Islamic Management Seminar SESSION I : BUILDING DYNAMIC ORGANISATION THROUGH AR RASHIDEEN MANAGEMENT APPROACH 1 ASSOCIATE PROF DR SHARIFAHHAYAATI BT SYED ISMAIL DEPARTMENT OF ISLAMIC POLITICAL SCIENCE, ACADEMY OF ISLAMIC STUDIES UNIVERSITY OF MALAYA KUALA LUMPUR
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Islamic Management
Seminar
SESSION I:
BUILDING DYNAMIC ORGANISATION THROUGH
AR RASHIDEEN MANAGEMENT APPROACH
1
ASSOCIATE PROF DR SHARIFAH HAYAATI BT SYED ISMAIL
DEPARTMENT OF ISLAMIC POLITICAL SCIENCE,
ACADEMY OF ISLAMIC STUDIES
UNIVERSITY OF MALAYA
KUALA LUMPUR
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WHAT IS IN THIS TOPIC?
Dynamic Organisation
Ar-RashideenManagement Approach
How to start & practice?
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DYNAMIC ORGANISATION
1.Capable of changing or being changed;
• not static
2.Characterized or distinguished by continuous change or vigorous activity.
• I have been given authority over you, but I am not the best of you. If I do well, help me; and if I do wrong, set me right. Sincere regard for truth is loyalty, and disregard for truth is treachery. The weak amongst you shall be strong with me until I have secured his rights, if Allah will; and the strong amongst you shall be weak with me until I have wrested from him the rights of others, if Allah will.
DETERMINATION ON ISLAMIC PRACTICE
• Abu Bakr (ra) exterminated apostasy, and crushed insurgency against the payment of Zakat by some Arab tribes.
• Collect and preserve the texts of the Qur’an
WEALTHY & GENEROUS
• As a wealthy merchant, he spent all his abundance to spread the moral teachings of Islam. For this reason, the Prophet (saas) said of him, “In the giving up of his wealth, Abu Bakr is most notable. What a good friend he is! We are joined by the love and brotherhood of Islam.” (Sahih Bukhari, TirmidhiHadiths)
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BEST PRACTICE OF CALIPH UMAR BIN AL-
KHATTAB (634-644)
Devotion to the moral teachings of the Qur’an.
Social justice reigned everywhere.
Innovations occurred in the time of Umar (ra).
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INNOVATIONS OF UMAR IBN AL-KHATTAB
Established public treasury: Bait-ul-Mal
Established courts of justice and
appointed judges
Proposed and enforced use of the
era of Hijra.
Established Land Revenue Department, ordered survey and assessment of lands and also ordered conducting census. This required maintenance of the land revenue
records in Persian, Syriac and Coptic languages.
Made rounds at night to gauge and evaluate the condition of
the people.
Established a procedure to giving salaries from the public
treasury to Imams and Muazzins.
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BEST PRACTICE OF CALIPH USMAN (ra) (644-656)
Truthfulness and integrity.
• Increase in the wealth of Muslims and their greater prosperity compared with their lives in the past.
Generosity
• He came to be known as 'Ghani' meaning 'Generous.'
• He spent a great portion of his wealth for the welfare of the Muslims, for charity and for equipping the Muslim armies.
Compilation of a complete and authoritative text of the Qur'an.
• A large number of copies of this text were made and distributed all over the Muslim world.
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BEST PRACTICE OF CALIPH ALI (ra) (656-661)
Courage & Wisdom
• Ali (ra) was one of the greatest scholars in the Islamic community.
Emphasize on Education
• established schools for the education of Muslims
Fair judgment
• Ali has said: the Prophet (s.a.w) has sent me to Yemen as a judge. The Prophet (s.a.w) prayed for me and said “If two adversaries approach you (for fair judgment) and you hear the claim of one, do not judge until you have heard from the other, for this is to decide the case” (Al-Baihaqi n.d.vol.10 Kitab A’dab al-Qadhi).
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HOW TO START
AR-RASHIDEEN
MANAGEMENT
APPROACH?
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SEEK KNOWLEDGE
• من يرد هللا به ":وسلم قال رسول هللا صلى هللا عليه:وعن معاوية رضي هللا عنه قال
)متفق عليه("خيرا يفقه في الدين
• Mu'awiyah (May Allah be pleased with him) reported:
• The Messenger of Allah said, "When Allah wishes good for
someone, He bestows upon him the understanding of Deen."
[Al-Bukhari and Muslim,Hadith 1376].
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ك طريقا ومن سل":وعن أبي هريرة رضي هللا عنه أن رسول هللا صلى هللا عليه وسلم قال
).رواه مسلم("يلتمس فيه علما سهل هللا له به طريقا إلى الجنةAbu Hurairah (May Allah be pleased with him) reported:
The Messenger of Allah ( ) ملسو هيلع هللا ىلص said, "Allah makes the way to Jannah easy for him who treads the path in
search of knowledge.“ [Muslim,Hadith 1381]
ن إذا مات ابن آدم انقطع عمله إال م":قال رسول هللا صلى هللا عليه وسلم :وعنه قال
.))رواه مسلم(("صدقة جارية ،أو علم ينتفع به، أو ولد صالح يدعو له:ثالث
Abu Hurairah (May Allah be pleased with him) reported:
The Messenger of Allah ( ) ملسو هيلع هللا ىلص said, "When a man dies, his deeds come to an end except for three things:
Sadaqah Jariyah (ceaseless charity); a knowledge which is beneficial, or a virtuous descendant who prays
for him (for the deceased)."[Muslim, hadith 1383].
