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Big catch – Part 3
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Sabina was still fuming with anger when she got home, and her dad noticed and asked. ‘Dad, Tamara did not attend the interview, so I decided to find out why she didn’t, because she told me yesterday. So I went there, and her explanation was that Yooku had offered her a good package to stay on to manage the fishing boat.
Naturally I got angry, and I tried to tell her that I had stayed in that very job for one year without seeing any sign of progress, and I took her there because I thought she would make use of the few coins that fell her way, until something good came.
Now this bank job has dropped, and she says she won’t take it. As I was leaving, I noticed a Toyota car parked at the house, and she said it was a gift from Yooku, in appreciation for her loyalty. You see what’s happening, Dad?’ ‘You mean Yooku has either borrowed it or even come to some arrangement with the owner to use it to convince Tamara to stay on?’ ‘What else could be the explanation, Dad?’ Yooku is certainly a nice person, and I will always be grateful to him for getting us this job. But he can also be very stubborn. I kept telling him that the fishing business will fail, and I advised him to stay in the corporate job for a few years till he was sure of his steps, yet he left and started this so called publishing business with no profit in sight. Dad, I will call him in an hour or two and try to reason with him, to allow Tamara to do what is good for her. Hopefully he will do the right thing’. ‘Great. I think you owe it to your friend Tamara. She needs to get a job to support her parents’.
Yooku and Tamara had just ended a meeting with Ernest Asante, the owner of Ernestos, a ten-branch fast food business, and they had struck an interesting agreement. Yooku would supply a quantity of fish, which would be processed into a variety of products and sold at the ten branches. The company was young, so Yooku would provide the facilities required for the new venture, in return for a twenty per cent share in the business, in addition to a compensation package. The new products would go on the shelves in a month.
Over the course of time, they had drawn closer and spent more time in each other’s company. Yooku decided it was time to discuss his plans for their future. But just before he could start, the phone rang. It was Sabina.
‘Yooku, first of all, I would like to thank you once again for your efforts which have secured me the job. I will never forget it. My parents will also call you to express their gratitude. Unfortunately, I have to express concern about the fact that you are asking Tamara to continue managing the fishing boat, knowing very well that for the whole year that I spent at the harbour, nothing came out of it. My whole time was wasted. So I’m wondering what has changed in these few months to merit asking her not to take up the job. Please, think about her future, and think about her parents who sacrificed to educate her’. ‘Okay, Sabina. I have listened to your sermon for a while, so let me also explain. One of the main reasons why we were not getting any returns from the business was that the crew were stealing the fish. They would stop some distance from the landing bay, sell the bulk of the fish and bring only a small part to us. Many people at the fishing harbour knew this, but they never spoke to you because you hardly interacted with any of them, apart from the occasional greeting. I’m not blaming you for anything, but Tamara is simply a different kind of person.
She established a bond with them the day she started work, and they told her everything that was happening. So the following week, we caught them in the act, and changed the crew. Would you like to come and see our catch and sales records now? I can also tell you, madam, that we have just concluded an agreement with a fast food chain to process part of our catch into a variety of products. I bought Tamara a car, and offered her a generous package.
I am going ahead to give her half of the ownership of the company. So my suggestion is that it is great that you have landed a good job at the bank, but please stop preaching to me and Tamara. We don’t need lessons from you. Both our parents are firmly behind us. As I said, I believe you mean well for Tamara, but your approach is wrong. And let me also say, that I have heard a few things you have said about me, during our relationship and after the breakup. I am not a loser as you said, but I think over the long term. I have not regretted any of the steps I took. Apart from the fishing business, I have started selling some publications in French, and have received some royalty payment. So if you can’t wish me well, stop destroying my name. Goodnight’.
Tamara took Yooku’s hands in hers, and looked into his eyes. ‘You are right she means well for me, but her approach was wrong. And I think she didn’t know you. I always knew you were going to do big things in future. That’s why I joined you at work’. ‘Thank you so much for that. Wow. But are you only going to join me at work?’ ‘What do you mean by that?’ ‘Let me put it simply. We are spending more time with each other every day, and I would like us to do more of that. Would you mind if we took our relationship to another level?’ ‘Why don’t you stop the big English and say exactly what you want to say?’ ‘Tamara, will you marry me?’ ‘Yes, Yooku, I will marry you’.
