Being Steve Jobs' Boss

Confessions of the last man to manage the singular inventor.

Steve Jobs was 28 years old in 1983 and already recognized as one of the most innovative thinkers in Silicon Valley. The Apple (NasdaqGS: AAPL - News) board, though, was not ready to anoint him chief executive officer and picked PepsiCo (NYSE:PEP, News) President John Sculley, famous for creating the Pepsi Challenge, to lead the company. Sculley helped increase Apple's sales from $800 million to $8 billion annually during his decade as CEO, but he also presided over Jobs' departure, which sent Apple into what Sculley calls its "near-death experience." In his first extensive interview on the subject, Sculley tells Cultofmac.com editor Leander Kahney how his partnership with Jobs came to be, how design ruled — and still rules — everything at Apple, and why he never should have been CEO in the first place.

You talk about the "Steve Jobs methodology." What is Steve's methodology?

Steve, from the moment I met him, always loved beautiful products, especially hardware. He came to my house, and he was fascinated, because I had special hinges and locks designed for doors. I had studied as an industrial designer, and the thing that connected Steve and me was industrial design. It wasn't computing.

Steve had this perspective that always started with the user's experience;and that industrial design was an incredibly important part of that user impression. He recruited me to Apple because he believed the computer was eventually going to become a consumer product. That was an outrageous idea back in the early 1980s. He felt the computer was going to change the world, and it was going to become what he called "the bicycle for the mind."

What makes Steve's methodology different from everyone else's is that he always believed the most important decisions you make are not the things you do, but the things you decide not to do. He's a minimalist. I remember going into Steve's house, and he had almost no furniture in it. He just had a picture of Einstein, whom he admired greatly, and he had a Tiffany lamp and a chair and a bed. He just didn't believe in having lots of things around, but he was incredibly careful in what he selected.

Everything at Apple can be best understood through the lens of designing. Whether it's designing the look and feel of the user experience, or the industrial design, or the system design, and even things like how the boards were laid out. The boards had to be beautiful in Steve's eyes when you looked at them, even though when he created the Macintosh he made it impossible for a consumer to get in the box, because he didn't want people tampering with anything.

That went all the way through to the systems when he built the Macintosh factory. It was supposed to be the first automated factory, but it really was a final assembly and test factory with pick-to-pack robotic automation. It is not as novel today as it was 25 years ago, but I can remember when the CEO of General Motors, along with Ross Perot, came out just to look at the Macintosh factory. All we were doing was final assembly and test, but it was done so beautifully. It was as well thought through in design as a factory as the products were.

Now if you leap forward and look at the products that Steve builds today, today the technology is far more capable of doing things; it can be miniaturized; it is commoditized; it is inexpensive. And Apple no longer builds any products. When I was there, people used to call Apple "a vertically integrated advertising agency," which was not a compliment.

Actually today, that's what everybody is. That's what [Hewlett-Packard (NYSE: HPQ -News) is, that's what Apple is, and that's what most companies are, because they outsource to EMS — electronics manufacturing services.

Isn't Nike a good analogy?

Yeah, probably, Nike (NYSE: NKE - News) is closer. The one Steve admired was Sony (NYSE: SNE, News). We used to go visit Akio Morita, and he had really the same kind of high-end standards that Steve did and respect for beautiful products. I remember Akio Morita gave Steve and me each one of the first Sony Walkmans. None of us had ever seen anything like that before, because there had never been a product like that. This is 25 years ago, and Steve was fascinated by it. The first thing he did with his was take it apart, and he looked at every single part. How the fit and finish was done, how it was built.

He was fascinated by the Sony factories. We went through them. They would have different people in different colored uniforms. Some would have red uniforms, some green, some blue, depending on what their functions were. It was all carefully thought out, and the factories were spotless. Those things made a huge impression on him.

The Mac factory was exactly like that. They didn't have colored uniforms, but it was every bit as elegant as the early Sony factories we saw. Steve's point of reference was Sony at the time. He really wanted to be Sony. He didn't want to be IBM (NYSE: IBM - News). He didn't want to be Microsoft (NasdaqGS: MSFT - News). He wanted to be Sony.

