YASSER KUNHI
WHAT LEADERSHIP SKILLS DO YOU FIND MOST USEFUL?
As the saying goes such that there is no one size fit all solution, I have found that the following attributes are quite instrumental on a leadership role that embeds necessary skills and competencies. To highlight few indicators to a bare minimum.
An opportunity to be an enabler in varied business transitioning journey that sets precedence in shaping personalities and influencing key determinants in a professional stature.
In a leadership role, one can form opinions that are presumably perceived from strategic priorities, balanced equilibrium on risk weightage/scorecard, reinstating a thought process that could be qualitatively and quantifiably measurable within a performance matrixed in given environment and or scenario.
Personality traits are already formed within oneself, in their lifelong experience that resulted in either enriching good and ethical behaviours, social welfare initiatives, outreach programmes, diversification methodology, fulfilling and formally accomplishing.
I believe in a self-determined approach that embeds Corporate Social Responsibility within the strategic directions of the Company’s Vision.
A sharp listener and the last to talk, while hearing others’ opinions and views.
Creating equal opportunities and avenues for new talents to hold the professional fort.
PLEASE SHARE SOME SIGNIFICANT CHANGES THAT YOU BROUGHT TO AN ORGANISATION?
Within the stint of pursuing my professional journey for the past two and a half decades, I was placed in situations that had driven me to initiate change not just within the multiple organisations I had worked in but also been empowered internally as a result.
To this extent, I was instrumental in creating the risk management and compliance department and varied business processing units that activated a wide stream of engagements in my banking, financial, and digital pursuits within geographical placements, business connecting models and partnership interfaces.
I have been instrumental in creating new business revenue drivers upon close liaison with the sales and product team. I created niche risk forums and committees within the Middle Eastern region and formalised law enforcement, judicial and customer-centric support units. I also had an opportunity to recognise the banking community, law enforcements, third party service providers, vendors etc.
I had the opportunity to create awareness campaigns within the banking community, law enforcement, regulators, and third-party service providers, and last but not the least, the end consumers/customers on payment security, data compliance and incident management typologies etc.
HOW DO YOU MANAGE A CONFLICT SITUATION?
First and foremost, create a communication channel that voices individual concerns and viewpoints to amicably bring to light the core essence of the appropriateness on the conflicting views and, thereon, seek to present a rational approach upon being heard and duly comforted.
A win-win approach does not necessarily hold its fort when the immediate concerns are not addressed within the wider scope of mutual discussions and its onward resolutions.
To this extent, a third-party viewpoint is duly shared with the complainants and external feedback is exchanged for assessing the extent of damage and or situational challenges on an immediate priority.
HOW DO YOU ACHIEVE OBJECTIVES IN A FAST-PACED ENVIRONMENT?
Being dynamic, open to change and securing management buy-in on strategic priorities for a foreseeable growth trajectory – over a course of time within the visionary scope and directions of the board – is vital to progress in a fast-paced environment.
While it would be prudent to note that the path to achieve objectives has a lot of dependencies on the process-led initiatives and its relevant determinants; nevertheless, it is important to factor in a simplified and diligent mechanism to execute a multi-faceted product line and diversification channel.
Appropriate delegation of authority without a cross-over path has to be interchangeably managed.
WHAT WAS THE HARDEST DECISION YOU HAVE TAKEN AS A LEADER? WHAT HELPED YOU TO TAKE THE BEST COURSE OF ACTION?
Stepping down from the management hierarchy and horizontally setting in a path for a diversified career progression, while comforting the inner being with fourth-dimensional thinking.
Unfortunately, a leader cannot continue to be a leader if the thought process revolves around success and financial progression alone. It is important to note that leaders are not necessarily born talented, rather it is a sufficient lifelong journey that sets precedence to experience, challenges, pitfalls, upbringing, circumstances etc. that could have an immense impact and influence on an individual’s personalities and their social positioning.
In setting momentum to factual circumstances and placing the importance of family well-being while being cognizant of the fact that an extended family does composite to the professional colleagues and accomplices in a personal and professional stature plays a vital role in continuing to be a successful leader. In this context, it would be important to highlight that homegrown seeds never tend to harm rather help rejuvenate a healthy metabolism to sustain social well-being and influence.
WHAT IS YOUR LEADERSHIP STYLE? WHAT WILL/CAN CHANGE AFTER ATTENDING THE CAMBRIDGE ISLAMIC FINANCE LEADERSHIP PROGRAMME?
