Followers

Sunday, April 12, 2026

THANK YOU PAKISTAN

 


Kudos and respect to Pakistan for stepping forward as a mediator between the United States and Iran. This is not a small role. It carries immense risk.

To stand between two powerful adversaries at such a volatile moment takes courage and conviction. Those who push for war rarely welcome peace, and history shows that mediators often become targets - politically, diplomatically, or worse. It is well known that Israel has, many times, hijacked peaceful diplomatic efforts by targeting mediators.

Yet, choosing dialogue over destruction is always the higher path. May wisdom prevail, and may those working for peace be protected.

Thank you.

Peace, anas zubedy.

THE QUESTION OF ISRAEL’S RIGHT TO EXISTENCE

 


Few questions in modern geopolitics are as emotionally charged, politically loaded, and repeatedly invoked as this: Does Israel have a right to exist? It is a question that appears almost reflexively whenever Palestinian rights are raised. Before one can speak about occupation, settlements, or human suffering, one is often asked to answer this foundational question. Yet, curiously, very few other nations, many of them newer than Israel, are subjected to the same test. To understand why, we must first examine the arguments as they are presented, and then carefully consider the tensions and inconsistencies that arise.

From the Israeli perspective and its supporters, the argument rests on several pillars. First, rightly or wrongly, there is the historical and religious connection to the land. Jews trace their roots to ancient kingdoms in the region, and for many, this connection is not merely historical but spiritual. Second, and perhaps most powerfully, is the legacy of the Holocaust. The systematic murder of accordingly six million Jews stands as one of humanity’s darkest chapters. It is often argued that this tragedy demonstrated, beyond doubt, the need for a Jewish homeland where Jews would no longer be at the mercy of others. Third, there is international recognition. The United Nations Partition Plan for Palestine proposed the creation of both a Jewish and an Arab state. Following its declaration of independence in 1948, Israel was recognized by many countries and admitted into the United Nations. Finally, there is the principle of self-determination. If other peoples are entitled to form nation-states, why not the Jews? Taken together, these arguments form a coherent case. Israel exists, it is recognized, and its people, like any other, seek security and sovereignty.

Yet, there is another side to this story, one that raises difficult and often uncomfortable questions. Before 1948, there was already a land known as Palestine, inhabited by its people. While there were ancient kingdoms known as Israel and Judah, there was never a modern sovereign state of Israel in the way we understand states today. The Balfour Declaration, issued by a colonial power, supported the establishment of a Jewish homeland in that land. To many, this was not a neutral legal act but a colonial intervention that set the stage for conflict. It is also worth recalling that early Zionist thinking, led by figures such as Theodor Herzl, did not initially fixate solely on Palestine. Alternatives such as Uganda and Argentina were seriously considered. This suggests that the justification for Palestine, while later framed as historical or biblical, was, at one stage, also pragmatic.

Furthermore, if the claim is ultimately rooted in a biblical idea of Israel, then it must also be measured against what the Bible demands. The biblical concept is not one of a modern democratic nation-state that selects certain elements while discarding others. It is a covenantal framework, grounded in obedience, moral responsibility, and divine law. One cannot invoke the promise of the land while setting aside the conditions attached to it. To claim a biblical basis, yet operate outside its full demands, raises a fundamental inconsistency: is this a modern political project, or a true continuation of a biblical model?

Then comes the moral question of the Holocaust itself. The atrocity was committed by Nazi Germany, not by Palestinians or other Middle Eastern peoples. If restitution or compensation was required, why was it not borne by those responsible? Why was a different population made to carry the consequences? This is not to diminish the horror of the Holocaust. It is to ask whether justice for one people can be built upon the dispossession of another.

Since 1948, the world has seen the birth of many new states. Malaysia gained independence in 1957. Brunei followed in 1984. After the collapse of the Soviet Union, countries such as Moldova, Ukraine, and Kazakhstan emerged. More recently, South Sudan became independent in 2011. Yet none of these nations are routinely asked, “Do you have a right to exist?” In most cases, independence meant that the people already living on the land became citizens of a new state. There was continuity. There was no large-scale displacement tied to the creation of the state itself. In the case of Israel, however, two peoples laid claim to the same land, and the Jews were mostly brought from across Europe. For Palestinians, 1948 is not only a moment of independence for another people, but also a moment of loss. This unresolved tension continues to echo into the present.

Another layer of complexity lies in the question of borders. Unlike most modern states, Israel’s final borders have never been fully settled. After the Six-Day War, Israel took control of territories including the West Bank and East Jerusalem. Since then, settlements have expanded, and the status of these lands remains deeply contested. Today, Lebanon is also a target. This creates a perception, particularly among critics, that the “right to exist” is not merely about the existence of a state, but about a state whose geographical scope continues to evolve. It looks more like a right to colonized. Supporters of Israel reject this interpretation. They argue that the right to exist is about sovereignty and security, not expansion, and that borders were always meant to be finalized through negotiation. Yet, from the outside, the reality on the ground raises a difficult question: where does existence end and expansion begin?

In many discussions, asking “Does Israel have a right to exist?” functions less as a philosophical inquiry and more as a gatekeeping tool. It shifts the conversation away from present realities and places the burden on the speaker to first declare a position. In doing so, it reframes debates about human rights, justice, and policy into a binary test of legitimacy.

History is filled with immense human suffering. The Holocaust stands as one of the most horrific, but it is not the only tragedy. Millions perished in World War II beyond the Jewish community. The Soviet Union alone lost approximately 27 million people. In colonial contexts, policies such as those during the Bengal famine under Winston Churchill have been cited as contributing to mass deaths. Yet, in none of these cases was a new state created on another people’s land as a form of redress. This raises a broader moral question: are we applying consistent standards when we speak of justice, restitution, and the rights of nations?

The debate does not end with history. It returns, forcefully, to the present. Even if one accepts that Israel has a right to exist as a state, a deeper and more uncomfortable question arises: What does that right mean in practice today? Is it simply the right to exist within secure and recognised borders, like any other nation? Or has it, over time, come to include actions that go beyond self-defence and into the realm of continuous conflict?

