Moonsighting the Wifaq ul Ulama Way

Found this booklet ('Moonsighting the Wifaq ul Ulama Way: The Cautious Way – a detailed explanation of why the Wifaq ul Ulama has chosen not to follow the Saudi Hilal authorities of Riyadh', compiled by the scholars of Wifaq ul Ulama UK) on the kitchen table and thought I'd give it a read. (One of those days: hungry for short booklets to read!) Found the emotive language at times a bit hard to swallow given the aims of the booklet, i.e. a scholarly document, but found some of the points rather persuasive. Would be curious to hear the other side at some point. Here are some of the main (non-emotive) arguments:

• If in the future the Hilal authorities in Riyadh Saudi Arabia were to adopt the 'cautious and strict' method followed by Wifaq ul Ulama UK, then Wifaq ul Ulama UK would have no objection listing them in the names of countries that can be followed.
• We should revive the forgotten Sunnah of making effort to sight the moon every month locally.
• If the hilal is sighted in clear conditions (meaning: the skies are clear and there are no obstructions such as clouds, mist or pollution), then a testimony of a large group (such that they can’t be lying) of Muslims will be needed to accept a claim of a sighting.
• The Wifaq ul Ulama UK will only commence the new Islamic month after receiving testimonies of actual and reliable sighting with the naked eye.
• If the hilal is not sighted locally, then Wifaq ul Ulama UK will take the news of a sighting from another country on the condition that Wifaq ul Ulama UK's 'strict' moon sighting criteria is met.
• Experts in astronomy may be used (but only) as a 'guide' or 'help' (to eradicate false or mistaken sighting claims).
• The majority of Arab countries including Saudi Arabia are believed to follow a pre-calculated calendar based on a moon birth time formula. For proof of this: the dates of 'Ummul Qura' and the 'Central Moonsighting Committee' of the past years can be compared and shown to match on every single month.

The Knowledge of Current Affairs

Found this booklet ('The Knowledge of Current Affairs' by Shaikh Muhammad Naasir ud-Deen al-Albaanee) on my shelf and thought I'd give it a (skim-) read. Quite a frustrating read. Doesn't seem to cover what the title/blurb implies, not very well structured and quite vague at times. At the end of reading it I still don't know what 'Fiqh ul-Waaqi' is! (which is the main point of discussion and a term used repeatedly throughout the booklet.) Definitely needed more edited before it went to publication.

Righteousness and Sin

Response I got from my 'Daily Dose' today which I really liked and thought I should Blog...

"Righteousness is good character and sin is that which wavers in your heart and which you do not want people to know about."

Source provided: Nawawi Number 27.

Six lessons in leadership

In the Name of Allah, the Most Gracious, the Most Merciful

The advice contained in this article is, admittedly, intended primarily for those involved in community or organisational work. But it goes without being said that every single one of us finds ourselves, or will find ourselves insha-Allah, in some capacity or another, as a leader responsible over others - whether it be in societal work or, on a smaller scale, within one's family. Moreover, an article about leadership is in no way inconsistent with the theme of this issue of the Noor magazine, i.e. character. For indeed, leadership - good leadership - requires a great deal of character. The advice that follows is adapted from an article found in the Spring 2010 issue of 'Imperial Matters' entitled 'Six lessons in leadership' based on Vice Admiral Sir Adrian Johns' experiences of captaincy and command in the Royal Navy.

Delegation

• Delegation is all about trusting people to get on with the job that you give them, but it is far more than just giving somebody a job, telling them to crack on with it and not to bother you until it is all finished;
• Delegators have a huge responsibility in terms of judging the capability and competence of the people that they are giving jobs to, making sure that the right resources are there, that the risks are understood. There is also a great trick in knowing whether, how and when to intervene when things are not going terribly well;
• There is always the danger of misinterpretation. Part of delegation is taking risk, and there is risk, but also huge benefit, in allowing other people to make mistakes. Not repeatedly, but to make mistakes and to learn from them.

Subordinate development

• Letting go and letting someone else have a go is key to subordinate development;
• Bringing youngsters on is not always easy because very often the path of least resistance is to do things yourself. The discipline of standing at the back hoping you don't have to interfere is far, far harder than getting up there and doing it yourself, but we have a real duty and responsibility to train our successors;
• Add a box on your personal evaluations called 'subordinate development', and judge and mark yourselves on your ability to bring on young people and to train them in succession.

Loneliness

• The first aspect of loneliness in leadership is that it is something that one really feels in times of crisis, when the sky is falling in around you. You feel, rather wrongly, like you are the only one there, like you are the only one that can make the decision;
• The second aspect is that the captain (ameer) sits alone wondering what his 'officers' are doing. It is a part of the loneliness of leadership, both a curse and a privilege, to step back from the bustle and everything that is going on to take stock, to look at things objectively and to think.

Adaptability

• Amidst changes and, possibly even, the splitting of people into teams and projects, do not allow those in your organisation to lose focus about who they are, why they do what they do, and why it might be slightly different from the way other people do things. Ensure everyone is working together and continues so. This requires a particular aspect of leadership, a very interesting skill requiring different qualities, to ensure you keep your people focused.

Humour

• A great store of humour only serves to aid leadership, and does no harm;
• A little bit of humour at a time of crisis often lifts the mood and gets you and your team focused on the tasks ahead.

Heritage

• Heritage is not about museums and historic 'objects', nor a certain cultural way of doing things, it is about people;
• Heritage is the sense of not just doing a job in the here and now, but belonging to something that has got a fantastic foundation, and feeling responsible for its future. It is highly important for any organisation or institution.

May Allah fill our hearts with the ambition to bring up our families and communities in righteousness, and to lead all in goodness. May Allah raise from amongst us leaders, and grant us all manners and character consistent with the Sunnah of the best of creation, Allah's Messenger Muhammad sallallahu alayhi wa sallam.

The Immortal Soul

...
alladheena khasiroo
anfusahum
fa hum laa yu'minoon

"...
Those who have lost
Their own souls
Refuse therefore to believe."

(Source: Part of Verse 6:20)

Started reading this little (in size not capacity!) book promising to me take me on a journey through the different states my soul has passed and will pass. Empowering.

Small Du'a packed with all kinds of goodness :)

(Sorry don't have Arabic typing set up...)

"allahumma innee as-aluka aS-Si77ata wa-al-3iffata wa-al-amaanata wa 7usna-khulqi wa-ar-riDhaa bi-al-qadar"

Rough translation: O Allah, i ask you for health, chastity/modesty, protection/safety, good manners/character and contentment in the Divine Decree.

(Source: Spiritual Discourses Volume 2)

It's rude to point :)

"...If for some reason he [sallallahu 3alayhi wa wasallam] made a gesture or pointed at something, he did it with a full hand..."

"... The ulama say the reason being is that it is against humbleness to point with one finger only. Some ulama say it was his noble habit to signal the oneness of Allah with one finger, therefore he did not signal anyone in that manner..."

(Source: Shamaa'il Tirmidhi)