A leader represents individuals and group of individuals, within a wide spectrum of dealings with like-minded people and or different personality traits. In my personal experience, I was destined to leverage on the extended support and empowerment given by my CEO (Mr Mohamed Rusan Fyroze) in executing my role that always comforted me in securing a management buy-in and understanding. It is very important to have such morally supportive and dedicated people who think for others while fronting their professional journey.
I would also vouch to thank our GM (Ms Latifa Al Zaabi) who supported me in my onboarding journey with Siraj Finance PJSC with ease and comfort. She has been instrumental in motivating the staff in their personal and professional space with good people management skills. A special thanks to our COO (Mr. Radha Konda Krishnan) and the Senior leadership team in effectively promoting a culture of togetherness to make Siraj Finance PJSC- Stronger and Better.
All goes to say that, implanting a leadership quality does not necessarily reside within oneself rather the perception and influence that brings to people’s life- effectively makes a true leader.
The Cambridge Islamic Finance Leadership Program (IFLP) threw light on the different attributes of a leader that included a Guardian Leader (Protecting Role), Servant Leader (Serving Role) etc. To sustain leadership competency, we require embedding emotional and ethical intelligence in our dealings with people. Penning our goals and repeatedly affirming those helps in connecting the dots and meeting and exceeding targets and objectives, thereon achieving infinite intelligence.
Say No to limiting beliefs.
An awareness on the virtual realisation of cognitive bias must be managed with effective reasoning and conscious decisions.
Time management and a burning desire to achieve something in life.
Keep reading and visualize your dreams and walk your thoughts.
Having a mentor for appropriate guidance and support at crucial times plays a vital role in a leader’s journey.
WHAT ADVICE YOU WOULD LIKE TO GIVE TO FUTURE LEADERS?
To be a successful leader, it is important to inspire and empower others through thoughtfulness, a gracious and collaborative approach by leading and serving individuals for their social well-being that promotes personal and professional upgrade with a definitive time-bound commitment.
A leader needs to possess good listening skills and be the last to speak while also closely associating with peer groups and management hierarchy.
Inculcate the habit of “reading” under multiple disciplines, while setting aside enough time to “think” and act accordingly.
MOHD BAHRODDIN BADRI
Shari’a Consultant ISRA Consulting @ INCEIF University
Chairman, Shari’a Advisory Committee, MBSB Bank Malaysia Shari’a Supervisory Committee, Siraj Finance, UAE
Shari’a Committee, Swiss-Re (Re-takaful)
Brief Profile
Mohd Bahroddin Badri has previously served as a Deputy Chairman of the Shari’a Committee of Citibank Malaysia and Shari’a Committee Member of Citibank Labuan. He holds a Master’s degree in Shari’a (Economics) from the University of Malaya and Bachelor of Islamic Revealed Knowledge and Heritage (Fiqh and Usul al-Fiqh) from International Islamic University of Malaysia. He is Fellow of Certified Shari’a Adviser and Auditor (CSAA) of AAOIFI, Bahrain and EXCO of the Association of Shariah Advisors in Islamic Finance (ASAS). As a Shari’a Consultant at ISRA Consulting, he has extensive experience in the development of Islamic financial industry globally, through accomplishment of high-impact Shari’a consultancy projects in Europe, South America, the Middle East, North Africa, Central Asia, Southeast Asia and Australia.
WHAT WERE THE CHALLENGES YOU HAVE BEEN FACING AS WHAT WERE THE CHALLENGES YOU HAVE BEEN FACING AS OF ACTION?
I believe that a leader in Islamic finance, particularly a Shari’a advisor plays important roles to guide the Islamic industry in not only ensuring that the technical aspects of products and services are end-to-end Shari’a compliant, but that their impact should also meet the expected outcomes of Shari’a. On some occasions, there were conflicts between business objectives and sustainability. It’s challenging to deal with. To address this issue, we had to provide Shari’a analysis and opinion not only from a micro perspective but also the macro perspective. Islamic finance should address the ESG issues we are facing right now. It is timely that industry drivers reflect where we are now and what are the real value propositions that Islamic finance should offer to the world community.
In my experience, continuous communication, and engagement with each relevant stakeholder in the respective institutions would help each party to understand and appreciate the value propositions of Islamic finance. A Shari’a advisor must be proactive and equip himself with new knowledge, as well as the real ESG risks. A Shari’a advisor’s opinion should be backed by research and data to guide the industry. In fact, business entities driven by sustainability will be more profitable in the long run, while the still achieving the objectives of Shari’a.
Another challenge is that on certain occasions, there are some legal restrictions by certain jurisdictions that may limit the implementation of Shari’a principles in an ideal manner. In my experience, the appropriate approach to address this issue is to understand the real context, legal impediments and limitations, and to work hand in hand with the affected parties to find the best solutions. We need to conduct research, analyse the real issues and challenges, and push our Shari’a minds to their optimum limit to come up with a practical Shari’a solution. Time is of the essence. I am grateful for having very strong and competent team members, which enables us to deliver practical and quality deliverables and to accomplish multiple Shari’a advisory services within the expected timeline.