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HOW TO PRACTICE
AR-RASHIDEEN
MANAGEMENT
APPROACH?
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• LEARN
• RELEARN
• DU`A
• SABR
• TAWAKKAL
• AMAL
• ADAB
• AKHLAK
• TAQWA
• IHSAN
AR-RASHIDEEN MANAGEMENT
APPROACH
AR-RASHIDEEN MANAGEMENT
APPROACH
AR-RASHIDEEN MANAGEMENT
APPROACH
AR-RASHIDEEN MANAGEMENT
APPROACH
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SEEK GUIDANCE (DU`A )
• يني سواء السبيل عسى رب ي أن يهد
“It may be that my Lord guides me to the right way.” (Ayah No. 22, Surah Al-Qasas,
Chapter No. 28, Holy Qur’an).
• Significance of this dua: When Musa (AS) was told that how
Firaun and his chiefs were conspiring against him, he left Egypt on
his own. When he went towards Madyan, he took a smooth and
easy route, and he rejoiced because of that. Then he said these
words. And Allah indeed guided him to the straight path (in this
world as well as Hereafter).
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SESSION II:
ISLAMIC VALUES, ETHICS AND ACCOUNTABILITY FOR
GOOD GOVERNANCE IN THE ORGANISATION
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ASSOCIATE PROF DR SHARIFAH HAYAATI BT SYED ISMAIL
DEPARTMENT OF ISLAMIC POLITICAL SCIENCE,
ACADEMY OF ISLAMIC STUDIES
UNIVERSITY OF MALAYA
KUALA LUMPUR
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WHAT IS IN THIS TOPIC?
ISLAMIC VALUES
ETHICS
ACCOUNTABILITY
GOOD GOVERNANCE
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ISLAMIC VALUES-AKHLAQ
Imam al-Ghazzali
• VALUES EMBEDDED IN ONE’S SOUL WHICH PRODUCE GOOD PRACTICES SPONTENOUSLY.
Ibn. Manzur
• GOOD PRACTICES FROM A REFLECTION OF ONE’S GOOD VALUES.
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4 CORE VALUES OF AKHLAK ACCORDING TO
AL-GHAZZALI
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ISLAMIC VALUES-AKHLAQ
الدين هو حسن الخلق
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ETHICS
• Not only what is legal But what is right
• Everyone doing the right thing – the
government, your boss, your fellow
workers, the public, yourself and your
family.
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GOOD GOVERNANCE
GOOD GOVERNANCE
PUBLIC SECTOR
PRIVATE SECTOR
CIVIL SOCIETY
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HOLISTIC ISLAMIC WORK ETHICS
MY WORK IS MY
NI’MAH
MY WORK IS MY
AMANAH
MY WORK IS MY
IBADAH
MY WORK IS MY
JARIAH
MY WORK IS MY
FITNAH
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RULES FOR H.I.W.E
AT ANY TIME
AT ANY PLACE
WITH ANYONE
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STRENGTH AND TRUSTWORTHINESS
• “One of the women said, "O my father, hire
him. Indeed, the best one you can hire is the
strong and the trustworthy” (Al-Qasas: 26)
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• Capability in knowledge
• Experience
• Specialization
• Personal abilities
• Potential character
strength
• Fear of Allah
• Awareness of Allah’s presence at anytime & place
• Responsivenesstrustworthiness
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RIGHTEOUSNESS
“Whoever does righteousness, whether male
or female, while he is a believer - We will surely
cause him to live a good life, and We will surely
give them their reward [in the Hereafter]
according to the best of what they used to do”
(An-Nahl:97)
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SAYINGS OF UMAR IBN AL-KHATTAB
Umar ibn Al-Khattab always had a sound opinion.
Some of his wise sayings are quoted here:
The wisest man is he who can account for his
actions.
Do not put off today’s work till tomorrow.
He who does not know evil will fall into it.
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ال يغي ر ما بقوم ح تى يغي روا ما إن الل
“…بأنفسهم “Verily! Allah will not change the condition of a people as
long as they do not change their state (of goodness)
themselves…”
(Ayah No. 11, Surah Ar-Ra’d, Chapter No. 13, Holy
Qur’an).
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AKHLAQ , ETHICS &
ACCOUNTABILITY MEANS…
ORGANIZING YOUR WORK…
ORGANIZE YOUR PEOPLE…ORGANIZE YOUR ENVIRONMENT…
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SESSION III:
IMPLEMENTING THE ISLAMIC-BASED MANAGEMENT
PRACTICES – CHALLENGES FOR ORGANISATIONS
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DR AZMAN BIN HUSSIN
Director/Chairman
eNCoral Board of Directors
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LEADERSHIP IN ACTIONAn Accelerated Learning Workshop
Level 5 leadership builds from Level 3 leadership. To be a
role model in something you must build a track record of
success.