The Japanese always started with the market share of components first. So one would dominate, let's say, sensors, and someone else would dominate memory, and someone else hard drives and things of that sort. They would then build up their market strengths with components, and then they would work toward the final product. That was fine with analog electronics, where you are trying to focus on cost reduction — and whoever controlled the key component costs was at an advantage. It didn't work at all for digital electronics, because you're starting at the wrong end of the value chain. You are not starting with the components. You are starting with the user experience.

And you can see today the tremendous problem Sony has had for at least the last 15 years as the digital consumer-electronics industry has emerged. They have been totally stovepiped in their organization. Sony should have had the iPod, but they didn't — it was Apple. The iPod is a perfect example of Steve's methodology of starting with the user and looking at the entire end-to-end system.

I want to ask about Jobs' heroes. You say Edwin Land was one of his heroes?

Yeah, I remember when Steve and I went to meet Dr. Land. Dr. Land had been kicked out of Polaroid. He had his own lab on the Charles River in Cambridge. It was a fascinating afternoon, because we were sitting in this big conference room with an empty table. Dr. Land and Steve were both looking at the center of the table the whole time they were talking. Dr. Land was saying: "I could see what the Polaroid camera should be. It was just as real to me as if it was sitting in front of me before I had ever built one."

And Steve said, "Yeah, that's exactly the way I saw the Macintosh." He said, "If I asked someone who had only used a personal calculator what a Macintosh should be like, they couldn't have told me. There was no way to do consumer research on it, so I had to go and create it, and then show it to people, and say now what do you think?"

Both of them had this ability not to invent products but to discover products. Both of them said these products have always existed — it's just that no one has ever seen them before. We were the ones who discovered them. The Polaroid camera always existed, and the Macintosh always existed — it's a matter of discovery. Steve had huge admiration for Dr. Land. He was fascinated by that trip.

Ross Perot came and visited Apple several times and visited the Macintosh factory. Ross was a systems thinker. He created EDS [Electronic Data Systems] and was an entrepreneur. He believed in big ideas, change-the-world ideas. He was another one.

Akio Morita was clearly one of his great heroes. He was an entrepreneur who built Sony and did it with great products — Steve is a products person.

You say in your book that first and foremost you wanted to make Apple a "product marketing company."

Steve and I spent months getting to know each other before I joined Apple. He had no exposure to marketing other than what he picked up on his own. This is sort of typical of Steve. When he knows something is going to be important, he tries to absorb as much as he possibly can.

One of the things that fascinated him: I described to him that there's not much difference between a Pepsi and a Coke, but we were outsold 9 to 1. Our job was to convince people that Pepsi was a big enough decision that they ought to pay attention to it, and eventually switch. We decided we had to treat Pepsi like a necktie. In that era people cared what necktie they wore. The necktie said: "Here's how I want you to see me." So we have to make Pepsi like a nice necktie. When you are holding a Pepsi in your hand, it says, "Here's how I want you to see me."

We did some research and discovered that when people were going to serve soft drinks to a friend in their home, if they had Coca-Cola (NYSE: KO - News) in the fridge, they would go out to the kitchen, open the fridge, take out the Coke bottle, bring it out, put it on the table, and pour a glass in front of their guests. If it was a Pepsi, they would go out into the kitchen, take it out of the fridge, open it, and pour it in a glass in the kitchen, and only bring the glass out. The point was people were embarrassed to have someone know that they were serving Pepsi. Maybe they would think it was Coke, because Coke had a better perception. It was a better necktie. Steve was fascinated by that.

We talked a lot about how perception leads reality and how if you are going to create a reality, you have to be able to create the perception. We did it with something called the Pepsi Generation. I had learned through a lecture Dr. Margaret Mead had given that the most important fact for marketers was going to be the emergence of an affluent middle class — what we call the baby boomers, who are now turning 60. They were the first people to have discretionary income. They could go out and spend money for things other than what they had to have. When we created [the] Pepsi Generation it was created with them in mind. It was always focusing on the user of the drink, never the drink.