A state’s right to exist cannot be detached from its responsibility. The perception among many observers is that Israeli leadership, particularly under Benjamin Netanyahu, plays a decisive role in shaping the trajectory of conflict in the region. The concern is not influence alone, but whether that influence consistently pushes toward escalation rather than resolution. Across decades, there is a recurring claim that moments of potential diplomacy in the Middle East often collapse before they can mature. From negotiations involving Yasser Arafat to repeated attempts at a two-state solution, many observers argue that efforts toward peace are frequently undermined by actions on the ground that make those efforts harder to sustain. Recent events with Iran appear to support this view. Mediators are targeted, and just before a diplomatic solution is about to bear fruit, Israel is perceived to act in ways that derail it. Even the current ceasefire has been strained by Israel’s continued attacks on Lebanon.

Supporters of Israel reject this view, pointing to real security threats and the role of multiple actors in the region. Yet the perception persists that military action often overtakes diplomacy at critical moments. What troubles many is not a single incident, but what appears to be a pattern of recurring conflict involving neighbouring regions and countries such as Lebanon, Syria, and Iran. Each conflict has its own context and justification. But taken together, they raise a broader question: at what point does constant conflict begin to define the character of a state’s existence?

To bring this into sharper focus, consider a simple analogy. Imagine a school. Every kid has a right to “exist” as a student. In that school, there is a student who constantly creates problems. He bullies others, takes what does not belong to him, harms smaller students, and shows no regard for rules. He even murders one of his classmates. Each time he does this, a powerful authority figure protects him. No matter what happens, there are no real consequences. In fact, he is given the tools to cause even more harm.

Now the question is straightforward. Do we allow this to continue? Do we say that the student has a right to be in the school, and therefore nothing more can be done? Do we allow other students to continue being harmed in the name of protecting that one student? Should our first response be to ask whether the bully has a right to be a student, instead of first taking his harmful acts seriously? Or should he be expelled as quickly as possible?

Or do we recognise a basic principle: that a student’s place in the school is tied to behaviour, that rights come with responsibility, and that repeated harm cannot be ignored. In any functioning system, there must be consequences. Limits must be imposed. Harmful behaviour must be restrained. Protection cannot become permission. No school can function if rules apply to everyone except one. The student would have been expelled.

Israel exists today, a reality that cannot be ignored. But existence, in the modern world, is not a blank cheque. It is tied to responsibility, restraint, and adherence to norms that allow others to live with dignity and security. If a state refuses to define its borders, and its territorial footprint continues to expand in practice, then a difficult implication follows. Expansion cannot be a one-way logic. If a state can grow beyond its original lines without clear limits, then by the same principle, it can also be restricted, reduced, and contained when its actions consistently undermine peace. This is not about denying a people’s existence. It is about the limits of state power.

The Jews have experienced many cycles of “Arrival → coexistence → distinct identity and roles → tension in crisis → restriction → displacement” throughout history. Many times, they were scapegoated and were the victims. But today, Zionism is not Judaism. The cycle may turn faster. If these Zionist playbooks continue, displacement may happen again.

Large segments of the American public are already questioning their leaders’ emphasis on Israel’s well-being instead of prioritising America first. Increasingly, even among traditional allies, there are signs of discomfort. Some European leaders have begun to view Israel not as a stabilising force, but as a source of tension in an already fragile global landscape.

Beyond the North Atlantic, many countries in the Global South have long been uneasy. While they may have tolerated Israel’s actions for strategic or diplomatic reasons, the underlying sentiment has often been one of dissatisfaction. At the ground level, across continents, the mood is clearer. Large segments of the global public are increasingly angered by what they see happening to the Palestinians. This is no longer a regional issue. It is shaping global perception, public discourse, and future alignments.

These are signs to come. 

As for me personally, I do believe Israel has a right to exist, but not on Palestinian land. And given the Zionist behaviour, just like the school bully mentioned, one should also question their moral right to exist as a state.

Peace.

Anas Zubedy

Penang.

 

BEYOND RACE: WHAT MALAYSIAN VOTERS REALLY WANT IN GE16

 

For decades, race has been one of the sharpest tools in Malaysian politics. It shaped narratives, influenced alliances, and determined how campaigns were run. Closely linked with religion, it became the default lens through which voters were understood and mobilised. But something has been changing.

If we study the last general election carefully, we will notice a shift. Race did not disappear, but it was no longer the only, or even the most decisive, factor. Another force began to rise above it. That force is values.

The Universal Moral Alignment

Across Malaysia, people from different races and religions began to converge on a shared position: Corruption is wrong. A Muslim sees it as a betrayal of amanah. A Christian sees it as a failure of integrity. A Hindu sees it as a violation of dharma. A Buddhist sees it as a failure of right conduct. A Taoist sees it as a disruption of harmony. A Sikh sees it as a violation of justice and righteous living.

Different traditions. Same conclusion. This is not political alignment; this is moral alignment. And it is reshaping how Malaysians judge their leaders.

The Failure of the Old Formula

Yet many political commentators and practitioners remain trapped in an old mental model. They still believe that to win elections, one must mobilise along race. It has become an automatic response, a familiar strategy repeated over decades. So when they analyse current developments, they fall back on the same explanations.

Take the Prime Minister. Many say he is trying to win back Malay votes. Since taking over the government, he has been widely perceived, and often criticised, as making a strong push towards the Malay electorate. The narrative is that this is necessary because Malay support remains with the opposition, particularly Perikatan Nasional. At the same time, another claim is made: that in doing so, he is gradually losing his non-Malay base.

On the surface, this appears to be a straightforward political calculation. But it is not working. Malay votes have not significantly shifted. At the same time, there is visible unease among segments of non-Malay voters. Many observers immediately conclude that this is a racial balancing issue. But this is an oversimplification; it reflects a failure to recognise what is actually happening on the ground.