Nobody looks up to “normal” people.
To be a role model in leadership you must build a track
record in leadership successes.
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THE SUCCESS PRINCIPLES
These principles always work if you work the principles
“YOU CAN’T HIRE SOMEONE ELSE TO DO YOURPUSH-UPS FOR YOU”
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DEFINING SUCCESS
Achieving Targets
Goals Objectives Vision (long term)
Mission (overall purpose)
Balance
The five essentials Religion (Spiritual)
Life Health Wealth (Financial)
Progeny (Family)
Honor (Self-esteem/Relations)
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Success = High achievements in 4 areas
- self
- relations,
- production
- and the hereafter
DEFINING SUCCESS
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“Learn the fundamentals of the game and stick to
them. Band-Aid remedies never last.”
JACK NICKLAUS, Legendary professional golfer.
THE FUNDAMENTALS OF SUCCESS
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A. You are responsible for
whatever happens to you
SUCCESS WITHIN YOU
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1. TAKE 100% RESPONSIBILITY FOR YOUR LIFE
• 100% responsibility for everything
• You have to give up all your excuses
• Event + Response = Outcome• You can blame the event (E) or You can simply change your responses (R)
to the events (E) – the way things are – until you get the outcomes (O) you want.
• Thinking, communication, pictures, perceptions, behavior• The thoughts you think, the images you visualize and the actions you take
(behavior) are the three things you have control over in your life
• If you don’t like your outcomes, change your responses.
• You have to give up blaming
• You have to give up complaining
• You either create or allow everything that happens to you
• Yellow Alerts … advance warnings
• Pay Attention … Your results don’t lie• Don’t be angry
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B. Know your strengths,
interests and weaknesses
SUCCESS WITHIN YOU
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2. BE CLEAR WHY YOU’RE HERE
What were you put on this earth to do What’s the why behind everything you do
Some personal life purpose statements
Decide upon your major definite purpose in life and thenorganize all your activities around it.
“Figure out what you love to do as young as you can, and thenorganize your life around figuring out how to make a living at it.”– Pat Williams, Senior VP Orlando Magic basketball team.
Balance the priorities
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C. Have a strong will
SUCCESS WITHIN YOU
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3. DECIDE WHAT YOU WANT
The indispensable first step to getting the things you want out of life is this: decide
what you want.
Early childhood programming often gets in the way of what you want
Don’t live someone else’s dream
Stop settling for less than what you want
Make an “I WANT” list
Make a list of 10/20/30 things you love to do and then think of ways you can
make a living doing some of those things.
Clarify your vision of your ideal life
Work and career
Finances
Recreation and free time
Health and fitness
Relationships
Personal goals
Contribution to the larger community
Contribution to your religion
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3. DECIDE WHAT YOU WANT
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4. UNLEASH THE POWER OF GOAL-SETTING
SMART
How much, By When
Move from an idea to a goal
I want to lose weight.
I will weigh 155lbs by 12pm 1 November 2015
Write it out in detail. Visualize it.
Create a breakthrough goal.
Reread your goals regularly … weekly or daily
Create a goals (visual) book
One goal is not enough
If you are bored with life, if you don’t get up every morning with a burning
desire to do things – you don’t have enough goals.
Mastery is the goal
You want to set a goal that is big enough that in the process of achieving it you
become someone worth becoming
Do It Now … Just Do It
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5. CHUNK IT DOWN
The secret of getting ahead is getting started. The secret of getting started is
breaking your complex tasks into small manageable tasks, and then starting on the
first one.
How to chunk it down
Consult with people who have already done it
Buy a related book or manual
Start from the end and work yourself backwards
OK not to know how to do something but keep on researching and asking
Money needed Skills and resources needed
Mind mapping
Map small tasks to a daily To-Do list
Do first things first
Identify 1-3 things you must accomplish each day. Pick the one you must
absolutely do first. Finish it first.
Plan your day the night before … you will be in control
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6. SUCCESS LEAVES CLUES
• In today’s world of abundance and opportunity almost
everything you want to do has already been done by
someone else.
Left clues in the form of books, manuals, audio and video
Summarize a formula for knowing and creating value for
yourself as a leader
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PERSONAL BUSINESS MODEL
What is a business model?
It’s the logic by which an enterprise earns its livelihood.
Describes the rationale how an organization creates, delivers
and captures value.
What is a personal business model
The way you engage your strengths and talents to grow
personally and professionally.
Describes the rationale how an individual creates, delivers and
captures value.
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FROM BMG TO BMU
Co-created by 328 work life wizards...
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BUSINESS MODEL YOU STEPS
Learn to use the key tool for describing and analyzing organizational and personal business models.
Revisit your life direction and consider how you want to align your personal and career aspirations.
Adjust — or reinvent — your work life using the Canvas and discoveries from previous sections.
Learn to make it all happen.
