Year Two: Lessons I learned two years into my job

Last year following the end of my first year in my place of work, I was lucky enough to assume a bigger role within the organization. With that, I decided to share some lessons I learned after completing my first year in a junior position. Last month marked the conclusion of my second year, and I happily accepted a more senior role within my department that came with additional responsibilities and a newfound perspective. In an effort to pay it forward, these are some additional lessons I learned that I hope can be valuable to you as you navigate your own experiences. 

  • Find your process. A process is a set of tasks, approaches, mental steps or tools that help you enhance your efficiency and maximize your success at delivering results and accomplishing goals. It’s also unique to every individual, so find what works for YOU! Think back to a time when you were most productive and reflect on how your environment/approach helped you become your most efficient self. You will find that stress and busy schedules will follow you throughout your career, so it’s imperative that you keep a level-head and follow your process. 
  • Support your colleagues. There are times where you or the people around you feel overwhelmed. Lend your support, even if it is as simple as a kind word. There will come a time where you will also need support, make sure you paved the way for it with kindness.
  • Allow yourself to become a reference for your peers and colleagues. Some tasks may be daunting for your colleagues to manage alone (we’ve all dealt with this at some point). So while it may be overwhelming to constantly be on the receiving end of questions, allowing yourself to become a resource for fellow team members and peers is rewarding in its own way. 
  • Advocate for your organization. You should be able to find something you like about your company/organization/school/etc… and the kind of work that you do. Take any opportunity to advocate for it and how far you’ve come. 
  • Give credit where credit is due. Crush the culture of toxicity and jealous competition by sharing your fellow colleagues’ accomplishments with your seniors in the workplace. Camaraderie and friendship breed goodwill and positivity. 
  • Workplace gossip is the devil’s telephone… it’s best to just hang up. You will almost always come across a colleague or a group of colleagues that continuously complain or gossip in the workplace. If you find yourself in this situation, do yourself the favor of distancing yourself both physically and mentally. A toxic environment is mentally taxing and will almost always disrupt your workflow, progress and growth within an organization. Don’t give in to negativity and bring a positive attitude!
  • You are never above learning. The more you grow in your organization, the easier it becomes to lose touch with reality. Don’t fall into the trap of arrogance and allow it to manifest with disrespect. 
  • Demonstrate team and organizational loyalty! Disloyalty in the workplace is such a repulsive trait and discourages anyone from engaging with you.
  • Understand that no one is standing in the way of your development and growth! Assume responsibility and accountability for your own actions (or lack thereof). Work hard, deliver and you’re golden. 
  • Whether you find yourself in a situation where you witness a colleague being judged unfairly or where you truly don’t know something, always speak your truth. This is the only sure way of gaining people’s respect. 
  • Build relationships based on mutual respect. That means that no matter how friendly you become with your colleagues, do not cross the lines of respect or accept the same. Disrespect disguised as a joke is still disrespect.
  • Maintain good relationships with other teams within your workplace. There will most certainly come a time where you will work with them one way or the other so it’s best to maintain a respectful and positive relationship to ensure effective collaboration.
  • Always do your research! Learn about the work of your predecessors and team members. Don’t allow yourself to be in a situation where you are asked a simple question and draw a blank. This demonstrates initiative and preparedness which are both crucial indicators for success.
  • When completing your tasks, remember that you are working within a larger framework. That’s why, always consider ways you can strategize, make links and coordinate with other departments/teams. If your department has a strategy, consider ways you can link it to the strategies of other departments for a harmonious work flow. 
  • You will find that there is a difference between compliance and responsiveness in the implementation of tasks. A compliant product is one that ticks all the boxes. On the other hand,  a responsive product is one that goes beyond compliance and responds to the unspoken or creative needs of management, customers, etc… To really stand out, make sure that the end product of any task you complete is both compliant and responsive!
  • If you assume a more senior role within an organization, develop a capacity building plan for your team members. As cliché as it sounds, you are only as strong as your weakest member. You don’t want them making basic mistakes and dealing with the backlash. 
  • Do not be your team’s bottleneck! You need to teach your team members how to complete tasks and delegate for maximum efficiency.  
  • Learn the internal processes of the teams you work most closely with! This will ensure that you provide these teams with all the information they need to support you and saves time. 
  • You will wear many hats in the organization and often find yourself wondering why you’re doing something that is only slightly related to your usual tasks. The idea of sticking to your tasks and doing nothing else is an illusion. But worry not, that’s a good thing! It means more experience and exposure for you! Down the line, as these responsibilities expand, perhaps an opportunity will present itself where you can formally expand the scope of your role. 
  • Maintain regular communication with your seniors in the organization! This allows you to manage your workload and mitigate any perceived or sudden risks. 
  • Avoid saying “I can’t do it.” To demonstrate a high level of professionalism, list all the tasks you currently have on your plate and ask your seniors what they feel needs to be prioritized within the timeframe.
  • Be assertive but tactful. This is especially true for making requests. For instance, you will often need to give deadlines to other teams. When you do it, be very clear about your request but also be conscious of your approach. It’s one thing to say “I want it by xxx” and another to say “I would appreciate it if you provided me with xxx by x time.”
  • Manage your time wisely. Others shouldn’t have to deal with delays because you were unable to manage your time properly to deliver a certain task. This is especially true if you are seen procrastinating. This goes hand in hand with identifying your process!
  • Acknowledge difficulties but be relentless in the pursuit of solutions. Some situations will feel impossible akin to a gridlock! But the truth is, nothing is impossible. There are always ways to fix something or find suitable alternatives. Cry if you must, but soldier on!
  • Be vocal about your reservations regarding a work-related matter. As you grow within your role, you will be able to better identify risks and have reservations. Bringing up reservations is a good way to mitigate certain challenges. It’s also very likely that your concerns haven’t occurred to others in your team. 
  • Boilerplate materials are your friends! Regardless of your field and the nature of your job, you will most likely come across a lot of repetitive tasks. That’s why, it will always be handy to go back to boilerplate materials to save time and effort that would be best spent focusing on something else.
  • Make sure you present problems with possible solutions! You are a problem solver not a problem bringer! 
  • Keep records of everything. This includes contact information, minutes of meeting, agreements, action points, or verbal communication. This will ensure that you always have a reference to go back to.
  • When you don’t feel like you’ve completely understood what the task or what the other person said, repeat it to them to ensure that you completely grasped it or to allow them to correct you if you haven’t.
  • You know your work load capacities more than anyone! If something is truly not feasible and you’ve exhausted all avenues, respectfully decline and present your case in writing

