Effective Leadership in Islamic Da'wah: Key Strategies for Success

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Explore essential resources for developing leadership in Islamic Da'wah, focusing on competence, character, and passion. Discover stages of disciplined leadership, from cultivating disciplined people to developing lasting greatness, while supporting the intrinsically motivated Da'wah workers through purpose-driven actions.

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Daawah Coordination Council of Nigeria (DCCN) 14th 17thFebruary, 2013 Osogbo

Muhammad Nuruddeen Lemu Da wah Institute of Nigeria Islamic Education Trust, Minna www.ietonline.org

DISCLAIMER!

To travel far, go with others. To travel fast, go alone South African Proverb

3 Key Resources for Development of leadership & Management: Competence, Character and Passion Deficiency in Competence Train Deficiency in Character Reform Deficiency in Passion Motivate

Once you have got the right intrinsically motivated and passionate people, the major challenge for leadership in organized islamic/da wah work is how not to de-motivate them. Distinguish extrinsically motivated routine work, from intrinsically creative purpose-driven islamic/da wah work.

STAGE 1: DISCIPLINED PEOPLE STAGE 2: DISCIPLINED THOUGHT STAGE 3: DISCIPLINED ACTION STAGE 4: DEVELOPING GREATNESS THAT LASTS

STAGE 1: DISCIPLINED PEOPLE Servant-leader Level 5 - Leadership Style & Ego Who then What Get the Right People on the Bus, ...! STAGE 2: DISCIPLINED THOUGHT Confront Brutal Facts our excuses & justifications Hedgehog (FOCUS) Concepts Getting your 3 Circles Right passion, competence & resources - Magnifying Glass

STAGE 3: DISCIPLINED ACTION Culture of Discipline managing distractions Building Momentum and Sustainability by building the BRAND (bicycle riding never stop pedalling!) compounding effect STAGE 4: DEVELOPING GREATNESS THAT LASTS Time-Telling vs. Clock-Building - systems & policies Preserving Core Values and Stimulating Progress

Supporting the Intrinsically Motivated Dawah Worker 1. PURPOSE 2. AUTONOMY 3. MASTERY

Purpose something greater and more enduring than me, and pleasing to Allah Satisfaction depends on not merely having goals, but on having the right goals goals that are greater than their own self-interest. This doesn t reject profits, popularity, but it places equal emphasis on purpose maximization (halal tayyiban) fi sabilillah! The Squirrel in Autumn

Autonomy is different from independence. It means acting with choice which means we can be both autonomous and happily interdependent with others. People need autonomy over: 1. Task What they do, 2. Time When they do it, 3. Team Who they do it with, and 4. Technique How they do it. Encouraging autonomy doesn t mean discouraging accountability. Consider ROWE - Results-Only Work Environment

Mastery - becoming better at something that matters. Mastery begins with flow optimal experiences when the challenges we face are exquisitely matched to our abilities. In flow, 1. Goals become crystal clear and efforts to achieve them are very black and white. 2. People live so deeply engaged, that their sense of time, place and even self melt away. Flow is essential to mastery; but flow doesn t guarantee mastery. Flow happens in a moment; mastery unfolds over months, years, sometimes decades.

1. Mastery is a mindset: It requires the capacity to see your abilities not as finite, but as infinitely improvable. Intrinsically-motivated behavior has an incremental theory of intelligence, prizes learning goals over performance goals and welcomes effort as a way to improve at something that matters. 2. Mastery is pain: It demands effort, grit and deliberate practice. As wonderful as flow is, the path to mastery becoming ever better at something you care about is a difficult process over a long period of time. 3. Mastery is an asymptote: It s impossible to fully realize, which makes it simultaneously frustrating and alluring.

Breaking the Rules to keep the best around They don t believe a person can achieve all he sets his mind to The scorpion & frog They don t insist a person should overcome his weaknesses They are wise in applying the Golden Rule They play favourites to each according to his or her

1. Do I know what is expected of me? 2. Do I have the material resources to do my work right? 3. Do I have the opportunity to do what I do best, every day? 4. In the last 7 days, have I received recognitions or praise for good work done?

5. Does my supervisor or someone at work care for me as a person? 6. Is there someone at work who encourages my development 7. At work, do my opinions seem to count? 8. Does the mission or purpose of my company make me feel like my work is important?

9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work 11. In the last 6 months, have I talked to someone about my progress? 12. This last year, have I had the opportunity at work to learn and grow?

12 questions as ways of measuring the strength of a work place or team Measuring effective leadership & accountability Importance of immediate manager/leader

FEE or FREE sabilillah (e.g. merchant, doctor, etc.) Getting salaries and fair remuneration off the table concern for fairness and justice What are others getting in similar organisations? What are others getting who do a similar job? Envy and social comparison justice ( adl) and tazkiyyat an-nafs Allah first!!! Always!!!

If you treat dawah people like mercenaries, they will become mercenaries Carrot and stick, if..., then... vs. Now that...

Autonomy rewards freedom and choice, involvement Mastery rewards training, learning, presentations, etc. Purpose rewards appreciation, travel, & vision 1. 2. 3. Now that... gifts Whale-done

The Canopy Effect and decentralising experience Intelligent mistakes, growth and creativity Watching the seeding grow Effective delegation Promotion and Mountain Sickness (the Peter s Principle ) right niche vs. next step

Values and life-style targeting customised dawah contents & delivery New carders of da wah volunteers, experts, and frontiers Design Story-telling Games and play Symphony Authenticity and relevance Empathy & respect Meaning Connectors, Specialists and Salespeople

Shurah the Authoritarian and the Authoritative Level 5 leaders Clock-builders vs. Time-tellers Open-sourcing No commitment if no involvement Nothing about us, without us South African anti- aparthied maxim Women Teens Converts Non-Muslims Refugees Other groups - - - - - -

Mountains and the Sea Searching for Allah s rizq with humility - Independent opinions not influenced - Private information personal data and experience - Diverse perspectives different angles

Managing Ideas and conflicting group interests Specialisation vs. Disunity - Amoeba - Starfish - Spiders - Hybrids

Tension in dawah Respecting the rough diamond , and the movement value of ideas Conflict as polishing of ideas and approaches Importance of the Ethics of Disagreement in Islam

Argument or dialogue? Parallel and adversarial thinking The 6 Thinking Hats and SWOT Analyses 1. White - paper 2. Yellow sun 3. Black darkness 4. Green vegetation 5. Red emotions 6. Blue sky

The challenge of categories and boxes - White Hat Yellow Hat B lack H at Red Hat Grey Hat GREEN HAT Blue Hat Blue Hat Gold Hat B lack H at

The enemy of the best is the good and adequate When the enemy of the good can be the best Beyond being a merely good organisation to being a significant and great organisation Focus on impact not size, resources, or independence

Beware of the Weve arrived syndrome Ask, what s the next mountain? We are insistent on making our products obsolete before anyone else does Bill Gates Thanking Allah but not looking below or behind What more is expected of us?