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BUSINESS MODEL CANVAS –9 BUILDING BLOCKS
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BUSINESS MODEL CANVAS
Together the nine building blocks form a useful tool: the
Business Model Canvas
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BUSINESS MODEL CANVAS –9 BUILDING BLOCKS
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LOGIC OF HOW ORGANIZATIONS PROVIDE VALUE TO CUSTOMERS
1. Customer Segments … An organization serves Customers based on various segments
2. Value Proposition ... by solving Customer problems or satisfying Customer needs.
3. Channels Organizations communicate and deliver Value in different ways...
4. Customer Relationships ...and establish and maintain different kinds of relationshipswith Customers.
5. Revenue streams Money comes in when Customers pay for Value Provided.
6. Key Resources These are the assets needed to create and/or deliverthe previously described elements.
7. Key Activities These are the actual tasks and actions required to create and deliverthe previously described elements.
8. Key Partners Some activities are outsourced, and some resources are acquiredoutside the organization.
9. Costs These are expenses incurred acquiring Key Resources, performing Key Activities,and working with Key Partners.
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BUSINESS MODEL CANVAS – FACEBOOK
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WHEN APPLE FIRST GOTINVOLVED WITH MUSIC
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YOUR TURN NOW
Use the canvas provided
By law … use the sticky notes
Build your organizations business model
Work in groups
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PERSONAL BUSINESS MODEL CANVAS
Now, let’s focus on the most important business model of all: business model you.
The Canvas works for describing personal business models just as it does for
describing organizational business models. Note a couple of differences between
the two, though:
In a personal business model, the Key Resource is you: your interests, skills
and abilities, personality, and the assets you own or control. In organizations,
Key Resources often include a broader range of resources, such as other people.
A personal business model takes into account unquantifiable “soft” Costs
(such as stress) and “soft” Benefits (such as satisfaction). The organizational
business model generally considers only monetary Costs and Benefits.
When drawing a personal business model, you may find these alternate
building block descriptions helpful:
Who
hel ps
you
What
you do
Per sonal
Who you ar e
and what
you have
How you
hel p
How you
int er act Who you
hel p
What
you give
What
you get
How t hey
know you
and how you
del iver
To download a PDF of the personal Business Model Canvas, visit BusinessModelYou.com.
Section 1 page 54 page 55 Canvas
Download a PDF of the personal Business Model Canvas from
BusinessModelYou.com.
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PERSONAL BUSINESS MODEL CANVAS
What does YOUR model look like?
Look carefully at the order
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PERSONAL BUSINESS MODEL CANVAS
What does YOUR model look like?
Look carefully at the order
Key resources – Who you are and what you have
Key activities – What you do
Customers – Who you help
Value provided – How you help (3)
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KEY RESOURCES About Me
Strongest interests
Abilities
Skills
Personality
What you have
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KEY ACTIVITIES About Me
Critical, differential tasks
performed at work
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CUSTOMERSAbout Me
Those who receive a benefit
Boss
Colleagues
Partners
External
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VALUE PROVIDED About Me
Most
important
thing
Based on key
activities and
benefit for
customers
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PERSONAL BUSINESS MODEL CANVAS
Now we are getting there …
5. Channels – How they know you and how you deliver
6. Relationships – How you interact
7. Partners – Who helps you
8. Revenue and Benefits – What you get
9. Costs – What you give
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CHANNELS About Me
Discovery
Deciding
Buying
Delivery
Follow-up
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RELATIONSHIPSAbout Me
Personal
service
Transactions
Customer
acquisition
Customer
retention
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PARTNERS About Me
Colleagues
Mentors
Professional
network
Family
Friends
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BENEFITS About Me
Salary/Fees
Royalties
Satisfaction
Recognition
Social
contribution
Heavenly
rewards
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COSTSAbout Me
Training/
subscription
fees
Commuting,
travel,
socializing
expenses
Time, energy,
stress,…
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EXAMPLE OF DOCTORAL STUDENT TURNED “EDITOR”
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PERSONAL BUSINESS MODEL CANVAS
SO LET’S FILL OUT YOUR CANVAS!
TAKE 20 MINS
Show your neighbor when done
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PERSONAL BUSINESS MODEL CANVAS
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PERSONAL BUSINESS MODEL CANVAS
REFLECT
Revisit your direction in life
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YOUR MANY DIFFERENT ROLES
Beware of your many different roles
BMU as father/mother
BMU as spouse
BMU as son/daughter
BMU as social worker/leader
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YOUR MANY DIFFERENT ROLES
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REFLECT – WORLD BEYOND WORK
Wheel of life
8 most important dimensions (Maqasid)
Revisit your direction in life
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REFLECT – WHAT IS YOUR PURPOSE
Where we’ve been so far
Discussed business model thinking, the basics of financial sustainability, and
why all organizations — for-profit, nonprofit, and social — must abide by the
logic of earning a livelihood. We saw how business model thinking helps
organizations — and individuals — reinvent themselves.
Covered how you can use the Canvas to describe your personal business
model.
Re-examined your important (multiple!) extra-work roles, the core interests,
skills and activities you find satisfying, your key personality tendencies, the
importance of engaging trusted others in the self-discovery process, and work’s
meaning and place in your life.
Where we go from here
It’s time to address the most fundamental, question underpinning business
models, whether organizational or personal. It’s a simple question that’s
extraordinarily challenging to answer: What is your purpose?