I hope these can be as helpful to you as they were to me as I navigated my new role within the organization!

Lessons I’ve learned a year into my first full-time job…

Next month marks my one year anniversary at my first full-time job. Here are a few lessons I learned throughout the year. You might find that you are familiar with some, but I think they will all prove to be beneficial to you as you commence your journey into adulthood and employment. 

Working after hours will often be expected of you, and really.. it’s not the end of the world, especially if you are just starting out so early in your careers. But you shouldn’t make this the norm! Learn how to create a life-work balance early on in your careers so that you don’t suffer down the line. Careers are very important but work isn’t everything. You need to carve out the time for your friends, family, and even for yourself.

Read, read, and read some more. Do your homework, and ask for helpful resources from your superiors and colleagues. If you are just starting out, dedicate an hour or two on weekends to familiarise yourself with your organisation’s work, especially the work of your predecessors. If your organisation generates publications, read those. They will almost always come in handy. 

Ask lots of questions. I cannot stress this enough. You are entering unfamiliar territories and you want to learn as much as possible as quickly as possible. You are bound to make mistakes, but asking questions will help you limit the number of mistakes you make, especially if you are bound by a probation period at your job. 

Take initiative. Your purpose at this stage is to learn everything you can and become an indispensable part of your organisation. Don’t succumb to laziness. Instead, reach out to your superiors for tasks or offer to support on projects you overhear them discussing even when you are not directly asked to do so. 

If after completing a task with others, you find that not all parties involved are happy with the outcome, or face some challenges along the way, take it upon yourself to set up individual meetings with them and ask for feedback on how to best accommodate them/make the process easier

Communication is key when working with others, and it will almost always be challenging. The trick is to spot miscommunication patterns and NOT repeat them. This will guarantee a smoother process and communication routine down the line. You could schedule weekly meetings with your colleagues where you all provide progress reports and discuss concerns regarding the task at hand. Use any means to limit communication errors. 

Make sure you have everything in writing. Verbal agreements between colleagues will cause many problems down the line. Writing everything down will also ensure that you are clear on what is expected of you and how things should progress. 

Make sure all relevant parties are looped in on emails. This will distribute the responsibility and ensure that you are all on the same page. Failing to do so will create tensions with your peers who might feel like you are purposefully keeping them from doing their job/isolating them. 

Always keep your line manager looped in on emails. This is especially important when you are communicating with other departments or external parties. That way, your line manager can monitor interactions and intervene quickly if you make a mistake or face any issues. 

Organisation and preparation are important. 50% of the issues you face will be the result of your or someone else’s lack of organisation and preparation. Do your part to avoid this and ask it (nicely, of course) of others. If the people you are working with are still disorganised/unprepared, well… at least you’ve done your part.

Note taking will be your friend. Keep a notebook with you at all times during meetings, work interactions, as well as to write down reminders for yourself. 