Ekow de Heer
There is a culture that permeates all aspects of leadership in the advanced countries which I believe has contributed to the success in all aspects of their national lives. Citizens strive to excel so that they will not find themselves in a situation where they would have failed, to necessitate a decision to resign.
Countries where failure is frowned upon, it pushes the citizens to strive for success. In our part of the world, failure and mediocrity has become an accepted norm and therefore, there is no shame in failing in a particular position of leadership.
A head of an organisation mismanages the place and he does not see the need for him to resign. The appointing authority does not also see the need to sack him and so the merry go round continues.
It becomes friends and family as usual and if care is not taken, the rest of the world will leave us far, far behind.
The practice of resignation in parts of the world for failure in some parts of the world has to be institutionalised in our country too. It encourages the principle of accountability which is good for any organisation, sector of an economy or a country.
It promotes good governance, a necessary ingredient in the growth of the economy of any country.
When this practice becomes a culture, every individual, privileged to hold a position of trust, gives his or her full attention to the job assigned him or her, to ensure that objectives are achieved.
This trickles down to every individual down the chain of command and there are no rooms for errors.
That is how efficient systems are built over time and this is the difference between advanced nations and third world countries.
Where systems are designed such that people take responsibility for things that go wrong under their supervision or ultimate responsibility, there is evidence of development.
There are a few people that I admire in Ghana as far as this culture of resignation based on principled stance. One of them is the late Mrs Emma Mitchell. She was a cabinet member but chose to resign after the confrontation between late President Jerry Rawlings and late Vice President Kow Akaah.
She was not prepared to be part of a cabinet which was lying to the general public that Rawlings did not assault Akaah.
She was of the conviction that telling the truth is more honourable than telling lies and that if she was bound by confidentiality oaths to tell a lie, then she would resign and she did exactly that.
That is how we build a culture of truth and accountability. We have people in positions who have not lived up to expectation but are still holding on to their positions not prepared to let go of it.
This is a clear case of display of selfishness, trying to be a Boss instead of a Servant to serve the people, which leadership is all about.
The ineffectiveness of some leaders, often result in waste of resources which could have been channeled to other sectors of the economy which could have been more productive. A culture of voluntary resignation must be advocated for by all stakeholders, especially the CSOs, traditional leaders and the clergy.
This is the only way the needed growth in every sector of our national life would manifest.
Presidents, Prime Ministers, heads of reputable organisations have voluntarily resigned by taking ultimate responsibility and it is about time, we started seeing it manifest in our country.
The people in charge of our sports especially our soccer, can initiate this long desired culture and resign in view of the embarrassment witnessed from the defeat of the Black Stars by Gambia. God bless.
BY LAUD KISS-MENSAH
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THE QUR’AN FORBIDS RELIGIOUS PROVOCATION
There is a remarkable verse in the Qur’an which every Muslim preacher should memorise.
Allah says:
“And do not insult those they invoke besides Allah, lest they insult Allah in hostility without knowledge.” (Qur’an 6:108).
Think about this carefully.
Allah knows that the unbelievers worship false gods.
Yet Allah tells Muslims: Do not insult their objects of worship.
Why?
Because your speech may provoke an even greater offence.
This establishes a profound principle:
A Muslim must not fight religious provocation with religious provocation.
If someone insults what we hold sacred, we do not respond by insulting what they hold sacred.
If someone attacks Islam, we defend Islam with knowledge.
If someone misrepresents Muhammad (pbuh), we explain who is Muhammad to him.
If someone lies about Islam, we answer with truth and knowledge.
We do not allow another person’s bad behaviour to dictate our own morality.
LOOK AT MUHAMMAD (PBUH) — HE WAS INSULTED BEFORE WE WERE
Servant of Allah,
Sometimes we speak as though the Prophet (pbuh) lived in a world where everyone respected him.
No.
He was mocked and insulted. Quran 37:36, Quran 15:6
He was called a liar, magician, and a mad man. Quran 51:52, Quran 17:47
He was ridiculed. Quran 6:10
His followers were tortured, and some were killed. Quran 85:8-10
He himself was persecuted, leading to his migration to Madina.