Credibility Over Identity

The dissatisfaction we are seeing today is not primarily about race or religion. It is about credibility, consistency, and trust. Malaysians are asking simple but powerful questions: Did you keep your promises? Did you say one thing before the election and do another after? Are you applying the same standards to everyone? Are you sincere?

This is not a racial judgement. This is a values judgement. There is a growing feeling across the country that Malaysians are tired of being lied to, talked down to, and taken for granted. There is a deep sense that we have been "played out."

Over the years, we have seen promises made and not kept, positions taken and later abandoned, and principles applied selectively depending on who is involved. This is what frustrates Malaysians. Not race. Not religion. But hypocrisy.

A More Conscious Electorate

Malaysians today are more exposed, more informed, and more aware. We are no longer evaluating leaders based only on identity. We are evaluating them based on whether they are real leaders. Do they keep their word? Are they capable? Can they manage the economy? Are they serious about improving our schools, our infrastructure, and our daily lives?

People understand that not everything can be perfect. We know resources are limited. But we want to see fairness, balance, and proportion. It is not always what is done that frustrates people; it is how it is done. When actions appear excessive, selective, or politically calculated, trust erodes.

MAHAL: The New Standard

At its core, the demand is simple. Malaysians are looking for authentic leadership - leaders who remove uncertainty and whose words and decisions are aligned. We want leaders who are not hypocrites. This is the minimum standard.

Yet, many feel this standard has not been met. Over the past 10 to 15 years, repeated cycles of over-promising and under-delivering have made Malaysians more sensitive than ever to being misled. Trust has become fragile. And once broken, it is not easily repaired.

This is why a simple idea captures the current mood: MAHAL. Malaysians Against Hypocrisy and Lying. This is not a slogan; it is a reflection of how many Malaysians already feel. We are not asking for perfection. We are asking for honesty, consistency, and fairness.

The Real Question for GE16

Until politicians understand this, they will continue to use the wrong formula. They will continue to overplay race and identity, and they will fail because they are missing the real point. The issue is not whether a leader is "pro-Malay" or "pro-non-Malay." The issue is whether the leader is credible.

As we move towards GE16, race and religion will still be present, but they will no longer be as sharp. Malaysians are asking a deeper question: Can we trust you? Will you act fairly? Will you do the right thing, consistently? We are no longer just listening to what you say; we are watching what you do.

At the end of the day, the expectation is simple. We want a working government. One that gets things done, improves the economy, and applies the law fairly - not one that chooses who to protect and who to punish.

Just a government that does the right thing. Consistently.

Is that too much to ask?

Peace.

Anas Zubedy

Penang.

 

Saturday, April 11, 2026

SIAPA LEBIH MENGHARGAI WANITA

 

- analisis perbandingan antara era Shah dan Ayatollah

Ramai individu di seluruh dunia, termasuk di Malaysia, sering kali terperangkap dalam persepsi yang terpesong terhadap Iran dan kepimpinannya akibat dominasi naratif Barat. Keberatan untuk meneliti fakta daripada sumber yang seimbang menyebabkan ramai yang sekadar menerima propaganda satu pihak atau cenderung kepada pandangan yang berat sebelah.

Salah satu kepercayaan popular yang jarang dipersoalkan adalah dakwaan bahawa Shah Mohammad Reza Pahlavi mempunyai pendirian yang lebih progresif terhadap wanita berbanding kepimpinan Ayatollah. Namun, apabila kita meneliti kenyataan lisan dan data empirikal, realitinya jauh lebih kompleks daripada apa yang digambarkan oleh media arus perdana.

Dalam satu temu bual ikonik pada tahun 1973 bersama wartawan Itali, Oriana Fallaci, Shah Mohammad Reza Pahlavi secara terbuka meluahkan pandangan yang mencerminkan kepercayaan beliau terhadap ketuanan lelaki. Walaupun beliau mengakui kesetaraan wanita dari sudut undang-undang, beliau berhujah bahawa wanita tidak setanding lelaki dari segi keupayaan mental dan kepimpinan.

Bagi Shah, nilai seseorang wanita lebih tertumpu kepada aspek estetika seperti kecantikan, keanggunan, dan pesona kewanitaan. Secara tidak langsung, pemikiran patriarki yang menebal ini menunjukkan bahawa beliau melihat peranan utama wanita adalah sebagai pelengkap rupa paras, bukannya sebagai penggerak intelektual atau pemimpin Masyarakat - suatu ironi besar bagi seorang pemerintah yang sering dijulang sebagai simbol kemodenan.

Sebaliknya, perspektif yang dibawa oleh Ayatollah Khamenei menekankan prinsip kesetaraan potensi antara jantina. Beliau menegaskan bahawa walaupun terdapat perbezaan fizikal yang nyata, namun dari segi keupayaan intelektual dan rohani, kedua-dua jantina memiliki potensi yang tidak terbatas. Dalam pandangan beliau, lelaki dan wanita berhak bersaing secara adil dalam mengejar ilmu pengetahuan. Beliau turut menyangkal tanggapan bahawa lelaki lebih berilmu, malah menekankan bahawa sepanjang sejarah, wanita telah membuktikan kehebatan mereka dalam bidang sains, kesenian, dan inovasi. Bagi Ayatollah, penyertaan wanita dalam bidang politik, ekonomi, dan sosial bukan sekadar satu pilihan, malah dalam sesetengah keadaan, ia merupakan satu tanggungjawab yang seharusnya dipikul.

Tiada masalah, Anas. Ini adalah terjemahan penuh bagi bahagian tersebut, termasuk ayat pengenalan yang menekankan kepentingan data dan fakta. Saya telah menyesuaikan bahasanya agar kedengaran lebih berwibawa dan meyakinkan:

Apa yang lebih penting, kita perlu berpaksikan kepada data dan fakta yang boleh diukur. Kita harus meneliti hasil yang nyata dan objektif.

