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A recent post on LinkedIn lamented how we are “farming out our thinking to AI.” It is a fair concern, but not one I share.When I prepared for my Plenary Session at the World Zakat and Waqf Forum, I worked extensively with Sky (my name for ChatGPT). Yet the thinking, analysis, and final judgment were always mine. AI served as a tool and a sparring partner, helping me to see patterns, refine structure, and pressure test ideas, but never replacing discernment, empathy, or intuition.This is what the process actually looked like.<h3>1. Start with Understanding</h3>I began by reading widely and taking notes using the Cornell Method. This helped me identify the “shape” of my session,&nbsp; who the audience was, what they needed, and what I wanted them to remember. I then reorganised my research into Context, Trigger, and Response buckets. At a breakfast meeting with fellow panellists, I tested the outline and refined it through discussion until we agreed on our focus areas.<h3>2. Deepen with Research</h3>Next came the deeper dive. I met subject matter experts, read books and journal, and listened to podcasts and talks. I used search engines and Sky to filter information efficiently. In this process, AI functioned as one of my research assistants, not the only one.<h3>3. Write It All Down </h3>I wrote everything out on a single page to see the big picture. Then I stepped away for a few days to let the ideas percolate. During this time, I also spoke with more people to gather alternative perspectives and test assumptions. The pic below is from the notebook that I used for this step.<figure id="figure-btn8a2jswbmh6zeq9v" class=""><img id="btn8a2jswbmh6zeq9v" src="https://cdn.durable.co/blocks/33cUwBPKbP8JKf6zE8ANU39WxVDfYc1TPSVUSpvcKur37PEeZibC8Fob1zXNRi3u.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-2xl md:rounded-3xl lg:rounded-4xl" style="aspect-ratio: 16/9; object-position: undefined% 50%;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined%" data-positiony="50%" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/33cUwBPKbP8JKf6zE8ANU39WxVDfYc1TPSVUSpvcKur37PEeZibC8Fob1zXNRi3u.jpg" data-mce-style="aspect-ratio: 16/9; object-position: undefined% 50%;"></figure><h3>4. Refine Through Dialogue</h3>When I returned to Sky, I used it to develop my deck and test tone, structure, and pacing. The back-and-forth process sharpened the clarity and flow of my presentation. I used prompts to simulate different audience reactions and refine my key messages.<h3>5. Validate and Visualise</h3>I fact-checked every source and reference. Although not required, I designed my own slides because I find it helps me internalise the material. I rehearsed out loud, and even used Sky’s video call function to simulate a critical audience. This helped identify weak points long before stepping onto the stage.<h3>6. Ground It in a Human Touch </h3>Finally, I visualised the opening and closing moments, selected what to wear, planned my body language, and wrote my key points by hand to reinforce memory. Then I showed up and delivered the session.At every stage, the process was led by human thought, not automation. AI accelerated research, improved structure, and offered perspective, but the analysis, judgment, and storytelling remained entirely human.There is no single right or wrong way to use AI. But if one simply feeds a topic into a tool and copies the result, the limitation lies with the user, not the technology. AI is only as good as the person using it. The quality of the output depends on how we prompt, process, and apply what it produces.If you would like to see what this process produced, you can download my final playbook for the session <a data-mce-href="https://drive.google.com/file/d/1wvzcUcjNEn3y_qdgLN1p8h6jik6WsG9P/view?usp=sharing" href="https://drive.google.com/file/d/1wvzcUcjNEn3y_qdgLN1p8h6jik6WsG9P/view?usp=sharing" target="_blank" rel="noopener">here</a>.&nbsp;<h3>Overcoming Challenges and Ethical Considerations</h3>While AI presents numerous opportunities, it also poses challenges and ethical considerations. Issues such as data privacy, algorithmic bias, and the digital divide need to be addressed to ensure equitable and fair use of AI technologies.By remaining informed and advocating for responsible AI practices, we can help shape a future where AI benefits everyone. Continuous dialogue and collaboration between technologists, policymakers, and the public are essential for navigating these challenges effectively.

