others. Even when they have formal power, it is crucial that they appreciate that influence and persuasion as extensions of power, are better options to change people’s attitude and behaviour.

It is not that leaders and managers should avoid gaining formal power and authority. The aptitude to acquire formal power is required for anyone who wants to move up in an organization. However, the journey to the top will require them to know how to influence and persuade not just their peers and subordinates, but also their bosses and external stakeholders.

Furthermore, one cannot develop influence and the ability to persuade without first developing their personal power. They need to get the basics right, like build trust, credibility and strong relationships. Develop the ability to communicate well, enlist people to collaborate and contribute great ideas. They must also nurture their self-confidence, and show abundant energy and stamina. These are some of the qualities needed to be an effective leader and manager.

Let us add value.

Have a meaningful Aidilfitri

Peace, anas

Picture caption

Tun Daim Zainuddin (1938–2024) was known for working behind the scenes, using his influence and persuasion to shape policies and drive reforms in Malaysia’s political, social and economic landscape.

Umar ibn al-Khattab, The Conquest of Jerusalem, a Hindu temple and Al-Madani Mosque

 Umar ibn al-Khattab, The Conquest of Jerusalem, a Hindu temple and Al-Madani Mosque

When Umar ibn al-Khattab, the Second Caliph conquered Jerusalem, he could have taken over every inch of the land. Instead, when Sophronius the Patriarch of Jerusalem invited Umar to pray in the Church of the Holy Sepulchre, he declined. He feared that if he prayed in the church, it might endanger the church's status as a place of Christian worship. Later Muslims might tear down the church, replacing it with a mosque in his honour. Umar ibn al-Khattab wanted to protect the future of the holiest site of Christianity. 

So, he walked outside and found an empty open space about a hundred feet away from the church and performed his prayer. Today, that space is a mosque, The Mosque of Umar - next to the courtyard of the Church of the Holy Sepulchre.

When the Caliph saw the poor state of the Temple Mount, where the holy site of the Jewish community once stood, Umar fell on his knees to clear the refuse and debris that had been left there for hundreds of years. And, when he found out that the Jews had been driven out of their holy land, he ordered his man to look for 80 Jewish family who were willing to repopulate Jerusalem. Caliph Umar ibn al-Khattab’s pious act marked a significant turning point in ensuring the Jewish community return to and reside in their holy land. 

The Treaty of Umar - Umar's Assurance, granted non-Muslim residents, including Christians and Jews, protection for their lives, possessions, and places of worship.

So, what can we learn from Umar ibn al-Khattab?

Firstly, we must avoid taking over an established place of worship of those of another faith even when we have the absolute power and authority to do so. Secondly, we must resist building a new place of worship for ourselves over them. Thirdly, we must protect the future of holy sites even when they are not our own. Fourthly, if we want to build a new place of worship for ourselves when faced with such a situation, find an empty and free space not far away without having to touch or disturb the places of worship of others.

When I read about Caliph Umar’s pious act, I recall what the Quran decreed in Chapter 22 verse 40 below,

“ [They are] those who have been evicted from their homes without right - only because they say, "Our Lord is Allah ." And were it not that Allah checks the people, some by means of others, there would have been demolished monasteries, churches, synagogues, and mosques in which the name of Allah is much mentioned. And Allah will surely support those who support Him. Indeed, Allah is Powerful and Exalted in Might.” 

What about the proposed relocation of the 130-year-old Dewi Sri Pathrakaliamman temple?

What would have been ideal would have been to follow Caliph Umar’s example. This is especially so because we are building a mosque in place of the temple. Furthermore, ironically, the proposed mosque will be named the Madani Mosque. A concept that will bid well with Caliph Umar’s compassionate example and in line with our MADANI concept of practicing a civilised culture that is inclusive and incorporates the interests of all races, religions and regions in the country.

However, it is good that an amicable solution has been agreed. The temple committee has agreed to move to a nearby site.  Additionally, the spot will be gazetted as a permanent site for the temple. 

What about the future?

We need better practices and norms that minimise controversy, hurtful ridicule and unnecessary politicization when faced with these challengers. A Malaysian culture that avoids wounding each other’s hearts. We need to emulate Caliph Umar’s compassionate example. A belief system that emphasises on empathy, caring about the other side and long-term relationships.

We need a process that guarantees the first right of choice or the right of first offer when dealing with similar situations, regardless if it affects a Hindu or Buddhist temple, a mosque, a surau, a church or a gurdwara. In the case of the Dewi Sri Pathrakaliamman temple’s case, DBKL would have had to offer the temple community the right to purchase the land in 2012 before opening it for sale to anyone else – in this case the Jakel Group. Ample time should have been given to raise the money needed and the price must be kept at a reasonable amount.

Practicing empathy and compassion is the true Malaysian way. We have the example of the century-old Sri Maha Sakthi Mohambigai Amman Temple within Mid Valley Megamall. Kudos to IGB Berhad for prioritising compassion and people over profit! In fact, we witness compassion and empathy on a daily basis in the corporate world. Business owners regardless of race or religious affiliation practice compassion and empathy by ensuring ample and comfortable space for a surau. On a personal note, it was heartfelt when my Chinese clients ask me how best they can improve the surau at their premises and assist their Malay Muslim workers to develop and grow their careers.

“ O you who have believed, be persistently standing firm for Allāh, witnesses in justice, and do not let the hatred of a people prevent you from being just. Be just; that is nearer to righteousness. And fear Allāh; indeed, Allāh is [fully] Aware of what you do.” Quran 5:8

Thank you, Caliph Umar ibn al-Khattab for showing us the way of the Quran with your life examples.

Peace.