Di bawah pemerintahan Shah, pendidikan wanita kekal terhad dan tidak saksama. Kadar celik huruf dalam kalangan wanita hanya berada di sekitar 24% hingga 35%, yang bermakna lebih daripada 60% wanita masih buta huruf, terutamanya di kawasan luar bandar. Malah di peringkat pendidikan tinggi, akses adalah terbatas dengan wanita hanya merangkumi kira-kira 28% daripada keseluruhan pelajar universiti. Hal ini menunjukkan bahawa walaupun peluang pendidikan wujud, ia sebahagian besarnya hanya memberi manfaat kepada kelompok elit di bandar berbanding masyarakat awam yang lebih luas. Kita juga harus mengambil kira bahawa semasa era Shah, tiada sebarang sekatan ekonomi yang dikenakan oleh komuniti antarabangsa.

Sebaliknya, di bawah Republik Islam, termasuk di bawah kepimpinan Ayatollah Khameini, bidang pendidikan telah berkembang secara drastik merentasi seluruh lapisan masyarakat. Kadar celik huruf wanita melonjak kepada sekitar 80% hingga 90% ke atas, dengan kadar penamatan pendidikan rendah bagi kanak-kanak perempuan mencecah hampir 99%. Peningkatan dalam penyertaan universiti adalah jauh lebih ketara, iaitu daripada kira-kira 3% pada tahun 1978 kepada sekitar 59% ke atas, malah wanita membentuk majoriti pelajar dalam beberapa tahun kebelakangan ini. Ini mencerminkan peralihan besar daripada akses yang terhad kepada pendidikan massa bagi wanita di seluruh negara. Segala pencapaian ini berjaya diraih di bawah tekanan sekatan antarabangsa yang ketat, dengan sumber yang jauh lebih terhad.

Amat malang sekali apabila perbincangan sering kali disempitkan kepada soal etika berpakaian sahaja, sehingga membayangi isu-isu yang jauh lebih penting. Fokus yang hanya tertumpu kepada aspek ini adalah sangat terbatas dan cetek.

Kita perlu melihat gambaran yang lebih besar dan mengutamakan perkara-perkara yang lebih krusial, sepertimana yang di tetekankan dalam Al Quran Surah Al-A‘raf, 7:26.

“Wahai anak-anak Adam! Sesungguhnya Kami telah menurunkan kepada kamu pakaian untuk menutup aurat kamu dan sebagai perhiasan; tetapi pakaian takwa itulah yang terbaik. Yang demikian itu adalah antara tanda-tanda (kekuasaan) Allah, supaya mereka mengambil peringatan.”

Salam,

Anas Zubedy

Kuala Lumpur

 

SOCIAL CONTRACT IN COMPANIES - TODAY STARBIZ PAGE 15

 


DEAR CAPTAINS of Industry and Public Institutions

THE SOCIAL CONTRACT: A CEO’s FIRST DUTY

Dear Captains,

The first duty of a CEO is to ensure that the organisation’s social contract is understood, accepted and internalised. The beginning of the year is the most natural time to reaffirm it, or whenever the organisation needs to regroup around shared values, standards and spirit.

What is a social contract?

A social contract is a shared understanding of how we agree to work together. It defines what we expect from one another when we are trying to achieve something as a group. It is not limited to organisations. It exists in marriages, families, partnerships, corporations and even nations. Wherever people must cooperate, expectations must be made clear.

We must not mistake a social contract for the company handbook.

The employee handbook tells you the rules.
The social contract tells you the spirit.
The handbook is compliance-driven.
The social contract is culture-driven.
A social contract is not HR paperwork. It rests with the CEO.

As such, it is not just a policy document or an employee handbook exercise. It includes the company’s core values but goes further by explaining how those values are practised in everyday work. It is about shaping behaviour. It shapes how people treat one another, how decisions are made and how accountability is carried. It moves employment beyond a legal arrangement and turns it into a mutual commitment. Most importantly, it sets the tone for how people engage in every direction, whether managing upwards, leading downwards or working alongside peers and external stakeholders.

Most organisations focus almost entirely on the legal contract. Salary, working hours, leave entitlement and confidentiality clauses are clearly documented. Yet the real tension in organisations rarely comes from these clauses. It comes from expectations that were never clearly expressed.

Employees expect fairness, recognition and opportunities to grow. Managers expect ownership, loyalty, followership and performance. Employees look for dignity and development. Leaders look for accountability and results. None of these expectations are unreasonable. Problems arise when they are assumed instead of discussed.

When expectations are unclear, resentment builds quietly. Emotions replace structure. Small misunderstandings turn into fixed narratives. Making the social contract explicit reduces ambiguity. It removes guesswork. It replaces silent frustration with shared clarity.

Most new employees skim through the handbook, sign the document, file it away and rarely revisit it unless there is a dispute or disciplinary issue. The handbook outlines what is punishable. It asks only for the minimum standard required. The social contract clarifies what is honourable. It shows us how we can grow as individuals, as a team and as a company. The difference is profound.

A leader’s role is not merely to enforce rules but to align people. The social contract becomes the shared understanding that guides daily behaviour beyond compliance. It helps transform a workplace into a functioning community, creating an environment where performance benefits both employer and employee.

This is especially relevant in today’s workforce. As a younger generation enters organisations in greater numbers, expectations are shifting. Many younger employees seek meaning, regular feedback, fairness, growth and psychological safety. Employers, in turn, expect accountability, professionalism, adaptability and respect for structure. Without deliberate conversation, these expectations collide rather than complement one another.

Clarifying the social contract should therefore be the first management conversation each year. It comes even before onboarding and KPI reviews. Expectation alignment must come before strategy presentations.

A simple exercise can be transformative. Based on corporate goals and a clear understanding of what success requires, management lists what it expects from employees. Employees list what they expect from management. Both sides discuss these openly. This builds shared ownership.