Respect the hierarchy! This will create an environment of trust among you, your peers and your superiors. Your pears AND your superiors need to feel respected in your presence. You should never put them in an uncomfortable situation or on edge around you. The only purpose this will serve is to create a toxic work environment. You want to treat them as you would like to be treated. We all need to be cut some slack or feel like we have someone in our corner, especially in a fast-paced work environment that imposes its own brand of stress. Only after you’ve exhausted all available routes, should you approach things differently.

After every meeting, take it upon yourself to share your notes with the parties involved. You can also invite them to add their own notes into the same document and circulate it back to the rest. This will ensure that all parties are appropriately up to speed on everything that was discussed, mistakes are limited, and that the responsibility is equally shared and divided among you. 

A morning round to wish your colleagues a good day or ask about their weekend, goes a long way! Creating good relationships will help you down the line more than you can imagine. People are more inclined to support those who are nice to/bond with them. Work relationships can also grow into personal friendships! 

Disagreements and heated arguments will happen. Don’t take things personally and try to learn from these interactions. There is a saying in Arabic that goes: الإختلاف لا يفسد للود قضية. It means that things disagreement should not lead to unpleasantness, and I found that to be very true. In fact, disagreements are expected and encouraged among strong-minded/strong-willed individuals. It’s part of the dynamic learning process. The trick is to keep the interaction respectful.

Disengage from office politics and always be honest. Please don’t waste your energy on useless office politics. Dedicate all your resources towards learning and growing as an individual and a team member. Some people will have you believe that there is no way around office politics. That is not true. You can maintain your integrity and keep your work relationships pleasant without engaging in trivial backhanded interactions or office drama. 

Share useful resources with your peers and superiors. If you read something interesting, share it with your peers/superiors. You can all support each other and the organisation you work in. 

Seek help/learn from other managers at the office. Your line manager can be a great asset for your as you learn the ropes, but others can offer different inputs that you’ll most certainly miss out on if you do not ask questions or bother to reach out. Everyone has something to offer. All you have to do is take the initiative to learn. Leave your ego at the door!

No one will speak on your behalf so learn to advocate for yourself. Your line manager, peers or other superiors may be invested in your progress, but no one will be more proactive or passionate about your growth than you. Learn how to advocate for yourself/talk yourself up. If you are comfortable remaining stagnant, very few people will push you towards something higher. This isn’t because they’re bad people. It’s because they’re all busy doing that for themselves. 

Write down everything you’ve done/tasks you’ve completed. Use an excel sheet or a word document for this. Later, on, you can add them to your CV to bolster up your experience.  

Keep a record of all the important projects you work on. Institutional memory is important for any organisation. It can make a handover process smoother and assist you if the nature of your job requires demonstrating organisational capacity. 

Tomorrow is a new day. The reality is that you will have a lot of messy or bad days at work. There is no way around this. The trick is to tell yourself that tomorrow is a new day! And it’s true! You will have solutions for the problems you faced the day before. You will acquire a new perspective, and you’ll survive the days where everything seems bleak and all you want to do is go home and sleep! Learn to become more adaptable, leave the negativity from your bad day behind and come in the next day with a new perspective. 

Mustafa Kemal Ataturk and Gamal Abdel Nasser: Same, Same, but Different.

“There is no distinction between modern and ancient history in the Middle East. No region is more obsessed with its own past.” This is how Richard Engel describes the region in his book, ‘And Then All Hell Broke Loose: Two Decades in the Middle East’. No stranger to political turmoil, the Middle East and its ‘Muslim’ neighbours have witnessed more than their fair share of colonialism, occupation, war and instability. Persistent regional instability created a synthesis between political memory and individual memory that was contaminated with bloodshed and death. Under this lens, mass memory persistently conjures rare and transformational political periods that are often looked upon reminiscently. The twentieth century generated a plethora of political memories of which some are revered and many are spited but none more controversial than Mustafa Kemal Ataturk and Gamal Abdel Nasser. As nearly a century for the former and half a century for the latter have passed, both leaders invoke mixed perspectives of either respect or criticism among their respective citizenry and scholars alike. To wholeheartedly claim that they are good leaders is just as overly simplistic and narrow as claiming they are evil. And to claim them similar only on the basis of stirring controversy, assuming initial presidency of newly-formed republics and sharing military backgrounds is overly simplistic. The obvious differences between them and their countries may place them relatively far on the similarity spectrum, however, this paper will argue that both revolutionary figures, their leadership styles and their regimes are more alike than meets the eye. The paper does not claim that their regimes and values are mirror images of each other, but suggests that their techniques, the general essence/spirit of their presidential periods and the structural frameworks of their political rule, ideology and implementation are much more alike than not. The paper will address these similarities through an examination of notable events during their presidencies, their ideologies, policies, management of opposition, and the reach of their propaganda. In addition, the paper will provide a brief discourse analysis of their speeches in proof of the argument. 