Coke always focused on the drink. We focused on the person using it. We showed people riding dirt bikes, waterskiing, or kite flying, hang gliding — doing different things. And at the end of it there would always be a Pepsi as a reward. This all happened when color television was first coming in. We were the first company to do lifestyle marketing. The first and the longest-running lifestyle campaign was — and still is —Pepsi.

We did it just as color television was coming in and when large-screen TVs were coming in, like 19-inch screens. We didn't go to people who made TV commercials, because they were making commercials for little tiny black-and-white screens. We went out to Hollywood and got the best movie directors and said we want you to make 60-second movies for us. They were lifestyle movies. The whole thing was to create the perception that Pepsi was No. 1 because you couldn't be No. 1 unless you thought like No. 1. You had to appear like No. 1.

Steve loved those ideas. A lot of the stuff we were doing and our marketing was focused on when we bring the Mac to market. It has to be done at such a high level of perception of expectation that he will sort of tease people to want to find out what the product is capable of. The product couldn't do very much in the beginning. Almost all the technology was used for the user experience. In fact, we did get a backlash where people said it's a toy. It doesn't do anything. But eventually it did as the technology got more powerful.

Apple is famous for the same kind of lifestyle advertising now. It shows people living an enviable lifestyle, courtesy of Apple's products. Hip young people grooving to iPods.

I don't take any credit for it. Steve's brilliance is his ability to see something and then understand it and then figure out how to put it into the context of his design methodology — everything is design.

An anecdotal story: A friend of mine was at meetings at Apple and Microsoft on the same day. And this was in the last year, so this was recently. He went into the Apple meeting (he's a vendor for Apple), and as soon as the designers walked in the room, everyone stopped talking, because the designers are the most respected people in the organization. Everyone knows the designers speak for Steve because they have direct reporting to him. It is only at Apple where design reports directly to the CEO.

Later in the day he was at Microsoft. When he went into the Microsoft meeting, everybody was talking and then the meeting starts and no designers ever walk into the room. All the technical people are sitting there trying to add their ideas of what ought to be in the design. That's a recipe for disaster.

Everyone around him knows he beats to a different drummer. He sets standards that are entirely different than any other CEO would set.

He's a minimalist and constantly reducing things to their simplest level. It's not simplistic. It's simplified. Steve is a systems designer. He simplifies complexity.

If you are someone who doesn't care about it, you end up with simplistic results. It's amazing to me how many companies make that mistake. Take the Microsoft Zune. I remember going to [the Consumer Electronics Show] when Microsoft launched Zune, and it was literally so boring that people didn't even go over to look at it. The Zunes were just dead. It was like someone had just put aging vegetables into a supermarket. Nobody wanted to go near it. I'm sure they were very bright people, but it's just built from a different philosophy. The legendary statement about Microsoft, which is mostly true, is that they get it right the third time. Microsoft's philosophy is to get it out there and fix it later. Steve would never do that. He doesn't get anything out there until it is perfected.

That drives some people a little bit crazy. Did it drive you crazy?

It's O.K. to be driven a little crazy by someone who is so consistently right. Looking back, it was a big mistake that I was ever hired as CEO. I was not the first choice that Steve wanted to be the CEO. He was the first choice, but the board wasn't prepared to make him CEO when he was 25, 26 years old. They exhausted all the obvious high-tech candidates to be CEO. Ultimately, David Rockefeller, who was a shareholder in Apple, said let's try a different industry and let's go to the top headhunter in the United States who isn't in high tech: Gerry Roche.

They went and recruited me. I came in not knowing anything about computers. The idea was that Steve and I were going to work as partners. He would be the technical person and I would be the marketing person.

The reason why I said it was a mistake to have hired me as CEO was Steve always wanted to be CEO. It would have been much more honest if the board had said, "Let's figure out a way for him to be CEO. You could focus on the stuff that you bring, and he focuses on the stuff he brings."