WHAT IS YOUR LEADERSHIP PHILOSOPHY AND HOW HAS IT HELPED YOU BECOME THE LEADER YOU ARE TODAY?
We must always remember that leadership – in whatever field – is not a privilege, rather it’s an amanah (trust) and test by our Creator, of which every leader shall be responsible and accountable to his stakeholders and ultimately to Him. Mankind in general is entrusted by Allah the Almighty with a divine trust to be a khalifah (vicegerent) on earth. Everyone will be answerable to Him in the Hereafter. Life is too short to do nothing. We must work hard with our best effort based on our capacities either as Shari’a scholars, practitioners, regulators, academicians, political and society leaders etc to contribute for the betterment of this world, and ultimately to obtain the pleasure of our Creator. This is the mindset that every leader must have.
WHAT IS YOUR LEADERSHIP STYLE? WHAT WILL CHANGE AFTER ATTENDING THE CAMBRIDGE ISLAMIC FINANCE LEADERSHIP PROGRAMME?
I would say that my leadership style is servant leadership in nature. I believe that a leader should be a servant who contributes to the stakeholders with highest level of integrity and commitment. A leader must also be agile and fast, and most importantly competent and independent. These qualities cannot be compromised. Sometimes, I take shura-based
leadership approach, particularly when chairing Shari’a advisory meetings, to facilitate quality deliberations by Shari’a advisory members so that we can reach comprehensive collective Shari’a decisions and resolutions.
The recent Cambridge IFLP gathered not only leaders in Islamic finance but from other fields as well. There were founders of companies, CEOs, scholars, leaders of foundation, youth, ESG organisations and FinTech etc. The series of leadership talks and interviews throughout the programme have given a great opportunity to the delegates to learn the mindsets, habits and qualities of successful leaders in their respective fields. We have benefitted a lot from it, alhamdulillah. Transformational leadership and Shari’a-based ESG are among the major key takeaways that I am keen to embrace with, to contribute for the betterment of organisations and the ummah.
WHAT ADVICE WOULD YOU LIKE TO GIVE TO FUTURE LEADERS?
Understand the purpose of life, set values, build the correct mindset, and develop good habits and skills consistently. Learn from successful leaders, and most importantly, focus on the ‘big why’ and go for it! May Allah guide us.
CHEONG SAY LIM
Chief Executive Officer
Saudi Venture Capital Investment Company
AS A CEO, WHAT DRIVES YOU IN YOUR PROFESSIONAL LIFE?
In my professional life, I am driven by a deep sense of purpose. My singular purpose has been about driving value creation for the shareholders, clients, and employees of my company. It is my firm belief that successfully creating values for clients and the various stakeholders would almost certainly lead to business success. Someone once wrote, “You get value when you give value”, and I have always lived by this mantra.
In my day-to-day activity, I am focused on mobilising resources of the company to create Shari’a-compliant investment products and funds, delivering consistent superior risk-adjusted return to the investors. Despite solid progress in the last decade, the Islamic finance industry continues to lack breadth and width when it comes to investment opportunities for pure play Shari’a-compliant investors. Not only is there a mismatch in supply and demand for full-fledged Shari’a-compliant investments, but there is also the issue of products not delivering the required rate of return to the investors. I am therefore driven by the desire to make a difference to the investors and industry by providing high-performance investments based on Shari’a principles. I am also passionate about creating value for employees through a values-driven approach in designing workplace benefits and strengthen organisational culture. The well-being of the employees has always been one of my top priorities at workplace. I am always thinking about ways the company can help employees improve their work-life balance.
Finally, I am also driven by the burning desire to leave behind my leadership footprint and my legacy, which will have a positive long-term impact for the company. I have always strived to make my mark and leave behind a positive legacy which I can look back with pride and a smile on my face.
WHAT WAS THE HARDEST DECISION YOU HAVE TAKEN AS A LEADER? WHAT HELPED YOU TO TAKE THE BEST COURSE OF ACTION?
The hardest decisions which I had to make were related to laying off employees, particularly when it involves senior employees or when it involves deciding which employees to layoff when the company is going through a reorganisation. I don’t relish making such choices, but I cannot shy away from this part of my leadership role as well. There is invariably an emotional aspect to telling someone they are being let go.