Prior to becoming the founding father of modern-day Turkey, Mustafa Kemal was a military commander under the Ottoman Empire. He first gained recognition and fame during World War I and proceeded to rise in military rank. Even before the official dissolution of the caliphate, Kemal displayed national sentiments during battles when he used nationalistic rhetoric to mobilise his inferiors. Despite being Muslim, his interaction with Western countries fostered an appreciation for their political culture, Western modernity and the separation of church and state. It is precisely this Western influence that watered the seeds of his ideology with which he would eventually rule. Kemal’s revolution is unique firstly because it marked a historical turning point for the entire region. The dissolution of the Ottoman Empire meant a political shift for all ‘countries’ that were previously under its domination. His revolution introduced an ideology shift for Turks that previously identified themselves with religious sentiments as opposed to nationalistic ones. Kemal’s vision was based upon the creation of a Western-like modernised republic (as opposed to traditional monarchical rule that was familiar in the region) that separates religion from politics and governs over a group of people who share ethnicity, language and religion, known as Turks. Kemal’s nationalism was both extreme and ethnic and it entailed its subjects to prioritise this nationalism over any other allegiance, mainly to Islam which was translated into his leadership style. Beyond secularism, Kemal adopted laicism whereby the practice of Islam would be limited to the private sphere only. It is because of these visions that Kemal’s revolution is correctly identified as a cultural one as he aimed to completely transform the state and its citizenry. Kemal’s revolution is also defined by precisely what it did not want to be identified with; Islam and the Ottoman past. The policies that will be discussed later in the paper will explore how Kemal situated himself and his republic by the opposition.

Many years later in Egypt, prior to the establishment of the modern-day state, a group of military officers known as the Free Officers, led a revolution against the Egyptian monarchy in 1952, under the leadership of Gemal Abdel Nasser. The revolution replaced the monarchy with a republic that governed with a different set of ideals. Like Kemal, Nasser became the face of the revolution and the most notable symbol of Egypt’s transformation from one era to another. Claiming his position as the second president of the newfound Egyptian republic (after the transitional period), Nasser adopted a transformational strategy that was similar to Kemal’s. Similarly to Turkey’s founding father, Nasser led Egypt with a strategy of modernisation that was built on Egyptian and later Arab nationalism and a separation of Islam from state affairs. Nasser’s nationalism was meant to surpass other forms of identification like Islam. Although not as extreme as Kemal’s laicism, Nasser rejected the synthesis of Islam and politics (political Islam), deeming Islam a personal matter that citizens are free to practice individually and away from politics. Like the preceding revolutionary, Nasser translated this into state policies. In addition, a great deal of Nasser’s leadership as well was defined by what it does not identify with and opposes. Nasser’s leadership while built upon the ideal of modernisation (due to the political nature of Egypt prior to his accession), was defined by its rejection of foreign intervention, the Western version of ‘correct’ statehood and political Islam. The influence of a reactionary identity on Nasser’s leadership is similar to that of Kemal’s. Despite being different (with only secularisation as the common denominator) due to their individual historical contexts, both leadership styles operated by the complete rejection of any affiliation with the preceding leaderships and weaving their oppositional views into the very fabric of their policies and presidencies. This serves to show that in terms of background and political leadership, both Kemal and Nasser shared more than just a military background. 