Working with AI: Creating the Playbook for World Zakat and Waqf Forum 2025

At the World Zakat and Waqf Forum 2025, I co-facilitated Masterclass 5: Borderless Brands with Puan Hajjah Alvirah Mohd Natt and Puan Hajjah Azlin Mohd Said. The session brought together participants from across countries and institutions, all seeking a clearer, more consistent way to communicate Zakat and Waqf.The idea was simple: communication should build bridges, not borders. To connect across languages, generations and sectors, our stories must be transparent, human and consistent.<h3>STEP 1: START WITH YOUR AUDIENCE (STAKEHOLDERS) </h3>This was a short class, so we began by mapping three key groups. You may have more. I encourage you to list as many stakeholders as possible, and then classify them into 3-5 major groups, for example:<ol><li>Public and Community Stakeholders: donors, recipients, and the public.</li><li>Internal Stakeholders: staff, volunteers, shareholders, internal donors and leadership.</li><li>Partners and Policymakers:&nbsp; ministries, funders, and collaborators. </li></ol>Every group valued the same three things: transparency, sustainability, and dignity. When communication reflects these values, trust follows. It is important to remember that across these groups,&nbsp; the way we communicate with them, the way the key messages are prioritised and the channels that we use may differ.&nbsp;<h3>STEP 2: BUILD A MESSAGE HOUSE</h3>A Message House is a simple framework I often use with clients:<ul><li>Roof: What your organisation stands for.</li><li>Pillars: Three messages that explain how you deliver that promise.</li><li>Base: Proof points that give credibility. </li></ul>For example, one agency may frame its roof as “Empowering communities through transparent, impactful Zakat and Waqf.” Its pillars focused on transparency, empowerment, and dignity, a key message that resonated across all its target audiences.<h3>STEP 3: USE AI TO STRENGTHEN CLARITY </h3>The goal is not to replace human storytelling but to sharpen language and structure so ideas could travel further.A prompt engineered using the PLANS method may look like this:<blockquote>Rewrite this Message House for [insert audience] using clear, persuasive, and inclusive language that reflects the values of Zakat and Waqf. Focus on making the message credible, purposeful, and audience-centred. Keep it concise and professional in tone, highlighting transparency, empowerment, and social impact as core themes. Structure the response into three parts — Roof (the main organisational promise), Pillars (three key messages that explain how this promise is fulfilled), and Base (proof points or evidence that make each message believable). End by linking the overall narrative to the “Borderless Brands” theme, showing how clarity and consistency allow Zakat and Waqf messages to travel across communities and cultures.</blockquote>&nbsp; We concluded that technology should enhance, not replace, human empathy. Data builds credibility; stories build trust. To communicate faith-based impact, we must speak with both head and heart.<h3>STEP 5: PICK YOUR CHANNELS AND SET ASIDE A BUDGET</h3>Effective communication is not only about crafting the right message but also about choosing the right channel. Each generation consumes information differently:<ul><li>Boomers and Gen X tend to rely on newspapers, television, and formal reports</li><li>Millennials prefer concise, visual content shared through websites, LinkedIn, and YouTube</li><li>Gen Z engages through short-form videos, Instagram, and TikTok, often seeking authenticity and interactivity.</li></ul>For Zakat and Waqf institutions to stay relevant, an omnichannel strategy is essential, one that blends traditional outreach with digital storytelling, online engagement, and on-ground community presence. Clear communication strategies and dedicated budgets must be built into organisational planning, not as afterthoughts but as enablers of trust, participation, and long-term impact. If you’d like to apply these tools in your organisation, you can download the full deck here: <a data-mce-href="https://drive.google.com/file/d/1KfUivz0I5C6mNMzt6QLFysztLGLDdh8P/view?usp=sharing" href="https://drive.google.com/file/d/1KfUivz0I5C6mNMzt6QLFysztLGLDdh8P/view?usp=sharing" target="_blank" rel="noopener">The Borderless Brands Masterclass Deck (PDF)</a>It includes templates and examples to help you identify your target audience, build your own Message House and strengthen your communication framework.-END-

Creating a Global Brand for Zakat and Waqf

Can We Talk as difficult conversation concept

<h3>Staying Grounded When Criticism Feels Overwhelming Using P.L.A.C.E.&nbsp;</h3>I still remember the first time I presented our new journey planner app to the Board. It was something I was genuinely excited about, an app designed to make everyday commuting easier by integrating local transport routes, timings, and service updates in real time.I was barely halfway through my presentation when one of the Board members leaned back and said with a hint of impatience, “But how does this compare with global giants like Google Maps? They have already solved this problem at scale.”I could feel heat rising in my chest and a sharp reply forming at the back of my throat.That was the moment I remembered P.L.A.C.E.I took a breath. That simple act stopped me from reacting defensively. Then I acknowledged what I was feeling. I told myself quietly, “I feel dismissed. It hurts because this project means a lot to me and I want it to be seen for its value.”Next, I asked myself, “Why does this cut so deeply?” And the answer was clear. It was not just about the app. It was about credibility. I wanted the Board to see that this was not some vanity project. It was a tailored solution designed for our local commuters in a way global apps could not replicate.So I chose to respond with calm clarity. I said, “That is a fair question. Google Maps is excellent for global navigation, but it does not capture the everyday realities of our local commuters. Our app is built to integrate live service updates, last mile connectivity, and even ticketing options unique to our system. Let me show you how this makes the daily journey smoother in ways larger apps do not address.”The tone shifted. Instead of shutting down, the Board leaned in. They began to see what we had been working on with fresh eyes.Afterwards, I reminded myself that I had managed that moment without letting frustration speak for me. I had kept the focus on the idea, not the criticism. And in doing so, I showed that I could stay steady under pressure.This is the power of P.L.A.C.E. Pause, Label, Ask, Choose, Empower. It does not make the sting of criticism disappear, but it gives us space to respond in a way that protects both our dignity and our credibility. Whether it is a Board meeting, a family conversation, or a tough moment with a colleague, PLACE helps us move from being hijacked by emotion to showing up with clarity and composure.How to Get Better at Using P.L.A.C.E.<ol><li>Practise in low-stakes situations. Try it with everyday irritations like curt emails or long queues.</li><li>Rehearse possible scenarios. Anticipate comments you often face and imagine how PLACE could help.</li><li>Journal after tough moments. Write down what happened and walk through the steps to strengthen awareness.</li><li>Role-play with a peer or coach. Mock practice makes it easier to apply under real pressure.</li><li>Master the pause first. Catching yourself before reacting is the hardest — and most important — step.</li></ol>Over time, P.L.A.C.E stops feeling like a checklist and becomes second nature. It isn’t about suppressing emotion, but about creating space between the trigger and your response so you can show up with clarity, credibility, and care.If you would like to practise using this framework in your own life, I have created a simple downloadable guide with examples and worksheets. You can get it here: <a data-mce-href="https://drive.google.com/file/d/1y4gx-VuJchul3rbEozqSr3rSQ8N_8EFE/view?usp=sharing" href="https://drive.google.com/file/d/1y4gx-VuJchul3rbEozqSr3rSQ8N_8EFE/view?usp=sharing" title="Using the P.L.A.C.E Framework" target="_blank" rel="noopener">The P.L.A.C.E. Framework PDF</a>.Let me know how it goes!