A few years ago, I had to make a very tough decision of letting a senior employee go due to difficult operating environment, which made the role redundant. This employee happened to join the company at the same time as me and we both rose through the ranks. We had worked together closely and even socialised regularly outside office hours. As can be expected, emotions were raw, voices were raised, and at times the situation became really tense. When the employee left my office, I even had second thoughts about my decision. In the end, however, I had to do the right thing for the company. The decision to let the employee go certainly ranked as the hardest I had to make in my career, but it had to be done.
WHAT IS YOUR LEADERSHIP STYLE? WHAT WILL CHANGE AFTER ATTENDING THE CAMBRIDGE ISLAMIC FINANCE LEADERSHIP PROGRAMME?
My pacesetting leadership style will always find me setting ambitious standards and high goals. I expect my employees to exceed expectations and achieve ambitious goals. I have the natural tendency to lead by example and will invariably work alongside the team to drive performance. I will capitalise on the skills of highly motivated and competent members to encourage others to raise their standards. While this leadership style has served me well, it has also caused problems for me.
YOU WILL NOT BE ABLE TO DEDICATE TIME, ENERGY, AND COMPASSION TO OTHERS IF YOU ARE NOT DEDICATED TO YOURSELF.
They were many practical lessons I gained from the excellent Cambridge Islamic Finance Leadership Programme. One of the many lessons which resonated with me was on transformational leadership. Even though I don’t think I will change my pacesetting leadership as notwithstanding occasional issues, this leadership style has served me well, but I felt it will be useful to incorporate some elements of transformational style into my current style of leadership. I was reminded during a presentation by one of the speakers that a leader should be an inspiration to the team. It would be highly beneficial if I can inspire my team to be open-minded and develop blue-sky thinking in coming up with new product ideas. The transformational leadership approach would boost the growth of the company as it encourages employees to be creative and think outside the box.
WHAT ADVICE YOU WOULD LIKE TO GIVE TO FUTURE LEADERS?
As a leader, I have always observed what I call the 3D principles. The 3D stands for Dedication, Determination and Discipline.
Dedication helps you persevere when the going gets tough and not giving up when you are unable to see light at the end of the tunnel. Dedic
makes you take that leap of faith for a cause when no one else will. And when you are dedicated, you will find reasons to keep moving forward when faced with great difficulties and this will eventually lead to success. It is also important to remember the importance of dedication to yourself. You will not be able to dedicate time, energy, and compassion to others if you are not dedicated to yourself.
Determination
I cannot stress enough the importance of determination to achieve success in any endeavour. The persistence to get things done is a manifestation of determination. All great leaders are highly determined people. Determination is not about the absence of fear, but rather overcoming fear. To be a good leader, one must develop strong determination through practice, consistency, and strong belief of your ability to overcome obstacles and challenges.
Discipline Leaders are required to juggle a host of responsibilities such as managing the team, delegating work, finding solutions to problems, resolving conflicts, and at the same time working on their own tasks and goals. Hence, self-discipline is important – to resist acting on impulses, stay the course and see the tasks through to completion.
To develop self-discipline and self-control, I would recommend setting aside time for decision-making. Many leaders have said that making decision is a tiring task and they find it hard to maintain self-control and focus after making important decisions. It is also easier to maintain self-discipline when the leader is not overwhelmed by responsibilities. Finally, practice mindfulness. I have found mindfulness helps foster self-discipline.
MUHAMMAD GUNAWAN YASNI
Sharia Board Member, PT Asuransi Astra Buana
Chairman of Sharia Supervisory Board, Astra Sharia General Insurance Treasurer of National Sharia Board, Indonesian Council of Ulemas
WHAT WAS THE HARDEST DECISION YOU HAVE TAKEN AS A LEADER? WHAT HELPED YOU TO TAKE THE BEST COURSE OF ACTION?
The hardest decision I have taken as a leader is to never stop guiding institutions and the people in believing that having Shari’a compliancy in businesses is the best decision they have taken for this life and the hereafter.
The faith in the fate of God helped me to keep taking the best course of action in every step of implementing Shari’a principles in every situation, on a personal level as well as for the Shari’a industry worldwide.
WHAT IS YOUR LEADERSHIP PHILOSOPHY AND HOW HAS IT HELPED BECOME THE LEADER YOU ARE TODAY?
My leadership philosophy is to make everything easy and comprehensive for everyone and for every responsibility that has been entrusted to me as a leader. This philosophy has brought me closer to the people I lead, as they have vested their continuous trust in me and have reciprocated in the best way possible.
WHAT IS YOUR LEADERSHIP STYLE? WHAT WILL CHANGE AFTER ATTENDING THE CAMBRIDGE ISLAMIC FINANCE LEADERSHIP PROGRAMME?