As both went on to create single-party republics, their systems of leadership and political ‘ideologies’ were later coined ‘Kemalism’ and ‘Nasserism’. This indicates two things that both share with respect to their leaderships other than being revolution leaders. Firstly, it notes that not only where they single-party states but they were ideologically and actively single-man states, despite the presence of mother parties in the background. Secondly, it highlights the authoritarian, even, dictatorial, nature of their regimes during the periods of their rule. Kemal’s Turkey was founded wholly and completely on his vision. As the founder of this modernised version of Turkey, he was the one who established what Turkish identity and nationalism are (according to his vision) and went to lay down the pillars of this new society to people through charismatic speeches of how he envisions this transformation. He ensured that government institutions and policies implemented his exact vision and it is through this vision and on its terms that Turkey and Turkish people were identified. As Kemal began theorising his ideals of proper Turkish governing and government, the outcome was an ideology or a doctrine of sort, that was connected specifically to his person. “Although Kemalism began as a set of principles for good governance, they solidified as an ideology when combined with the cult of leadership surrounding Mustafa Kemal.” (Merryman, 2013, p. 35) A discourse analysis of his six-day speech shows how Kemal utilises language to situate himself as the founding father of modern-day Turkey. The discourse analysis also indicates that this same speech ties this ideology or political practice to his person. The speech that was meant to trace the establishment of modern-day Turkey, begins with “I landed at Samsun on the 19th May 1919,” as opposed to retracing the historical events of its inception. This statement and its position as the opener, communicates that the establishment of Turkey not only was a result of his revolution but was incumbent upon and began when Kemal landed in Samsun. He follows this statement by painting a picture of a broken system, degradation and an absence of sovereignty. This structure communicates a message of the ‘saviour’ arriving to find destruction and corruption and sets a tone for the ‘pre-Kemalist’ era. Following this description, he describes his vision for the Turkish nation and the characteristics of a Turk; “dignified and proud,” and follows it with a narration of how he achieved this vision. This structure not only communicates the idea that his ideology and his person are the protagonists of this positive shift, but presents the ‘dignity’ and ‘pride’ that he referred to, as commodities he and only he bestowed unto Turks. As he elaborates on why he had to rebel against the the Ottoman Empire, he says he was “compelled,” proclaiming himself the bastion of righteousness who could not tolerate the previous state of affairs. He follows this with two statements that position his political process as an ideology and proclaim him the founder of the new Turkey. The first statement is “This was how I acted. This practical and and safe way to to success.” It is important to note his use of ‘I’ in association with ‘practical’, ‘safe’ and ‘success’. The second statement is “it was incumbent upon me to develop our entire social organisation, step by step, until it corresponded to the great capability of progress which I perceived in the soul and future of the nation and which I kept to myself in my own consciousness as a national secret.” The use of ‘I’ in this statement attributes both vision and success to Kemal, while the ‘me’ in the beginning positions him as the saviour messiah of Turks. He also associates in very possessive terms ‘my own consciousness’ and ‘national secret’. This serves to link his person to the nation and its success with his person and ideology. What is more, is that his adopted surname ‘Ataturk’ translates to ‘father of the Turks’, further indicating the inter-connectedness between his person and the new Turkish republic. 

The political strategies and period of Nasser’s rule were not titled Nasserism “merely because Nasser was the effective ruler but also because the institutional structures employed and policies followed throughout the period reflected the thinking and opinions of Nasser,” (Desouki as quoted by Binder, 2004, p. 50) effectively linking them to his person. He positioned himself as the people’s direct link to politics and Egypt’s highest authority. His rejection of any institutional mediation that positions the state as the highest governing authority is evident with the way he insisted on directly addressing his Egyptian subjects rather than through government institutions. His charisma and use of colloquial street Arabic took him the rest of the way. Nasser displays similar rhetoric to Kemal in a speech he made to the Egyptian Assembly. He says “we have restored Arab honour and renewed Arab dreams.” Clive Holes identifies two ‘we’’s in Nasser’s speeches. The first refers to himself and the people, while the second is only a “reference to Naser.” (Holes, 2003, p. 24) The statement suggests that this ‘we’ is Holes’s second ‘we’. Context of the statement reveals how Nasser positioned himself as the spokesperson of Arabs and the self-proclaimed guarantor of Palestinian liberation and Arab ‘dignity and dreams’ through the same commodification displayed in Kemal’s statement. The declaration inadvertently equates both Nasser and Nasserism with Arab nationalism. 

The authoritarian nature of Kemal and Nasser’s leadership is evident in the manufactured link between their political strategy and leadership with their persons. Despite their polished speeches, charismatic characters and introduction of modernity, both revolutionaries adopted a zero tolerance strategy when faced with any opposition. Kemal institutionalised his dictatorship when he created the Independence Tribunals which carried out “instrumental or legal coercion” (Merryman, 2013, p. 52) whenever he faced disagreement. Kemal accused opposers of treason and sent them to the Tribunals, where they would be charged and immediately given the death sentence without any investigation. On other occasions, Kemal ordered the execution of former army companions who demonstrated disagreement or criticism of his policies. Moreover, he exploited an assassination attempt made on his life in 1926 to perform a mass execution of opposition. 

Nasser demonstrated his authoritarianism similarly. “Whenever Nasser heard the world ‘no’, it would send him into rage.” (Binder, 2004, p. 58) Any sympathisers of the Muslim Brotherhood, Nasser’s main opposition, were accused of treason, much like Kemal. During a meeting with his advisors on tactical measures of dissolving the Muslim Brotherhood, several of them expressed that the procedure would take time and advised against taking immediate and extreme measures. Nasser’s response was, “I just want within two or three years to arrive at a point where I can press a button and the country will move as I want it to and when I press another button it will stop” (written account by one of his advisors, Naguib, as quoted by Binder, 2004, p. 58). Following the meeting, Nasser, like Kemal, accused them of treason, and planted weapons at a private farm belonging to one of those advisors. Nasser institutionalised his authoritarianism through the ‘mukhabarat’ or the secret service who were in charge of handling the opposition. Furthermore, borrowing from Kemal, Nasser exploited an assassination attempt made on his life to launch a systematic attack on the Muslim Brotherhood and remove any of their sympathisers among his entourage. Throughout his time as president, Nasser had a temporary constitution containing of “marxist and socialist rhetoric,” (Al-Sayyed, 2012), as opposed to a fixed and permanent doctrine of law. The absence of a permanent written code of law throughout his period placed him as the the highest authority and law maker, ultimately broadening the scope of his dictatorial leadership. 