Remember, he was the chairman of the board, the largest shareholder, and he ran the Macintosh division, so he was above me and below me. It was a little bit of a facade, and my guess is we never would have had the breakup if the board had done a better job of thinking through not just how do we get a CEO to come and join the company that Steve will approve of, but how do we make sure we create a situation where this thing is going to be successful over time?

I made two really dumb mistakes that I really regret, because I think they would have made a difference to Apple. One was when we were at the end of the life of the Motorola processor, we took two of our best technologists and put them on a team to go look and recommend what we ought to do.

They came back and said it doesn't make any difference which RISC architecture you pick, just pick the one you think you can get the best business deal with. But don't use CISC. CISC is complex instruction set. RISC is reduced instruction set.

So Intel (NasdaqGS: INTC - News) lobbied heavily to get us to stay with them, [but] we went with IBM and Motorola (NYSE: MOT - News) with the PowerPC. And that was a terrible decision in hindsight. If we could have worked with Intel, we would have gotten onto a more commoditized component platform for Apple, which would have made a huge difference for Apple during the 1990s. So we totally missed the boat. Intel would spend $11 billion and evolve the Intel processor to do graphics, and it was a terrible technical decision. I wasn't technically qualified, unfortunately, so I went along with the recommendation.

The other, even bigger failure on my part was if I had thought about it better, I should have gone back to Steve.

I wanted to leave Apple. At the end of 10 years, I didn't want to stay any longer. I wanted to go back to the East Coast. I told the board I wanted to leave, and IBM was trying to recruit me at the time. They asked me to stay. I stayed, and then they later fired me. I really didn't want to be there any longer.

The board decided we ought to sell Apple. So I was given the assignment to go off and try to sell Apple in 1993. So I went off and tried to sell it to AT&T (NYSE: T - News) to IBM, and other people. We couldn't get anyone who wanted to buy it. They thought it was just too high risk, because Microsoft and Intel were doing well then. But if I had any sense, I would have said, "Why don't we go back to the guy who created the whole thing and understands it? Why don't we go back and hire Steve to come back and run the company?"

It's so obvious, looking back now, that that would have been the right thing to do. We didn't do it, so I blame myself for that one. It would have saved Apple this near-death experience they had.

I'm actually convinced that if Steve hadn't come back when he did — if they had waited another six months — Apple would have been history. It would have been gone, absolutely gone.

People say he killed the Newton — your pet project — out of revenge. Do you think he did it for revenge?

Probably. He won't talk to me, so I don't know.

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Rasulullah s.a.w selalu berlapar

Aisyah radhiyallahuanha berkata,"Tidak pernah keluarga Rasulullah s.a.w kenyang makan roti gandum tiga hari berturut sejak beliau datang di Madinah sehingga beliau meninggal dunia." Suatu riwayat yang diberitakan oleh Abu Nu'aim, Khatib,Ibn Asakir dan Ibn al-Najjar daripada Abu HUrairah radhiyallahuanhu dia berkata: "Aku pernah datang kepada Rasulullah s.a.w ketika dia sedang bersolat duduk,maka aku pun bertanya kepadanya: "Ya Rasulullah!Mengapa aku melihat engkau solat duduk, apakah engkau sakit? Jawab Baginda s.a.w:"Aku lapar,wahai Abu Hurairah!" Mendengar jwapan Baginda s.a.w itu,aku terus menangis sedih melihatkan keadaan Baginda s.a.w itu.Baginda s.a.w berasa kasihan melihat aku menangis,lalu berkata: "Wahai Abu Hurairah!Jangan menangis,kerana beratnya hisab di hari kiamat tidak akan menimpa orang yang hidupnya lapar di dunia jika dia menjaga dirinya semasa hidup di dunia." dicedok drpd majalah solusi edisi PP15048/05/2010 (024506) ISU No.14

Abdul Rahman bin Auf

KEBANYAKAN konglomerat Madinah sepanjang sejarah permulaan Islam berasal dari kota Makkah atau yang disebut sebagai Muhajirin, orang yang berhijrah sebagai saudara kepada penduduk asal Madinah yang disebut Ansar. Antara mereka ialah Khalifah Othman bin 'Affan, al-Zubeir bin 'Awwam, al-Abbas bin Abdul Mutallib dan Abdul Rahman bin 'Auf..