It is crucial that the CEO defines the playing field of the social contract based on the company’s needs, not merely on management preference or employee desire. A social contract must rest on what needs to be done for the organisation to succeed, not simply on what any party wishes to do. Once a refined set of mutual expectations aligned with corporate needs is documented, it becomes the team’s compass. It may or may not be legally binding, but it must be upheld culturally and morally.

The need for a clear social contract becomes even more urgent when the nature of work itself changes. One of the most obvious examples in recent years is Working from Home (WFH).

WFH is not just a logistical arrangement. It forces us to rethink how we work and what work means. When presence is no longer visible, trust, accountability and performance must be redefined. Without an explicit social contract, assumptions quickly replace clarity.

Some employees see WFH as the flexibility to work from anywhere, whether their hometown or even a holiday destination, as long as they remain reachable and deliver their work. Employers, on the other hand, may interpret WFH to mean that employees are working from home and should be available to come into the office at short notice if required.

Others may view WFH as similar to flexible working hours, where they can step out to run errands or do their grocery shopping as long as their tasks are completed on time. Employers, however, may see WFH and flexible hours as two separate arrangements with different expectations.

Without a clearly defined social contract, these differing interpretations can easily lead to frustration on both sides and affect company performance.

Dear Captains,

The social contract is a crucial exercise. It is our first duty. It sets the environment for performance by helping us agree on how we work and live together within an organisational community. It not only defines behavioural parameters but also builds relationships that support performance. It explains how we communicate, how we give feedback and how we get things done.

Once a company-wide social contract is established, it becomes the responsibility of the heads of department to cascade it further. Each department should develop its own social contract based on the company’s foundation while adding expectations that are specific to the way the department operates, both within the team and in its interaction with other departments.

Social contracts should be revisited yearly, with fresh commitment breathed into their spirit. Every new employee must be clearly introduced to it so they understand what it means to belong and contribute to their new community. This discipline is vital for any organisation and, by extension, any society.

Clear expectations align people. Aligned people build institutions.

 

Sunday, April 5, 2026

GE16: PEMIMPIN–PEMIMPIN YANG TAK BOLEH PAKAI

 


Please share if you agree, thanks.

Dear Malaysian voters, peace.

We can disagree on many things in politics. Policies, priorities, even ideology. We may support different political parties, come from different ethnic groups or religious affiliations, be young or old, rich, middle class or poor, from Sabah, Sarawak, or Semenanjung.

But let us agree on some basic standards of leadership that should not be negotiable.

We need the best individuals. We must set the highest standards for the 222 who will represent us in Parliament. They will shape our nation over the next five years, and the future of our next generations.

Let us agree not to vote for these dirty dozen.

First, those who cakap tak serupa bikin. Leaders who lack authenticity, where words and actions do not align. Trust is the foundation of leadership. Once broken, everything else becomes questionable. If we cannot rely on their word, we cannot rely on their leadership. They are not difficult to spot. Look at what they promised before GE15 and what they did after. In today’s digital world, there is more than enough audio and visual record to judge them fairly. TAK BOLEH PAKAI.

Second, those who are corrupt, protect the corrupt, or remain silent. Corruption is not just about money. It steals opportunity, fairness, and the future of the rakyat. Every ringgit lost is a classroom not built, a university place denied, a hospital under-resourced, a burden shifted to the people. Integrity is not negotiable. These individuals are easy to identify. Before elections, they speak loudly about accountability. After elections, they become friendly, fall silent, or accept positions that benefit from that silence. TAK BOLEH PAKAI.

Third, those who say one thing and do another, especially once in power. Before elections, they speak of reform, accountability, and change. After gaining power, the narrative shifts. Consistency is a minimum requirement. Power should reveal character, not reverse it. This is a litmus test of who we can trust and who we should not trust again. Listen to their language. Do they justify inaction with phrases like “reforms take time,” claim their hands are tied, or blame the very people they aligned with to gain power? TAK BOLEH PAKAI.

Fourth, those who disrespect other people’s religious beliefs, institutions, and practices. Malaysians have a deep connection to their faith, and respect for others is paramount, even when we disagree. This is the soul and fabric of our nation. When leaders use unkind words to belittle or attack, or employ double-edged language to elevate themselves by putting others down, that is not leadership. Worse still is when they coin terms to divide and segment the nation, keeping race and religion alive as political fuel. They are not strengthening society. They are weakening it.

We must recognise them and refuse to vote for them. They are among the most dangerous individuals in a multi-religious society like ours. Left unchecked, they erode the very foundation of our nation. TAK BOLEH PAKAI.

Fifth, those who abuse their position for family and their own people’s benefit. Public office is a trust, not a family enterprise. When opportunities, contracts, and positions are given based on connections rather than capability, the system suffers. Public funds are not personal assets. These individuals are not hard to identify. Look at who benefits. Review contracts. Follow the distribution. Patterns will reveal themselves. TAK BOLEH PAKAI.

Sixth, those who place politics above the needs of the rakyat. When decisions are delayed, diluted, or distorted to protect political positions, it is the people who pay the price. Leadership is about solving problems, not managing narratives. Power over people is unacceptable.

Yes, politics is part of the job. But when politics comes first, trust is broken. Ask a simple question: are they willing to risk their position to uphold their principles? If not, power has become the goal, not service. We become pawns in their game. Why should we vote for them again? TAK BOLEH PAKAI.

Seventh, those who are arrogant. Leaders who believe they have all the answers and refuse to listen. No one has a monopoly on wisdom. Arrogance shuts out feedback, and mistakes are repeated instead of corrected. Leadership requires humility.

This is easy to spot. Observe how they speak, behave, and respond to questions, complaints, and feedback. Arrogance is hard to hide. You know who they are. Do not vote for them. And remember, during elections, they may suddenly appear humble and caring. Do not be fooled. TAK BOLEH PAKAI.

Eighth, those who talk about unity but practise division. They speak of togetherness, yet play race and religious politics when it suits them. Unity cannot be a slogan used to gain power. When unity becomes a tool for power, instead of power being used to build unity, we have a serious problem.