Both of their political ideologies were significantly reliant on their reactionary identity which served to position them as the complete opposite of their respective predecessor regimes. The manifestation of Kemal’s reactionary identity was apparent in his policies. In an effort to distance Turkey from its Ottoman Past, Kemal’s policies not only ensured a complete separation of politics and Islam, but oversaw a secularisation of private life. Some of Kemal’s measures included making religious marriage illegal and replacing it with civil marriage, shutting down religious shrines, forbidding surnames with Islamic or Ottoman references, outlawing the Tarboush and mandating that men wear European hats at all times while also discouraging women from wearing Islamic headscarves. The policies on the personal sphere were coupled with anti-Islamic state policies like denouncing Islam as the state religion, adopting the Julian calendar and making Sunday the official day of rest. These policies culminated in the formation of a “state sanctioned form of Islam” (Merryman, 2013, p. 40). He attacked his Ottoman predecessors calling them “foreign usurpers” (Danforth, 2015) and in his six-day speech called them the “laughing stock in the eyes of civilised nations,” in an effort to legitimise his policies. Occasionally though, he “used religion by referencing the Quran in his speeches… in an attempt to unify the people,” (Baltacioglu, 2011) and remaining in their good graces. 

Perhaps the most notable reactionary policy implemented by Kemal is Turkey’s official adoption of the Latin alphabet in place of the Ottoman alphabet. This policy, strangely, conjures images of George Orwell’s Nineteen Eighty-Four, in which the English language was replaced with Newspeak; a minimal language with an ever-decreasing dictionary. Orwell’s Newspeak was introduced as a government tactic to reduce citizens’ capacities to think and effectively stripping them of any form of political agency. While Kemal’s policy only entailed the adoption of the Latin alphabet, it reinforces the notion that language can be manipulated and used as a political tool. Furthermore, in an Jem Berkes’s exploration of the effects of language on public memory, he quotes Lewis and Moss who say that in Nineteen Eighty-Four, “the Inner Party [deprives] people of their own words and in so doing, deprives them of memory” (Lewis and Moss 51, as cited by Berkes, 2000). By submitting to this claim, Kemal’s policy not only guarantees a complete separation of the Ottoman past, but attempts to induce a forgetfulness of the caliphate and Ottoman history by shortening public memory and linking it only with Kemal’s Turkey. 

Even more extreme, is Kemal’s reactionary policy of outlawing terms like “Kurd, Laz and Circassian” (Mango,  1999, p. 20). This reactionary policy symbolises an active rejection and ignore-ance of any group that threatens Kemal’s extreme ethnic nationalism on which he built modern-day Turkey. He justifies his ethnic blindness in a civics manual dedicated to his adopted daughter saying that those who identify as Kurds, Laz or otherwise have been “incited to think of themselves” as such, insinuating they have been misguided and fed this identity. He proceeds to call these identity claims “erroneous appellations” and “the product of past periods of tyranny” of which its supporters and revolutionaries are “brainless reactionaries.” (Kemal’s quotes in this paragraph as cited by Mango, 1999, p. 20) These claims are not only dangerous for their historical distortion and falsification, but they also aim to strip these groups of any agency and claim towards self determination. Moreover, they wipe out entire identities (ethnicities), by delegitimising them. The statement also serves to associate any affiliation with these identities as treason and legitimises Kemal as the father and guarantor of Turkish interests and well-being. This legitimisation comes at the expense of discrediting, dissolving and absorbing these indigenous people into his newfound conception of Turkish identity, while effectively attempting to wipe them out of public memory. 

Nasser’s reactionary identity festered similarly through rhetoric and policies. His reactionary identity comprises of a complete rejection of foreign intervention and imperialism while also declaring Israel as the number one enemy of the state. This translated into the nationalisation or ‘Egyptoization’ of firms in Egypt and the Suez Canal in 1956. While often using the Suez Canal as a legitimisation of his rule, it also furthered his presentation as the opposer of imperialism and leader of Arab nationalism. His dissemination of Arab nationalist rhetoric positions him in opposition of the “corrupt king” (Beshay, 2014) and is further emboldened by his othering of the other when he uses terms like ‘us’ and ‘them’ whenever he makes a reference to his regime and foreign enemies and their supporters. On the occasions that he looked to the Soviets for support, his rhetoric distinguished them as friends to the cause who “champion freedom and peace.” This discursive choice, besides acting as a legitimator, affiliates any friend of Nasser’s regime with ‘good’ and ‘peace’ and demonises the preceding monarchy and their ‘bad’ foreign allies. Finally, the 1967 war on Israel memorialises his attempted legacy of Arab nationalism, but remembers him as militarily unequipped, which demonstrates the extreme lengths that he will go to situate himself against the preceding monarchy. 