My leadership style is collaborating while also empowering and enlightening others without jeopardizing the Shari’a principles, not just cognitively but also physically and metaphysically in line with strengthening people as doers in the Shari’a industry. I will now be in a better position to serve the industry nationally as well as internationally as I have learnt and connected with many views from other market leaders that were shared in the programme.
WHAT ADVICE WOULD YOU LIKE TO GIVE TO FUTURE LEADERS?
We make the most of everything we learn, meaning that every lesson learnt should be memorised and put into play to improve ourselves and be a better than we were yesterday. Be a fair judge to yourself and others and you shall be judged fairly for your intentions and actions by God. Ameen.
NORLIA BINTI MAT YUSOF
Group Chief Investment Officer (GCIO) ETIQA Insurance & Takaful
WHAT ARE YOU MOST PROUD OF IN YOUR CAREER?
With over 30 years in the profession, I am proud to say that my career has also been filled with many highs and lows. The lows aside, I am extremely ecstatic to share the proudest moments and experiences in my career. With so many noteworthy moments and experiences, including winning the “The Asset Benchmark Research” awards under the “Top Investment House in Asian Local Currency Bonds, Malaysia (Insurance)” category for 8 consecutive years, with 6 years in the 1st rank position, is the highlight of my career.
The ranking and selection for the awards is organised by “The Asset”, a Hong Kong-based integrated multi-media company specialising in corporate and financial news in Asia. Winning these prestigious awards undoubtedly is the recognition of my strong and fine leadership qualities, heading a highly respected and multi-talented investment team at ETIQA.
A pinnacle point in my career, and especially close to my heart, is when I was entrusted to become ETIQA’s first Group Chief Investment Officer, to lead and oversee the strategic direction of the investment activities of ETIQA’s subsidiaries in Cambodia, Singapore, the Philippines and Indonesia, in line with ETIQA’s regional expansion. This was truly meaningful to me, as it further upholds ETIQA’s Vision through its Core Beliefs statement in the empowerment and inclusion of women personnel in the senior management positions.
WHAT IS YOUR LEADERSHIP PHILOSOPHY?
Interestingly, having been in the corporate world for more than 30 years, I believe there is no one particular leadership philosophy that can be practised effectively in all situations and circumstances. However, a few stand out.
I would say I am naturally a Co-creator Leader. I understand changes in the corporate environment are inevitable as a result of the rapid advent of new technologies. Due to this, I do not expect to operate in status quo to remain competitive and effective. To face this challenge, I believe I and the team must continue to be upskilled with new knowledge in order to improve our agility and adaptability. This can be achieved by a constant and continuous learning for me and my team.
Considering that everyone in the team understands what is expected of them and the objective they have to achieve – while being equipped with the most current knowledge – will facilitate exchanges of ideas in the decision-making process tremendously. I coach and give feedback to the team routinely and instantly when possible to ensure they are well-guided.
I also believe I am a ‘Positive Future Vision Leader’, which is close to the leadership philosophy of a co-creator Leader. Relational Leader is just another leadership philosophy that I practise when the necessity arises.
WHO DO YOU LOOK UP TO AS AN IDEAL LEADER, AND WHY?
Being a Muslim, I believe it is understandable to look up to Prophet Muhammad SAW (pbuh) as my ideal leader. Though he did not lead any big companies or corporations during his time, his strong leadership skills in transforming humankind is much appreciated and admired by both Muslims and non-Muslims alike.
WHAT IS YOUR LEADERSHIP STYLE? HOW CAN CAMBRIDGE ISLAMIC FINANCE LEADERSHIP PROGRAMME ADD VALUE TO YOUR SKILL SET AND TO YOUR COMPANY?
I must admit I am blessed to work with a team that is energetic, multi-talented and well-respected in the industry. Notwithstanding, I persistently encourage myself and my team to continue to upskill ourselves to remain competitive and effective on the back of constant challenges brought about by the advent of new technologies. I advocate active participations of the team in the decision-making process to ensure that informed decisions are made. I make the time to coach and encourage the team to set and achieve greater goals, see my team as individuals by identifying their strengths to be utilised more effectively. At the same time, the team is given a reasonable level of freedom to promote their creativity and a sense of “entrepreneurship” in finding the solution to any challenges that they encounter. I believe that my leadership style is aligned to that of transformational leadership.
The recent 6th Cambridge-IFLP was an eye-opener to me. The programme helped me to view matters relating to leadership from different perspectives. I will utilise and put this newly-acquired knowledge and skills into practice to improve my leadership style in ETIQA and beyond, in managing my team, fellow senior management and all the stakeholders in ETIQA and outside.