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RAISE YOUR PURPOSE FLAG!
Purpose is equally important when creating an organization or business
from scratch.
The organization’s Purpose guides the design of its business model. In that
sense, Purpose is a crucial “off-Canvas” element.
It is also a significant design constraint: After all, no organization — or
building — can be designed to be all things to all people.
Same holds true for personal business models. Modifying or reinventing
a personal business model calls first for clarifying its underlying
Purpose. Consider Purpose a “meta layer” guiding your personal
business model from above.
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REVISE YOUR PERSONAL BUSINESS MODEL CANVAS
REVISE
Reinvent yourself
Redraw your personal business model
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REVISE YOUR PERSONAL BUSINESS MODEL CANVAS
1. Start with your Personal Business Model as it stands today.
Draw it again here or on a separate sheet of paper. This time, guided by
your Purpose, you should be able to more powerfully articulate Who You
Are, How You Help, and Who You Help.
2. Identify Pain Points. Where does your work life hurt?
Using the Canvas you just drew, circle the building blocks where you feel
dissatisfied. For example, if you want to make more money, circle the
Revenue building block.
3. Ask Diagnosis Questions
Some of the questions address problems; others point to potential
opportunities.
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DIAGNOSIS QUESTIONS
Questions Solution Starting Points
Are you interested in your
work?
If so, great! If not, there’s probably a fundamental mismatch
between Key Resources (Who You Are) and Key Activities
(What You Do).
You also may want to reconsider your Purpose.
Are you underutilizing or not
using an important ability or
skill?
A missing or underused ability or skill incurs Costs in the form of
stress or dissatisfaction. Can you add that ability or skill to your
Key Activities to support or improve your Value Provided?
Do your personality
tendencies match your
workplace? (Remember,
“workplace” is largely defined
by the people you work with).
Do your personality
tendencies match your work
activities?
If so, terrific! If not, consider acquiring new Customers (or Key
Partners) with more compatible personality tendencies.
Customers are linked to Value Provided, so check Value
Provided diagnosis questions on the next page. Check to make
sure your personality harmonizes with your work activities.
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DIAGNOSIS QUESTIONS
Questions Solution Starting Points
Do you enjoy your Customers? If not, imagine the qualities a “dream” Customer would
have. Can you find such clients in the sector you’re now
working in? If not, consider revising your model.
Who is your most important
Customer?
Define why this Customer is so important. Is it hard
Benefits? Soft Benefits? A combination of both? Does
this Customer justify a new or distinct Value Provided?
What is the true job the Customer
is trying to get done? Does the
Customer have a “bigger picture”
reason or motivation for engaging
your services?
For example, is your immediate
Customer serving another, larger
Customer who has a bigger job-to-
be-done?
Can you reconceive, reposition, or modify your Value
Provided to help the Customer succeed with a bigger
job?
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DIAGNOSIS QUESTIONS
Questions Solution Starting Points
Is serving the Customer too
expensive?
Is serving the Customer driving you
crazy?
Are Costs, including soft Costs, too high to justify
serving this Customer? Is Revenue (or Benefits) too
low? Can you afford to fire the Customer? Can you afford
not to fire the Customer? Work through Value Provided,
Costs, and Revenue and Benefits diagnosis questions.
Is the Customer equating Key
Activities with the job-to-be-done?
Are you?
Sometimes Customers themselves haven’t clearly
defined jobs-to-be-done. Can you help them define it?
Can you redefine or modify Key Activities to boost
Value Provided?
Do you need new Customers? If so, consider changing your Customer Relationships
focus from retention to acquisition. Do you need to do
more selling or marketing? Improve or develop your skills
in this area? Find Key Partners who can help you
acquire new Customers?
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PERSONAL BUSINESS MODEL CANVAS
ASK YOURSELVES THE FOLLOWING TRIGGER QUESTIONS
ARE YOU INTERESTED IN YOUR WORK?
ARE YOU NOT USING A SKILL RIGHT NOW?
DO YOU HAVE FRIENDS WITH BENEFITS?
DO YOU ENJOY YOUR CUSTOMERS?
HOW CAN YOU DOUBLE YOUR INCOME?
CROSS OUT WHAT YOU DON’T LIKE TO DO!
WHAT SKILLS HAVEN’T YOU USED FOR 10 YEARS..
HOW CAN YOU GET REVENUE FROM A RESOURCE?
THINK OF 5 NEW CUSTOMER SEGMENTS TO USE YOUR RESOURCES
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AFTER THE PERSONAL BUSINESS MODEL CANVAS
SO YOU HAVE A MODEL. WHAT NOW ?
ACT! ACT! ACT Make it all happen and
LEARN AND ADJUST
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YOUR SWEET SPOT
Key
resources
Key
activities
Key
relationships
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OTHER WAYS TO APPLY THE BMU TOOL
Teaching business, personal finance basics
Instructors worldwide are using the BMC to teach strategy, entrepreneurship, and design, mostly in graduate level business programs. BMC is an ideal tool for teaching business basics in undergraduate programs. It’s a clear, readily understandable way to learn the fundamentals of enterprise-building. BMU Canvas could be a powerful tool for teaching career fundamentals.