Finally, Nasser displayed his reactionary identity towards the synthesis of politics and Islam, a ‘backward’ characteristic of Egypt’s past and a major pillar of the Muslim Brotherhood, in a Kemal-like manner. Nasser’s state claimed official control over religious institutions and banned religious scholars from government negotiations and the possession of political power. While the Muslim Brotherhood were under direct attack and accused by Nasser of religious exploitation, his control of Al-Azhar was more indirect and characterised with a ‘two cups of honey and one cup of vinegar’ tactic. His mechanisms yielded a ‘state-sanctioned Islam’ that was less severe than Kemal’s but nevertheless similar. Additionally, Nasser frequently made leaders of the Muslim Brotherhood the subjects of his jokes in speeches, in an effort to undermine them through ridicule. Last but not least, Nasser, like Kemal, referenced the Quran, however in more frequency, and displayed personal Islamic attributes. It was done more frequently than Kemal because not only do Egypt’s core foundations rest upon Islam but in some way those of Arab nationalism too, for its historical relevance. Kemal on the other hand called it “an Arab religion,” to loosen its hold over his citizens and slowly dissociate it from ‘Turkish-ness’.

In conclusion, Mustafa Kemal Ataturk and Gamal Abdel Nasser share unique similarities in terms of technique, political framework and authoritarianism. Both are revolutionaries of the past and demonstrated a reactionary identity and policy to situate their politics and distinguish it from the preceding regimes. Ironically, an examination of Turkey and Egypt in the 21st century, particularly after the Arab Spring reveals that recent presidents of both countries demonstrate reactionary identities to the regimes of those two leaders. Additionally, it reveals that the authoritarian nature that both Kemal and Nasser inherited from their predecessors (despite the difference in politics) has been inherited by reactionary leaders of Turkey and Egypt post-Arab Spring. This pattern begs the questions ‘could it be that despite the adoption of democratic policies and incorporation of liberal values, the historically Muslim region is stuck in a cycle of authoritarianism and dictatorship? and does its obsession with the past (whether positive or negative) doom it into repeating history?’

 

Sources:

Beshay, Amir. “The Problematic Continuity of Nasserism.” TIMEP, 2014.

Holes, Clive. “The Uses of Variation: A Study of The Political Speeches of Gamal Abd Al-Nasir.” University of Cambridge, 2003.

Green, David B. Speech by Gamal Abdel Nasser to the Egyptian Assembly. Haaretz, 11 Jan. 2018.

Podeh, Elie, and Onn Winckler. Rethinking Nasserism: Revolution and Historical Memory in Modern Egypt. Gainesville: University Press of Florida, 2004. (chapter by Binder)

Merryman, Juliann, “Kemalism: A Revolutionary Ideology and its Islamist Opposition.” Syracuse University Honors Program Capstone Projects, 2013.  

Berkes, Jem. “Language as the “Ultimate Weapon” in Nineteen Eighty-Four.” 2000. 

Mango, Andrew. “Atatürk and the Kurds.” Middle Eastern Studies, 1999.

Danforth, Nick. “Why Erdogan is like Ataturk.” Politico, 2015. 

Baltacioglu, Ayse. “Review: Ataturk: An Intellectual Biography.” OSU, 2011. 

Basimevi, Basbakanlik. “A Speech delivered by Mustafa Kemal Ataturk.” Ankara.

AlSayyad , Nezar. “The Rise of a Pharaoh: The Arab Spring’s First Dictator.” The Berkeley Blog, UC Berkley , 26 Nov. 2012.

 

Sexual Aggression in Lebanon: The Depth of the Issue and the Forces Fighting It.

In crumbled dirty wedding dresses, the women rose above Ein El Mrayse’s corniche side by side. This is what people would see while driving by the area. What the pedestrians would see close-up is the reality; empty dresses hung giving the illusion of being worn by women. This was part of Abaad’s recent campaign regarding gender based sexual violence and particularly against article 522 from the Lebanese penal code. This article exempts the rapist from any punishment if he marries his victim.
Rape victims are affected throughout their whole lives, not only physically but also psychologically and there have been Lebanese organizations fighting for the rights of affected women legally and helping them cope mentally and physically after these incidents. These organizations face cultural struggles and difficulty from the environment around them, however, they play a major role in reframing the environment, preventing sexual aggression from occurring, and restoring the health of those affected.