Using the P.L.A.C.E Framework

<h2>Crisis Response Blueprint: Rafizah's Perspective at PR Conference Asia 2025</h2>Yesterday at the PR Asia Conference 2025, I spoke about turning crises into opportunities to regain trust. The session ended with three great questions from the audience, which I thought were worth sharing here.1. Is “not reacting” a good option? Not reacting in a crisis is still a reaction. Whether it works depends entirely on the situation. The first step is to call a crisis code, categorise the situation, and evaluate your options. Sometimes silence is the smartest move and allows the storm to pass. The difference between being smart and being reckless is having a strong, tested crisis framework that guides when to speak, what to say, and when to stay quiet.2. What if your bosses do not take your counsel? The better question might be: why wouldn’t they? Communications and PR is about building trust and brand equity with stakeholders — and your internal stakeholders are no different. You need to position Comms as a subject matter expert, just like Legal. That means moving from a “doer” role to a leadership role. It takes work, and it means making everyone’s business your business so you can give leaders a helicopter view of the situation.3. How do you flatten the information funnel? Compliance, risk, internal audit and legal are not the enemy. They exist to help you protect the organisation and ensure your messages are delivered safely. The key is to build relationships with them long before a crisis hits. Understand their concerns, find common ground, and work together on a crisis response that satisfies all sides.The part I didn’t get to cover in detail Technology is now a critical ally in crisis management. Digital tools allow you to gather real-time data, analyse trends, gauge public sentiment, and forecast how a situation might evolve. Invest in these tools and in your own skills. The more you upskill and self-learn, the more effectively you can act. Technology does not replace judgement, but it strengthens it.The role of SOPs Standard operating procedures may not be glamorous, but they should never be “audit documents” that live in a drawer. Learn them inside out. In a crisis, you may need to operate with a “good enough” plan while working on a better one in the background. SOPs can buy you that time. If they don’t work, change them, but only after you have tested them through tabletop exercises, simulations, and roleplays.The bigger picture We live in an era defined by unpredictability. With the right approach, uncertainty can become a catalyst for resilience, even in the middle of a crisis.And here is the truth many do not want to hear: communications specialists will remain at the bottom of the information ladder until they prove their value as trusted advisors to the crisis management committee. You do that by actively helping to solve the crisis, not by sitting in the war room waiting for updates. Step up and say, “For this crisis, this is the strategy we will deploy and why, and these are the resources I need.”Download a copy of the presentation deck here: <a data-mce-href="https://drive.google.com/file/d/1lDt5ZfVOLten3l0jSGLlob7fAR5eXTvZ/view?usp=sharing" href="https://drive.google.com/file/d/1lDt5ZfVOLten3l0jSGLlob7fAR5eXTvZ/view?usp=sharing" title="The Crisis Response Blueprint - Capitalising on Uncertainties by Rafizah Amran" target="_blank" rel="noopener">The Crisis Response Blueprint - Capitalising on Uncertainties by Rafizah Amran</a>PR Asia Conference 2025 is brought to you by <a data-mce-href="https://www.marketing-interactive.com/" href="https://www.marketing-interactive.com/">MARKETING INTERACTIVE</a>

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Working with AI: Creating the Playbook for World Zakat an...

Creating a Global Brand for Zakat and Waqf

Using the P.L.A.C.E Framework

Capitalising on Uncertainties