Watch their language. They question loyalty, whether as citizens or as members of an ethnic group. They frame it as a choice: are we Malaysian first or defined by ethnicity? This is a false divide. We are both. When leaders blur this to create tension, they are not uniting the nation. They are weakening it. TAK BOLEH PAKAI.

Ninth, those who practise double standards. One rule for themselves and their own people, another for everyone else. Justice loses its meaning when applied selectively. When fairness disappears, trust in institutions follows.

This is easy to identify. Observe how they exercise power. Who gets more, who gets less. Who is punished, and who walks free. The pattern will be clear. TAK BOLEH PAKAI.

Tenth, those who blame others and avoid responsibility. When things go wrong, they point fingers instead of stepping forward. Leadership begins with ownership. Without accountability, there is no learning, and without learning, no progress.

Listen to how they respond when things go wrong. Do they take responsibility or shift blame? Their response tells you everything. TAK BOLEH PAKAI.

Eleventh, those who sacrifice principles for outcomes. The idea that the ends justify the means is flawed. Short-term gains achieved through wrong methods create long-term damage. The journey matters as much as the goal.

These are the individuals who justify compromise, even on the very principles they once fought for and used to earn your support. They explain it away and expect acceptance. In doing so, they assume we will forget.

There is a saying often shared in Chinese, “sik sei gai hou taai.” It refers to how it is easiest to slaughter the chicken that does not see you as a threat. Those who trust you most are often the easiest to take advantage of. In politics, the easiest people to mislead are those who trusted you the most. We must not allow ourselves to be misled. TAK BOLEH PAKAI.

Finally, those who talk a lot but do little. Incompetence disguised as rhetoric. Announcements, slogans, and speeches mean little without execution. The rakyat do not live on promises. They live with results. Good intentions are not enough.

Compare what they say with what has been delivered. The gap will be clear. We should not vote for NATOs. No Action, Talk Only. BETUL-BETUL TAK BOLEH PAKAI.

Peace.
Anas Zubedy

 

12 GOLONGAN YANG TIDAK AKAN SAYA UNDI DALAM PRU16

 


Sila kongsikan kalau setuju … terima kasih

  1. Cakap tak serupa bikin
    Tiada keaslian. Kata dan tindakan tidak selari.
  2. Rasuah, melindungi perasuah, atau berdiam diri
    Integriti tidak boleh dirunding.
  3. Janji dicapati
    Cakap lain, buat lain. Terutamanya selepas berkuasa.
  4. Menghina kepercayaan, institusi, dan amalan agama orang lain
    Menjatuhkan orang lain untuk menaikkan diri sendiri.
  5. Menyalahgunakan jawatan untuk kepentingan keluarga dan kroni
    Dana awam bukan harta peribadi.
  6. Meletakkan politik melebihi keperluan rakyat
    Mengutamakan kuasa berbanding rakyat tidak boleh diterima.
  7. Sombong dan bongkak
    Kepimpinan memerlukan sifat rendah diri.
  8. Berbicara tentang perpaduan, tetapi mengamalkan perpecahan
    Menggunakan perpaduan sebagai topeng untuk politik perkauman dan agama.
  9. Mengamalkan dwi standard
    Satu peraturan untuk diri dan kroni, satu lagi untuk orang lain.
  10. Menuding jari dan mengelak tanggungjawab
    Jarang bertanggungjawab atas kegagalan dan kesilapan.
  11. Menggadaikan prinsip demi kepentingan peribadi
    Cara mencapai matlamat sama penting dengan matlamat itu sendiri.
  12. Banyak cakap, kerja tak jalan. Tidak kompeten.
    Tiada keupayaan untuk melaksanakan tugas dengan berkesan.

Salam, anas

 

TRUMP’S BEST EXIT STRATEGY

 


When I was studying at University of Malaya, my friends and I were privileged to have close relationships with many of our lecturers, especially those who were fellows at our Seventh Residential College. One such lecturer was the late Che Hashim.
I remember one occasion when we were chatting while he was marking exam papers. He looked up, half amused, half exasperated, and said, “The only way I can pass this kid’s paper is if he claims temporary insanity.”

Peace, anas

Saturday, April 4, 2026

WHY MANY US SOLDIERS MAY DIE SOON

 


It is deeply unfortunate, but I fear that many American soldiers may soon lose their lives.

Not because they chose this path freely, but because they are following orders from leadership that appears, at best, reactive, and at worst, driven by arrogance, self-aggrandisement, and the need to justify earlier decisions. There is a growing certainty that the current escalation is not purely in the interest of the United States, but influenced heavily by the long-standing strategic objectives of Benjamin Netanyahu and the state of Israel. Even as of today, Israel’s own military, the Israel Defense Forces, may not be at the forefront in a ground war, while young American soldiers are pushed to carry out that burden.

These soldiers are not abstract figures. They are sons and daughters, husbands and wives, fathers and mothers. They have families, dreams, and lives beyond the battlefield. To see them placed in harm’s way for what may not be a direct American necessity is troubling.

My concern is further heightened by recent developments. The United States is now moving a third aircraft carrier into the Middle East. This is not a routine deployment. It is a signal. A signal of escalation, of preparation, and potentially, of war widening beyond control.

So far, Iran has shown a degree of restraint that is often overlooked. Their responses have largely targeted military assets, installations, and strategic structures rather than maximizing human casualties. This is evident in the imbalance of lives lost, with Iran bearing a significantly higher toll compared to the combined US and Israeli side.

It would be naïve to assume that Iran lacks the capability to inflict far greater human damage. On the contrary, their demonstrated precision suggests that if their intention were to maximize casualties, the outcome would be very different.

This context also raises questions about widely circulated narratives. Claims that Iran has indiscriminately killed tens of thousands of its own people during the protest period in January and February should be examined critically. It is difficult to reconcile such claims with observed behaviour in current engagements, where there appears to be deliberate avoidance of unnecessary loss of life, even among adversaries. The contrast between what is reported from those protests and what is being demonstrated on the battlefield today warrants closer scrutiny and more careful judgement.