Activism played a major role in combatting gender based sexual aggression. Recently, Abaad, an organization that specializes in public campaigning and advocacy against social issues in Lebanon, organized a campaign against sexual violence. The campaign, “White Doesn’t Cover Rape”, is specifically aimed at pressuring the parliament into repealing article 522 in the Lebanese penal code. The article exempts the rapist from legal punishment if he marries his victim. According to Alia Awada, the advocacy and campaign manager at Abaad’s, the activities included public campaigning and advocacy on the policy level. Public campaigning included digital materials like videos on their social media pages, infographics, and testimonies of women who have been directly affected. Other activities included, protests every Wednesday during the parliamentary committee’s sessions dressed in torn wedding dresses, a soccer game between known female Lebanese reporters as a stance against article 522, and joining the marathon, where 120 women marched wearing robot masks to make a statement that “women who are married off to their rapists are deprived of their humanity,” says Awada.

Civil society is actively working to change injustices from issues of human rights and women’s rights and is succeeding in influencing the discourse. There are several other organizations working on this particular issue, like Kafa, another social organization fighting violence against women. The people behind these campaigns are motivated to actively work on changing the legal framework that allows for sexual aggression to happen, because according to Maya Ammar, the head of media and communications department at Kafa, “there’s a crisis for the MPs, they don’t know how to define a minor.” The recent activism with regards to article 522 proved successful as the parliamentary committee approved the draft law that repeals the article. Diana Moukalled, activist and women’s rights advocate, said, “this is only the first step…there is still a long way to go, they cannot get distracted celebrating minor wins.” 

Women subjected to acts of sexual violence suffer beyond physical wounds. According to Mirna Khoury, a psychotherapist, some of the victims become claustrophobic, while others become agoraphobic. Recounting the incident of her rape, “I want to pull my skin off myself, I want to tear myself apart… Now in my head, love is related to pain…he apologized yet he kept blaming me for a lot of stuff,” said M.A, a victim. Khoury added that some women face Post-Traumatic Stress Disorder (PTSD) due to the incident they faced. Other side effects include clinical depression and abuse of alcohol and drugs as a coping method. One of the major physical effects would be the loss of the girl’s virginity and that’s an issue that is critical for some of the citizens. Sexual violence also affects the victims’ brains by disturbing some layers and thinning them to a point that harms brain function and memory. 

The lack of concentration on the state of victims of sexual aggression resulted in the establishment of Beit El Hanane, a home that protects abused women and provides with necessities to overcome the crisis. They help the women reintegrate in the society by providing them with emotional support, working opportunities, education, and better living circumstances. “All those women who came were half-dead, either covered with blood…One I wondered if she was a human being, she couldn’t stand straight,” said Mrs. Jaqueline Hajjar, the founder of Beit El Hanane. Beit El Hanane is currently working side by side with Abaad by sending abusive men for sexual education programs.
The crisis of sexual aggression extends to the lack of a comprehensive sexual education system that covers issues beyond the physiology of sex and acts as a preventative educational measure for such incidents to occur. A comprehensive sexual education program according to Anthony Keedi, project manager at Abaad, includes the topic of sexual consent. “Consent means yes. Consent is not not saying no,” says Keedi. He added that many women who come to the organization seeking help are familiar with their rapists, either they are friends, dates, or colleagues. However, due to the lack of understanding of sexual consents, active sexual violence takes place. “If we don’t work with men in sexual education, on what is acceptable behavior, the fact that anything sexual that isn’t consensual is abuse, is violence, then we’re never going to get that message out…when we don’t talk about sex, where do men learn about it?” 

Regardless of the minimal funding that Abaad receives, it has been creating short videos for young adults explaining main concepts of sexual consent and approval as well as the physiology of sex. Other activities by similar organizations have been put forth to enhance sexual education. The Lebanese Medical Association for Sexual Health (LebMASH) has reached out to universities like the Lebanese American University (LAU) and Saint Joseph University (USJ) and held workshops about sexual education and health. On why spreading sexual education has been difficult in Lebanon, Hadi Naal of LebMASH said, “sexual education is a taboo.”

With regards to article 522 and Abaad’s campaign, parliament was due to meet in April to approve the cancelation, however, the session was postponed because of the negotiations about salaries and labor in Lebanon. A new date has not been set yet and Abaad are currently waiting for the next legislative session on May 15, 2017 for the negotiations to continue in the parliament.

 “The 17 MPs that we have been in contact with have actually been very cooperative and supportive of our campaign. Now we are waiting for the decision,” said Awada. 
This aricle was done by me and my dear friend Alexandra Issa to honour Arab women and shed light on the horrors that they face due to the injustices in our laws…