Anas Zubedy

Penang

HAVE A MEANINGFUL CHINESE NEW YEAR - When MUST Leaders Micromanage

 

HAVE A MEANINGFUL CHINESE NEW YEAR

When MUST Leaders Micromanage

There are often misconceptions about micromanagement. Let me explain.

The late Tan Sri Dato' Dr Lee Shin Cheng* used to pick up loose oil palm fruits that had fallen from the bunches to the ground, reminding his managers that each fruit was worth 20 cents.

He never failed to patrol his estates on foot, seeing for himself what was really going on the ground. Ditches must be kept clean. How else can one notice and pick fruits when weeds are thriving? His itinerary was kept random while at the same time aimed at low-performing estates.

Tan Sri’s brilliance in choosing “what” and “when” to micromanage not only sent a message to the entire organisation on the culture needed to succeed but also made his estates the most productive in the world.

The Managing Director and top management of a multinational semiconductor company practice walkabouts during lunch hours switching off lights left idle. Thus, sending a message that prudence is key to success. Every cent contributes to the bottom line. The message is simple and clear. Even shop-floor workers and the janitors can understand.

Bosses and leaders in the Fast-Moving Consumer Goods industry practice “Market Working”. They diligently visit supermarkets and grocery outlets to inspect their products on the shelves vis-à-vis competitors’. No amount of advertising ringgit, innovative product development or branding will work if we fail where it counts the most, at the point of purchase – the shelf space.

Bosses must micromanage.

It’s a matter of what and when. Picking the right ones require a strategic and deep understanding of the business. It is not about overseeing every detail. We micromanage areas that can create a chain reaction that builds the culture needed to make both our people and organization great.

Closer to home, parents must micromanage what their kids watch on social media and who they hang out with as these come with long-term consequences, be it positive or negative.

Let us add value.

Have a meaningful Chinese New Year 

Peace, anas.

*We highly recommend reading, “The Tree Whisperer”. The official biography of the late Tan Sri, Founder of the IOI Group.

Picture caption
Tan Sri Dato' Dr Lee Shin Cheng (1939–2019), the founder of the IOI Group, was a hands-on leader, known as the “Tree Whisperer” due to his affinity to oil palm.

HAVE A MEANINGFUL CHRISTMAS 2025 - When should leaders and managers MENTOR, COACH or SUPERVISE

 

WHEN SHOULD LEADERS AND MANAGERS MENTOR, COACH OR SUPERVISE

Different level of performers needs to be led and managed differently.

Mentoring is only for the top performers. Coaching is for the middle, while Supervisory is for low performers.

Why?

The goal of Mentoring is to help talents learn what he or she would have learned less well, more slowly, or not at all if left alone. It is a softer and more relationship-focused form of guidance to develop talent not just as an individual, but with a wider goal for both career and personal growth.

Mentoring links top leadership with top talents for a long period of time. It is the costliest development platform. As such, we must only mentor stallions and those who have the potential to be one.

The aim of Coaching is to improve skills that is needed in a talent’s job - to advance performance. It is task-specific. While it requires more constant interactions as compared to Mentoring, Coaching has a shorter time duration. It ends when the talent manages to step up to the performance needed. As such, Coaching is needed widely and best suited for the middle performers who occupy 80% of the bell curve.

Supervising is for the bottom 10% of the bell curve. The aim of supervising is to correct behaviour and get the job done at the minimum standard required. Supervising is a scheduled instruction-based approach to ensure a non-performer performs as expected at the shortest time possible - to shape up or shift out.

Leaders and managers must not waste time with non-performers. Delegate supervisory duties whenever possible.

While there are some exceptions, like a sudden drop by a performer due to personal challengers or a job fit concern after a transfer, leaders and managers must choose wisely and methodologically when to Mentor, Coach or Supervise because while people are our greatest asset, time is a limited one.

Contact zubedy to know more.*

Let us add value,

Have a meaningful Christmas

Anas

* Veronica HP +6019 288 1834 EMAIL veronica@zubedy.com

Have a Meaningful Deepavali 2024 - KINDNESS AND RESPECT IN LEADERSHIP

How to lead with KINDNESS while commanding RESPECT

Kindness is core to leadership. Kindness is authority tempered with mercy. Kindness gives leaders moral authority. Kindness builds trust, can help hold the team together, germinates respect and loyalty from the followers.

We must not mistake kindness for weakness. In fact, to be kind, a leader must be willing to take risks and engage in difficult conversations and take tough actions when their followers deviate, fail to perform, or do not live up to agreed expectations. How?

Kindness builds emotional currency between a leader and his/her followers. This currency, accumulated through acts of kindness, is essential when managing performance. Leaders can rely on this currency when they need to exhibit strong emotional expression to drive results.

It is the currency that gives leaders the moral authority to show or verbalise when they are upset if goals are not met, press for commitment and implement consequence management.

In short, kindness enables leaders to lead with minimal use of formal authority and the need to constantly tap into their positional power.

Ultimately, kindness is a license for a leader to call a spade a spade, do what it takes to make things better and achieve results while at the same time commanding respect. Because kindness allows followers to see that the leader is acting for what is in the best interest for the good not just for themselves, but also the followers as well as the organization.

We stress kindness in our leadership programs.

A leader is expected not just to lead and manage others, lead and manage the execution of processes, lead and manage change, but also lead and manage themselves first.

Let us add value,

Have A Meaningful Deepavali.

Peace, anas

Aunty Parvathy (1941–2024)

Mothers are natural role models who teach us how to lead with kindness while commanding respect. Aunty Parvathy is one fine example. She practices leading with kindness while commanding respect. Not only to her own children, but also to those who spend time with her family. Her kindness makes her a mother to many.