Career coaching tool
Individual counseling tool
We discussed creating BMU Canvases to describe non-work life roles such as spouse, friend, and parent.
Annual review/personnel development in organizations
BMU could provide a structured way to examine how employees add value to the organization. Might extend use of the BMU Canvas to helping employees create more value in their off-work hours.
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REVIEW AND SUMMARY
• Personal Business Canvas as a leader
• It isn’t normal to know what we want. It is a rare and difficult psychological achievement - Abraham Maslow
•Only 3% courageous to really find out and chase their dreams (Carmine Gallo, The Innovation Secret of Steve Jobs, Mc-Graw Hill, 2010)
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REFERENCE
1. Maxwell, J.C. (2001). Developing the leader within you workbook, Nashville, Tennessee,
Thomas Nelson Inc.
2. Maxwell, J.C. (2002). The 21 irrefutable laws of leadership workbook, Nashville,
Tennessee, Thomas Nelson Inc.
3. Bennis, W. (1989). On becoming a leader, Addison Wesley.
4. McLean, J. W. & Weitzel, W. (1991). Leadership: Magic, myth or method?, AMACOM.
How leaders mobilize others to get extraordinary things done
in organizations
• values into action
• vision into realities
• obstacles into innovations
• separateness with solidarity
• risks into rewards
Climate in which people turn challenging opportunities into
remarkable successes.
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LEADERSHIP IN A NEW CONTEXT
Fundamentals of Leadership are and have been the same for centuries
Content of Leadership has not changed - but the context has
Heightened uncertainty
People first
• shift to more compassion and collaboration
• demand for leaders who coach and show respect for people from many
backgrounds.
• team players are more valued than ever.
We’re ever more connected
• Internet & Wireless
• enable everyone to be more collaborative, cooperative, sharing and supporting
• how to lead in a globally connected world where hierarchy has become irrelevant?
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LEADERSHIP IN A NEW CONTEXT (CONT’D)
Social Capital Intellectual capital is no longer supreme
Social capital is the new champ
The collective values of people who know each other and what they’ll do for each other.
Human networks that make things happen, not computer networks.
Leaders who get extraordinary things done are those who are right there in the middle of them.
Social Capital is amassed over years of investing in building relationships
Global economy global social capital
global enterprise, workforce, understanding
How can a leader unite such a diverse and disparate constituency ?
Speed direct consequence of the technologies that connect us
created a hurry-up culture, but not everything - such as quality human relationships - can be hurried
How does the leader balance all these?
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LEADERSHIP IN A NEW CONTEXT (CONT’D)
Changing workforce
no more stable, homogeneous workforce
a more diverse workforce demands a more customized approach to work
How do leaders embrace individual uniqueness and create wholeness out of diversity ?
How do leaders make an asset out of difference, and find a common purpose with which all can identity?
Even more intense search for meaning
soul, values, virtues, religion, faith, ethics
How can leaders provide a climate for people to bring their souls to work, not just their heads and hands?
How to balance the spiritual side of life with the secular purpose of organization?
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LEADERSHIP CAN BE LEARNED
Good leadership is an understandable and a universal process
This process varies little
industry
profession
community
country
Each leader is a unique individual
patterns to the practice of leadership are shared
Leadership is not at all about personality, its about practice
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“Only three things happen naturally in organizations : friction, confusion, and underperformance …
… everything else requires leadership.”
--Peter Drucker
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FIVE CRISIS FACING THE UMMAH
1. Backwardness
2. Low efficiency
3. Bad habits
4. Bad leaders
5. Poor understanding and knowledge of Islam
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FIVE PRACTICES OF EXEMPLARY LEADERSHIP
1. Model the Way
2. Inspire a Shared Vision
3. Challenge the Process
4. Enable Others to Act
5. Encourage the Heart
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FIVE PRACTICES OF EXEMPLARY LEADERSHIP
• When you engage in The Five Practices more frequently than
you do at present, you will be more effective.
• Those who Model, Inspire, Challenge, Enable, and Encourage
more frequently are more likely to get extraordinary things done
than those who do so less frequently.
• Exemplary leadership, in other words, is not an accident of birth
or circumstance. It is a result of conscious and conscientious
practice.
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MODEL THE WAY
• Titles are granted, but it’s your behavior that wins you respect
• If leaders want to gain commitment and achieve the highest standards, they must be models of the behavior they expect of others
• To model effectively, you must first believe in something. As a leader, you are supposed to stand up for your beliefs, so you had better have some beliefs to stand up for. The first commitment you must make, then, is to find your voice by clarifying your personal values and then expressing them in a style that is authentically your own.
• Personal Business Model Canvas (BMU)
• People first follow the person, then the plan
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MODEL THE WAY
Model the Way
Lessons from History
Your role model
Your past lessons
Your current rating
0 to 5
Action steps to
improve
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INSPIRE A SHARED VISION
Dream/Vision is the force that invents the future.
Leaders have a desire to make something happen, to change the way things are, to create something that no one else has ever created before.
But visions seen only by leaders are insufficient to create an organized movement or a significant change.
