Author: Sami

Cliquishness—or forming factions in the workplace—is a tendency to prioritize personal relationships and loyalties over shared vision and professional standards.

When “the clique” takes precedence over the organization, ideas are judged by who says them, not by their quality. Meetings turn into arenas for settling personal scores, trust erodes, and decisions stall.

This kind of factionalism often arises when some managers place personal considerations above the common interest, or when different management levels undermine each other. In such an environment, hardworking employees are caught between upper power and lower moods.

Over time, a “us or them” mindset takes root. Initiative declines, hesitation replaces boldness, and the organization loses its direction.

Fighting cliquishness starts with openly acknowledging its existence. Wherever this phenomenon appears, the workplace becomes sick and needs treatment—before the illness worsens.

Leaders must rally their teams around a common goal, turning meetings into workshops that produce clear plans, defined roles, and understandable performance indicators. Decisions should be based on results, not relationships, and every team member must know their responsibilities and how they’ll be rewarded or corrected.

After honest dialogue comes practical action: smart delegation that distributes authority according to priorities, active listening to field ideas before making decisions, and empowering people around you. A leader who builds stronger individuals does not lose their position—they expand their impact by training others, opening doors to learning, and giving them space to lead. Dismissing people should always be the last resort.

Finally, good governance protects integrity through transparent procedures, parallel oversight channels, safe reporting mechanisms, and accountability applied equally to everyone. Loyalty should be to values, results, and the common good—not to individuals or alliances. And if reform is impossible in a place that glorifies factionalism and undermines professionalism, then leaving is an ethical act to protect one’s dignity. If I can’t solve the problem, I refuse to live with a victim mentality.

The difference between cliquishness and teamwork is profound: the first divides and weakens, while the second unites and strengthens. When ideas win over personalities and the common good rises above any “clique,” the organization regains its health and leadership finds its true course.

A position is not a medal to be displayed, nor a “salon chair” to polish the image of whoever occupies it. It is a heavy responsibility—one that may steal sleep from the eyes of those who hold it. Whoever takes on a position becomes the captain of the ship: facing the waves first, protecting the “sailors” behind, and being held accountable for results before anyone else.

What makes a leader truly worthy of the position? It begins with presence, charisma, and broad vision—initial qualities that allow one to read situations and sketch possible scenarios. Then comes the capacity for growth, for a position is a school for those open to development and skill acquisition. Complementing this is adaptability: a leader may come from within the institution or from outside it, and may initially lack detailed knowledge. Yet such a leader may still prove the most capable in thought and leadership if they steer wisely and make good use of the team’s expertise.

The causes of failure are many. First among them is obsession with appearances—falling in love with the robe of prestige and the chair, while forgetting the essence of the mission. Next is the absence of vision and goals: not knowing where the team is heading, nor how to measure progress. Added to this is administrative suffocation, when the leader insists on intervening in every minor matter, signing every paper, and extinguishing every “fire” personally. Another cause is personal stagnation: demanding development from the team while failing to commit to it oneself.

On the other hand, there are practical keys to success: defining a realistic vision, and accepting that achieving 80–85% of the target sustainably is better than chasing the illusion of perfection; building a diverse team rather than attempting to clone “copies of the leader” in every role; and investing genuinely in people—through training, nominating them for programs, encouraging them to earn certifications, and giving them platforms to lead alongside you, not behind you.

A position fades, but reputation endures. What remains after you is a stronger team, more solid systems, and results that continue without your presence. Be humble, honest, and flexible. Delegate authority, and don’t trap yourself in details that drain you and exhaust your team. Only then will you leave the mark of a true leader—not the shadow of someone who merely occupied a chair.

Cosmetic surgeries around the world are witnessing a growing demand. They have shifted from being highly delicate medical operations to something resembling a “salon session,” easily accessible through clinics and often completed in record time—sometimes even during a work break. Social media platforms promote these procedures, often with misleading claims. Recently, the UAE Federal Supreme Court established a new legal precedent regarding the responsibility of cosmetic surgeons, affirming that they are obliged to achieve the desired result, not merely to exercise due diligence—unlike what is common in other medical specialties.