We have also seen earlier encounters involving carriers such as the USS Gerald R. Ford and the USS Abraham Lincoln. In those situations, Iran reportedly deployed drones and tactics that signaled capability without triggering large-scale casualties. It was, arguably, a form of controlled messaging rather than outright destruction.

But today, the situation is changing.

With continued escalation, and with discussions around ground troop involvement, the dynamics shift entirely. War, once expanded to that level, rarely remains contained. Intentions change. Thresholds break. If this trajectory continues, we may soon witness a very different phase of conflict.

And if that happens, it would not be surprising if major military assets, including aircraft carriers, become direct targets. Should such an event occur, the loss of life could be significant, likely in the thousands.

These losses, together with the lives of Iranians, both military personnel and civilians, are unnecessary. This is a pointless war, except for those who seek to colonise and become settler-colonialists, as Israel has done, and for powerful elites who desire Iran’s oil for their own profit at the expense of ordinary Americans and the world at large.

America and Americans must act quickly. There must be accountability and a return to sound judgement. Leadership matters. Decisions of war cannot be left unchecked.

I salute the American generals and senior military and intelligence leaders who have stood their ground and sacrificed their positions because they know, understand, and are certain that this war was unnecessary even before February 28, and remains just as pointless today.

I hope America’s system and processes are strong enough to check an unbridled and unconstitutional war, driven by a self-aggrandising President influenced by a foreign power, and to truly MAKE AMERICA FIRST.

Peace
anas

 

Friday, April 3, 2026

12 TYPES OF PEOPLE I WOULD NOT VOTE FOR IN GE16

 



  1. Cakap tak serupa bikin
    Lacks authenticity. Words and actions do not align.
  2. Corrupt, protect the corrupt, or stay silent
    Integrity is non-negotiable.
  3. Say one thing, do another
    Especially once in power.
  4. Disrespect other people’s religious beliefs, institutions, and practices
    Putting others down to make themselves look good.
  5. Abuse position for family and their own people’s benefit
    Public funds are not your personal assets
  6. Put politics above rakyat’s needs
    Power over people is unacceptable.
  7. Arrogant
    Leadership requires humility.
  8. Talk unity, practise division
    Use unity as a veil to play race and religious politics.
  9. Practice double standards
    One rule for themselves and their own people, another for others.
  10. Blame others, avoid responsibility
    Rarely accountable for failures and mistakes.
  11. Sacrifice principles for outcomes
    The journey matters as much as the goal.
  12. Talk a lot, do little. Incompetent.
    Lacks what it takes to get the job done.

Peace, anas

 

Saturday, March 28, 2026

SINAR HARIAN HARI INI : MENGAPA KEPEMIMPINAN PENGURUSAN PERLU MEMBINA "RESPECTFUL FEAR"

 

Yang Dihormati Kapten Industri dan Peneraju Sektor Awam,

Tugas seorang Pemimpin atau Pengurus, terutamanya bagi seorang Ketua Pegawai Eksekutif (CEO), bukanlah suatu amanah yang mudah. Tanggungjawab utama kita adalah untuk memastikan setiap warga organisasi bergerak serentak menuju matlamat Bersama - selari dari segi hala tuju, seirama dalam tindakan, dan memacu kepantasan yang mampu mengatasi persaingan.

Namun, untuk mencapai tahap sinkroni ini, komitmen yang tinggi diperlukan bagi mengimbangi kekuatan dan kelemahan setiap jabatan. Cabarannya ialah tiada formula kekal dalam mengurus sesebuah organisasi; landskap perniagaan sentiasa berubah dan menuntut kalibrasi semula pada setiap hari. Adalah tidak bermakna jika pasukan jualan cemerlang tetapi bahagian pengeluaran gagal memenuhi pesanan. Begitu juga, tidak berguna jika pemasaran memenangi anugerah tetapi sistem operasi dan penyampaian mengalami kepincangan.

Kepimpinan sebenar terletak pada keupayaan mengorkestrasikan keseluruhan sistem, bukan sekadar meraikan kecemerlangan terpencil. Inilah beban sekali gus keistimewaan seorang Teraju Eksekutif.

Definisi "Respectful Fear"

Bagi memikul tanggungjawab besar ini, salah satu sifat kepimpinan utama yang perlu kita bina adalah apa yang saya istilahkan sebagai "Respectful Fear" (Kegentaran Berasaskan Hormat). Ia merupakan satu bentuk "kengganan dalaman" untuk melanggar piawaian yang telah ditetapkan oleh seorang pemimpin yang dipercayai, konsisten, serta memiliki kewibawaan moral.

Kegentaran ini timbul daripada kesedaran bahawa mengecewakan pemimpin sedemikian akan membawa kesan yang mendalam. Walaupun ketegasan ini jarang dipamerkan secara terbuka, "kuasa" tersebut tetap wujud. Ia jarang perlu dikuatkuasakan secara keras kerana ia terbentuk daripada akar umbi kewibawaan moral dan konsistensi, bukan sekadar jawatan semata-mata. Melalui asas ini, lahirnya kawalan kendiri dan kekangan secara sukarela dalam kalangan kakitangan. Mereka bertindak dengan betul bukan kerana dipantau, tetapi kerana mereka memandang serius terhadap pemimpin, peranan mereka, serta organisasi tersebut.

Kesan Terhadap Kecekapan Organisasi

Apabila respectful fear wujud, keperluan untuk penyeliaan berterusan akan berkurangan secara drastik. Amalan pengurusan mikro (micromanagement) dapat dikurangkan, manakala proses membuat keputusan menjadi lebih pantas kerana jangkaan sudah pun difahami dengan jelas. Pemimpin tidak perlu meluangkan masa yang lama untuk membetulkan tingkah laku asas, sebaliknya boleh memberikan fokus penuh untuk memastikan gerak kerja berada pada landasan dan rentak yang betul. Akibatnya, organisasi memperoleh kepantasan dan koheren tanpa perlu meningkatkan birokrasi.