Leaders belief and enthusiasm for the vision are the sparks that ignite the flame of inspiration.
From BMU
1. Key resources – Who you are and what you have
2. Key activities – What you do
3. Customers – Who you help
4. Value provided – How you help (3)
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WHAT IS A VISION?
Ideal
Unique
Image
Future oriented
Common purpose
Vision and BMU
MVV and BMU
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“I have a
dream.”
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“I have a list of measurable objectives.”
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INSPIRE A SHARED VISION
Inspire a
Shared Vision
Lessons from History
Your role model
Your past lessons
Your current rating
0 to 5
Action steps to
improve
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CHALLENGE THE PROCESS
• Those who lead others to greatness seek and accept challenge• innovative new product• start of a business• change of government
• Change from status quo
• Leaders are pioneers – people who are willing to step out into the unknown
• search for opportunities to innovate, grow, and improve• early adopters• recognize, support and willing to challenge the system to get new
products, processes, services and systems adopted.
• The key that unlocks the door to opportunities is Learning• from failures as well as successes
• Leaders know well that innovation and change require them to experiment and take risks.
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CHALLENGE THE PROCESS
Challenge the
Process
Lessons from History
Your role model
Your past lessons
Your current rating
0 to 5
Action steps to
improve
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ENABLE OTHERS TO ACT
• Leadership is a team effort
• Simple test – WE
• Foster collaboration and build trust
• Make it possible for others to do good work
• Work to make people feel strong, capable and
committed
• Teamwork, trust and empowerment
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ENABLE OTHERS TO ACT
Enable Others
to Act
Lessons from History
Your role model
Your past lessons
Your current rating
0 to 5
Action steps to
improve
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ENCOURAGE THE HEART
• Caring and encouragement
• Can come from dramatic gestures or simple actions
• Show appreciation and recognition
• Group celebration
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Encourage the Heart
Encourage
the Heart
Lessons from History
Your role model
Your past lessons
Your current rating
0 to 5
Action steps to
improve
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LEADERSHIP IS A RELATIONSHIP
• Identifiable set of skills and practices that are available to all of us,
not just a few charismatic men and women.
• Found everywhere - not just at the higher levels of organizations
and society.
• Relationship between those who aspire to lead and those who
choose to or have to follow.
• Success in leading will be wholly dependent upon the capacity to
build and sustain those human relationships.
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TEN COMMITMENTS OF LEADERSHIP
PRACTICE COMMITMENT
Model the Way 1. Find your voice by clarifying your personal values
2. Set the example by aligning actions with shared values
Inspire a Shared
Vision
3. Envision the future by imagining exciting and ennobling possibilities
4. Enlist others in a common vision by appealing to shared aspirations
Challenge the
Process
5. Search for opportunities by seeking innovative ways to change, grow,
and improve
6. Experiment and take risks by constantly generating small wins and
learning from mistakes
Enable Others
to Act
7. Foster collaboration by promoting cooperative goals and building trust
8. Strengthen others by sharing power and discretion
Encourage the
Heart
9. Recognize contributions by showing appreciation for individual
excellence
10. Celebrate the values and victories by creating a spirit of community.
Behavior that can serve as the basis for learning to lead
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What People Look For And Admire In Their Leaders
• Survey reported in The Leadership Challenge by James M. Kouzes and Barry Z. Posner.
• What values (personal traits or characteristics) do you look for an advise in your leader?
• > 225 different values, traits and characteristics
• summarized with a list of 20
• > 75,000 people around the globe
• 7 most important in someone whose direction they would willingly follow, i.e want to, not have to, follow.
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CHARACTERISTICS OF AN ADMIRED LEADER
• 21% Ambitious
• 40% Broad-minded
• 20% Caring
• 66% Competent
• 28% Cooperative
• 20% Courageous
• 33% Dependable
• 24% Determined
• 42% Fair-minded
• 71% Forward-looking
• 88% Honest
• 23% Imaginative
• 6% Independent
• 65% Inspiring
• 47% Intelligent
• 14% Loyal
• 17% Mature
• 8% Self-controlled
• 34% Straightforward
• 35% Supportive
Based on Data Gathered Over 20 Years
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CHARACTERISTICS OF AN ADMIRED LEADER
• Honest
• Forward-looking
• Competent
• Inspiring
• Broad-minded
• Dependable
• Fair-minded
• Intelligent
• Straightforward
• Supportive
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FOUNDATION OF LEADERSHIP
• Credibility is the foundation of leadership. If you can’t believe the messenger, you won’t believe the message. (Kouzes and Posner)
221
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FOUNDATION OF LEADERSHIP
• Since the first tabulation of the results, the primary preferred characteristic of leadership has not changed. That primary characteristic is CREDIBILITY.
• In the 2010 edition of the book, the two authors clarified the meaning of credibility through various examples and anecdotes but concluded that credibility is about truthfulness and trustworthiness (As-Sidq wa al-Amanah).