The case reviewed by the court involved the death of a patient during a “slimming surgery,” in which the doctor deviated from recognized medical standards. This highlighted the serious risks associated with cosmetic procedures that are not aimed at saving lives but rather improving appearance. In such cases, the surgeon’s obligation becomes doubled, as it is unacceptable to expose the patient to risks that outweigh the expected benefits—even if the patient signs consent forms, waivers, or disclaimers.

The danger extends beyond medical practice to social culture itself. Cosmetic procedures have become normalized among young women, and even men, with some undergoing them at ages as early as 18. This trend reflects the influence of misleading advertisements and influencers who promote ideals of beauty through attractive offers and discounts, sometimes even presenting such procedures as entertainment content. I call them the “kings of distortion.” I have previously recommended banning cosmetic procedures for girls under 21 to help curb this phenomenon.

In addition, the court ruling points to the development of new legislation to reduce cosmetic surgery errors, requiring clinics to adopt higher safety standards and prohibiting unnecessary or purely aesthetic procedures. Long-term healthy alternatives, such as weight-loss and fitness programs lasting from one to three years, should be promoted instead of relying on quick fixes that carry high risks.

In the end, cosmetic surgery is not merely a personal matter—it is a health, social, and legal issue that requires public awareness and strict regulations so that it does not become a silent threat to both individual lives and the stability of society.

The United Arab Emirates is confidently moving toward global leadership in the field of artificial intelligence. In 2017, it launched its National Artificial Intelligence Strategy, with the vision of becoming the first government in the world to fully adopt AI across all sectors. The strategy aims to achieve complete reliance on this technology by 2031, thereby fostering innovation and enhancing quality of life.

In addition, the UAE is preparing to launch a large-scale, specialized AI center—an opportunity and a challenge at the same time. Local talents and expertise are expected to take the lead and contribute effectively to building this new phase. This approach will directly benefit the business sector by accelerating economic growth, driving innovation, and attracting top global minds and companies.

Achieving the strategic objectives requires intensive preparation across all sectors. Managers must develop new work mechanisms and prepare themselves and their teams to work with AI technologies. Companies, meanwhile, need to comply with international standards and specifications—especially given that some institutions are still lagging behind in technological adoption. Here, I propose the establishment of a national mechanism to evaluate institutions according to precise criteria for AI usage, granting them ratings that encourage excellence.

This can only be accomplished by adhering to global standards and investing in local talent—ensuring the success of the UAE’s AI strategy and consolidating its leading position on the international stage in this vital field.

In last week’s article, we spoke about returning to school and the importance of preparation for students, teachers, and parents. Yet this equation cannot be complete unless employees themselves are also ready to return to work. As the saying goes, “One cannot give what one does not have.” If parents are not balanced and stable in their professional lives, they will not be able to properly support their children. Therefore, achieving a balance between work and family life is the first step toward a successful academic year.

After the holiday—whether an employee has traveled or not—they need mental and emotional readiness to return to work. This return means bidding farewell to the pleasant moments spent with family and friends, feeling gratitude for those times, and then gradually shifting into the rhythm of work with flexibility and confidence.

Practical steps for returning to work:

• Set a clear work plan: Defining short- and long-term goals helps organize tasks and build a vision for the new year.

• Organize the schedule: Aligning work preparation times with children’s needs, especially in the first days of school, reduces stress and pressure.

• Self-development: Use this fresh start to set a plan for skill development, whether through training or self-learning. Professional renewal gives a motivational boost.

Even small details make a difference—preparing work clothes in advance, buying a new planner with a special pen, all these simple gestures bring a sense of freshness and create motivation for a different beginning.

The manager’s role in this stage

The manager is the cornerstone, carrying the greatest responsibility. Employees look forward to an encouraging work environment and inspiring leadership—not sudden pressure that drains their energy and makes them forget the moments of joy they had during their break. A manager should warmly welcome the team and take small initiatives, such as symbolic giveaways or appreciation notes. They should also set a realistic, flexible work plan that starts gradually and builds up, instead of expecting major results in the very first month.

Final thought

Returning to both education and work is an important milestone for every individual in life’s cycle, helping restore balance. Leadership—before management—is the key to setting off from this milestone with a positive spirit, ensuring benefit for both the family and the community.