Yet he remained the Messenger of Allah.
Allah said:
“Indeed, we know that your heart is distressed by what they say.” (Qur’an 15:97)
Allah acknowledged the Prophet’s pain.
Islam does not say that insults do not hurt. They hurt.
But the question is: What do you do with the pain?
THE DAY OF TA’IF: WHEN THE PROPHET (PBUH) COULD HAVE CHOSEN
REVENGE
One of the most powerful examples is the journey of the Prophet (pbuh) to Ta’if.
He went seeking support for his message.
Instead, the people rejected him and incited their children and others against him.
He was chased.
He was insulted.
He was struck with stones until his feet bled.
He was physically and emotionally exhausted.
Then the Angel of the Mountains came to him.
The two angels offered to crush the people of Ta’if between the mountains.
The Prophet (pbuh) could have said: “Do it.”
But he did not.
Instead, he hoped that Allah would bring from their descendants people who would worship Him.
This account is recorded in the authentic hadith literature, including Sahih Muslim (Muslim, 1795).
What a lesson!
The Prophet (pbuh) had suffered injustice.
But he did not turn his pain into indiscriminate revenge.
He saw beyond the offender.
He saw the possibility of tomorrow.
And this is one of the greatest characteristics of prophetic leadership:
The Prophet (pbuh) did not merely ask, “What punishment does this person deserve?”
He also asked, in effect: “What can this person become?”
THE PROPHET IN MADINAH: LEADER OF A DIVERSE SOCIETY
When Muhammad (pbuh) migrated to Madinah, he did not enter an empty city.
Madinah contained different communities, including Muslims and Jews, and there were also Christians who interacted with the Muslim community.
The Prophet became the political and communal leader of Madinah.
The Sahifah (A Covenant) of Madinah, preserved in the early sīrah (Prophet’s biography) tradition, established arrangements concerning mutual obligations, security, justice and relations among the communities of the city.
This is important:
The Prophet did not build Madinah by teaching Muslims to hate everyone who was not Muslim.
He built a society governed by covenant, responsibility and justice.
Allah says:
“Allah does not forbid you from being kind and just to those who have neither fought you because of your religion nor driven you from your homes. Indeed, Allah loves those who act justly.” (Qur’an 60:8)
This is not weakness.
This is Islam.
THE PROPHET DEALT WITH JEWS IN MADINAH
‘A’ishah (Wife of the Prophet) narrated that the Prophet (pbuh) bought food from a Jewish man on credit and gave him his iron armour as collateral.
“The Prophet purchased food from a Jew on credit and mortgaged his iron armour to him.” (Sahih al-Bukhari, 2068)
Think about it.
This was Muhammad.
The Messenger of Allah.
Yet he conducted lawful commercial dealings with a Jewish citizen.
He did not say: “He is not a Muslim, therefore I cannot deal with him.”
No.
Islam gave him a relationship governed by justice and trust.
Jabir رضيهللاعنه narrated:
“A funeral procession passed before us and the Prophet (pbuh) stood up, and we stood with him. We said, ‘O Messenger of Allah, it is the funeral of a Jew.’ He said: ‘When you see a funeral procession, stand.’” (Sahih al-Bukhari, 1311)
Another narration records his response: “Is it not a soul?” (Sahih al-Bukhari, 1312–1313)
What kind of heart did Muhammad (pbuh) possess?
A heart that recognised human dignity even in death.
THE PROPHET AND THE CHRISTIANS OF NAJRAN
The Prophet also received the Christian delegation of Najran.
They disagreed with him theologically.
Yet when they requested a trustworthy person, he did not choose someone because of hatred.
He selected Abu ‘Ubaydah ibn al-Jarrah.
The Prophet said:
“I shall send with you a man who is truly trustworthy.”
He then appointed Abu ‘Ubaydah.
This is authentically reported in Sahih al-Bukhari 4380–4381.
Notice something profound:
The Prophet could disagree with people without becoming dishonest toward them.
That is the standard we need today.
The author is the chief Imam of Katamanso Municipal and Certified Counsellor and Governance Expert.