Lebih penting lagi, keberadaan respectful fear ini secara langsung meningkatkan piawaian etika dan profesionalisme. Ia membentuk budaya yang teguh tanpa memerlukan penguatkuasaan yang keras; di mana tahap kepercayaan adalah tinggi, selari dengan tahap jangkaan yang ditetapkan. Ini bukanlah model kepimpinan yang mengelak konflik atau merendahkan piawaian demi menjaga keharmonian luaran, sebaliknya ia adalah kepimpinan yang memiliki wibawa yang kental dan dipandang serius oleh semua pihak

Instrumen dan Disiplin Dalaman

Dalam konteks ini, sasaran, KPI, insentif, dan polisi tetap menjadi instrumen penting. Namun, mekanisme tersebut akan berfungsi dengan jauh lebih berkesan apabila disokong oleh sesuatu yang lebih utuh. Respectful fear beroperasi pada tahap yang lebih tinggi kerana pemimpin yang berkesan menggerakkan organisasi melalui disiplin dalaman (internalised discipline). Apabila ini wujud, sistem sedia ada akan memperkukuhkan tingkah laku positif secara automatik, dan bukannya bergelut untuk membetulkan kegagalan.

Respectful fear melahirkan Penguatkuasaan Secara Senyap (Silent Authority) -suatu kuasa yang tidak perlu diisytiharkan tetapi kehadirannya dirasai melalui tindakan dan kepatuhan sukarela. Oleh kerana piawaian dan akibat telah difahami, pemimpin tidak perlu memberi peringatan berterusan. Maka, pengaruh kepimpinan beroperasi secara konsisten di seluruh organisasi.

Manifestasi pada Pelbagai Tahap

  1. Tahap Pelaksanaan Tugasan: Penguatkuasaan secara senyap memastikan tindakan mengambil jalan pintas dirasakan sebagai suatu kesalahan moral. Kualiti terjaga tanpa perlu pemeriksaan rapi. Sebagai contoh, dalam sebuah firma pembuatan, seorang penyelia yang menyedari sedikit penyimpangan kualiti akan membetulkannya serta-merta walaupun tiada sesiapa memerhati. Beliau melakukannya bukan kerana takutkan hukuman, tetapi kerana tahu piawaian kualiti CEO adalah sesuatu yang tidak boleh dikompromi. Jabatan pemeriksaan kini menjadi lapisan pengesahan, bukannya benteng keselamatan utama.
  2. Tahap Tingkah Laku Pasukan: Budaya akan menggantikan peranan "kepolisian". Kawal selia rakan sejawat (peer regulation) berlaku secara semula jadi. Rakan sejawat akan saling menegur sekiranya terdapat ahli yang bertindak di luar nilai organisasi. Contohnya, jika seorang ahli pasukan jualan menjanjikan tempoh penghantaran yang tidak realistik, rakan sejawatnya akan menegur: "Itu bukan cara kita bekerja di sini." Pembetulan dilaksanakan secara mendatar, bukan menegak. Pasukan melindungi kredibiliti organisasi kerana jangkaan pemimpin telah sebati dalam diri mereka.
  3. Tahap Prestasi Individu: Penanda aras dalaman meningkat melalui motivasi intrinsik. Usaha dipacu oleh rasa bangga, tanggungjawab, dan rasa kepunyaan (ownership). Seorang penganalisis yang bekerja secara bebas tahu bahawa data yang tidak sahih akan mengakibatkan tindakan yang salah. Walaupun tanpa penyeliaan, beliau akan menyemak semula datanya kerana memahami bahawa kredibiliti yang terjejas memberi kesan lebih besar daripada sekadar ralat pada hamparan kerja.

Membina Kewibawaan: Konsep "Sat"

Persoalannya, bagaimanakah Pemimpin-Pengurus membina sifat ini? Satu sudut pandangan yang berguna boleh dilihat melalui konsep masyarakat Cina iaitu "Sat" (saat hei dalam Kantonis atau shā qì dalam Mandarin). Ia merujuk kepada karisma atau aura yang dapat dirasai serta-merta - suasana menjadi sunyi apabila pemimpin tersebut melangkah masuk ke dalam bilik. Sat menzahirkan kegentaran yang dihormati: keseriusan tanpa lakonan, penguatkuasaan tanpa gangguan, dan kuasa tanpa tayangan.

Kehadiran (presence) ini tidak boleh dilakonkan. Ia dibina melalui peredaran masa, bermula dengan sejati  (authenticity) dan konsistensi antara kata dengan perbuatan. Seorang pemimpin mesti sanggup membuat keputusan sukar, mengekalkan kawalan emosi, dan menunjukkan rekod prestasi yang adil serta tekal. Paling utama, ia memerlukan kewibawaan moral (moral seriousness), bukannya sekadar pesona (charm).

Para Kapten Industri dan Peneraju Sektor Awam sekalian,

Confucius merumuskan idea ini dengan ringkas: "Pemimpin yang memerintah dengan etika dan nilai murni adalah ibarat Bintang Utara; ia kekal stabil di lokasinya, manakala bintang-bintang lain secara semula jadi akan menjajar di sekelilingnya."

Respectful fear atau Kegentaran Berasaskan Hormat berfungsi dengan cara yang sama - ia tidak diperoleh melalui paksaan, tetapi melalui penghormatan yang diraih. Apabila pemimpin membina kewibawaan moral, konsistensi, dan kawalan diri, organisasi akan menjajar secara semula jadi. Kepantasan meningkat, dan disiplin tetap utuh walaupun pemimpin tiada di sisi.

Inilah kekuatan sebenar seorang Pemimpin-Pengurus: membina kegentaran berasaskan hormat yang mengekalkan kecemerlangan melangkaui keberadaan fizikal kita di dalam sesebuah bilik.

Salam, anas zubedy