• This conclusion is a pleasant surprise since the expression As-Sidq relates to something sacred to us Muslims. We have been taught from our childhood that truthfulness and trustworthiness (As-Sidq wa al-Amanah) are two characteristics that are considered mandatory for all Messengers of Allah (SWT). In fact our beloved Prophet Muhammad (SAW) was called As-Sadiq even before he was appointed a Prophet and a Messenger. Even the disbelievers in Mecca acknowledged him (SAW) likewise and called him (SAW) by this salutation. Truthfulness and trustworthiness are two primary characteristics binding on anyone who leads others without force. When the leader exemplifies these two characteristics people will trust him and truly follow him.
• Truthfulness and trustworthiness are the moral foundations of leadership. Many Western scholars of leadership promote this concept. In history, only the messengers of Allah (SWT) embody these two traits. Our Prophet Muhammad (SAW), the seal and leader of the prophets and messengers, was the pristine example of truthfulness and trustworthiness.
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TRUST AND TRUSTWORTHINESS
TRUSTWORTHINESS
CHARACTER/
INTEGRITY
What you are as
a person
COMPETENCE/
PERFORMANCE
What you can do/
achieve
&
Foundation of Trust
“If you want to be trusted be trustworthy”
TRUSTEmotional bank account between two people that
enables them to have a win-win agreement.
•Responsibility
•Attitude of doing something
well/perfectly (ITQAN)
•Non-exploitative for personal gain
•Truthfulness
•Honesty
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CredibilityLeadership
• Honest
• Forward-
looking
• Competent
• Inspiring
• Trustworthiness
• Expertise
• Dynamism
+ VISION
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FORWARD LOOKING / VISIONARY
Sense of direction and concern for the future
Clarity of purpose.
Leaders must know where they’ve going if they expect others to willingly join them on the journey.
Breadth, scope and time horizon differs between various levels of leadership.Mission
Politics (next election)
Program/Project/Task
Season, competition, match
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COMPETENT
Capable and effective
Track record and ability to get things done
Inspires confidence
Not expected to be the most technically competent
Relevant experience
Competent in working well with others
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INSPIRING
Enthusiastic, energetic, positive, optimistic
Communicate the vision
Passionate
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WHAT IS CREDIBILITY BEHAVIORALLY?
“Practice what they preach”
“Walk the talk”
“Action consistent with words”
“Follow through on their promises”
“They do what they say they will do”
Model The Way
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LEADERSHIP IS EVERYONE’S BUSINESS
By accepting the challenge to lead, you come to realize that the only limits arethose you place on yourself.
While our research has taught us many things about the practice of leadership,our interaction with the thousands of individuals we have studied has taught ussomething more important. It’s driven home the lesson that leadership iseveryone’s business. We need more leaders today, not fewer. We need morepeople to accept responsibility for bringing about significant changes in what wedo and how we do it. We need more people to answer the call. The world is ingreat need of your talents.
We believe that you are capable of developing yourself as a leader far morethan tradition or mythology has ever assumed possible.
Leadership is not a linear process! It’s like participating in a pentathlon. You can’topt out of any of the five events if you want to enter. You may feel that you arebetter prepared for some of the events than for others, but you must stillparticipate in all five.
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SELECTING YOUR PERSONAL-BEST LEADERSHIP PROJECT
In today’s organizations the project is the most common way people organize their efforts
Like you to begin the workshop process by selecting a real-world leadership project as the framework for applying The Five Practices. Your leadership project should meet these six basic criteria:
1. The project is about changing business as usual. Select a project that involves starting something new or making changes in how something is being done or both.
2. You’re the leader. Select one for which you are leading the effort.
3. The project has an identifiable starting and stopping place.
4. The project has a specific objective that it’s intended to accomplish. Whatever the objective, there will be something at the conclusion of the project that everyone can point to and say, “We did it!”
5. The project involves other people. There are projects you might do by yourself, but you cannot do a leadership project by yourself. It takes a team to get extraordinary things done in organizations.
6. The project is about to start or has just started.
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SELECTING YOUR PERSONAL-BEST LEADERSHIP PROJECT
Identify the project you have selected to work through in this Workbook.
Now look at what you know so far about this project. (Remember, you may not be able to answer all of these questions, so respond to what you can and come back to this section when you can complete the rest.)
What are the project goals?
What’s the time frame?
What’s the budget?
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SELECTING YOUR PERSONAL-BEST LEADERSHIP PROJECT
What are the challenges that you face in leading this project? For example: Funding is limited due to an economic recession.
The constituents are apathetic about, or even resistant to, change.
Team members have great technical skills, but they lack skills in collaboration.
The last new product or service was not well-received, and there’s pressure to make this one a winner.
There’s not a lot of upper management support for this initiative.
Challenges for leading this project:
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REVIEW AND SUMMARY
Your role model(s)
Role model to?
In what areas
What areas to improve
End of
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REFERENCE
1. Maxwell, J.C. (2001). Developing the leader within you workbook, Nashville,
Tennessee, Thomas Nelson Inc.
2. Maxwell, J.C. (2002). The 21 irrefutable laws of leadership workbook,
Nashville, Tennessee, Thomas Nelson Inc.
3. Bennis, W. (1989). On becoming a leader, Addison Wesley.
4. McLean, J. W. & Weitzel, W. (1991). Leadership: Magic, myth or method?,