Apabila kita mengira jumlah harta kekayaan mereka, kita akan berasa takjub dan terkesima sehingga akan banyak pertanyaan dalam minda kita. Kita akan lebih takjub dan tercengang apabila kita perhatikan sepak terajang mereka dalam menafkahkan harta mereka di jalan Allah demi untuk mendapatkan keredaan Allah SWT.

Kekayaan yang melimpah ruah yang dimiliki kaum Muhajir itu adalah bukti kebenaran ayat al-Quran yang bermaksud: "Dan sesiapa yang berhijrah pada jalan Allah (untuk membela dan menegakkan Islam), nescaya dia akan dapati di muka bumi ini tempat berhijrah yang banyak dan rezeki yang makmur." (Surah al-Nisa: 100)

Mereka dalam kesempitan hidup ketika berada di Makkah demi perjuangan membela Islam dan mereka kemudian menemukan tempat hijrah yang sesuai sehingga boleh mengumpulkan rezeki yang banyak lalu sempat mensyukurinya. Abdul Rahman bin 'Auf adalah satu contoh Muhajir yang berjaya.

Abdul Rahman bin Auf membangunkan jaringan sosial dan ekonomi yang kukuh di Madinah sehingga dengan kekayaannya yang luar biasa boleh menstabilkan perekonomian Madinah demi kepentingan penduduknya.

Ketika beliau meninggal dunia, antara harta warisnya ialah 1,000 unta (RM3 juta), 100 kuda (RM1 juta), 3,000 kambing (RM900,000), beliau mempunyai empat isteri dan masing-masing mendapatkan pembahagian khusus 80,000 dinar (RM 40.8 juta). Beliau memerdekakan sejumlah besar budak-budak yang dimilikinya. Kemudian diwasiatkannya supaya memberikan 400 dinar (RM204,000) kepada masing-masing bekas pejuang Perang Badar. Mereka berjumlah 100 orang, dan semua mengambil bahagiannya masing-masing (RM20.4 juta). Subhanallah.

Di samping itu masih ada peninggalannya berupa emas dan perak, yang jika beliau membahagikannya kepada ahli warisnya dengan mengapak, maka potongannya cukup menjadikan seorang ahli warisnya menjadi kaya raya.

Beliau juga berwasiat supaya memberikan hartanya yang paling mulia untuk Ummahat al-Mukminin, Aisyah ra sering mendoakannya: "Semoga Allah memberikannya minum dengan minuman dari telaga salsabil."

Beliau pernah menyedekahkan hartanya untuk kepentingan jihad sebanyak 40,000 dinar (RM20.4 juta), menyerahkan 500 kuda (RM5 juta) dan 1,500 unta (RM4.5 juta) kepada pejuang.

Daripada buku yang mengisahkan kepahlawanan sahabat Rasulullah yang ditulis oleh Abdul Rahman Ra'fat Basya kita memperoleh susuk Abdul Rahman bin 'Auf yang menakjubkan dan perlu diteladani umat Islam.

Beliau termasuk lapan orang yang mula-mula masuk Islam; beliau juga termasuk 10 orang yang diberikan khabar gembira oleh Rasulullah masuk syurga; beliau termasuk enam sahabat yang bermusyawarah dalam pemilihan khalifah sesudah Umar bin Khattab RA; dan beliau adalah seorang mufti yang dipercayai Rasulullah SAW untuk berfatwa di Madinah ketika Baginda masih hidup di tengah-tengah masyarakat Islam.

Namanya pada masa Jahiliah ialah Abd Amr. Setelah masuk Islam Rasulullah menggantikannya dengan Abdul Rahman bin Auf. Beliau memeluk agama Islam sebelum Rasulullah SAW masuk ke rumah al-Arqam, iaitu dua hari sesudah Abu Bakar al-Siddiq memeluk Islam.

Dalam proses hijrah ke Madinah di mana Rasulullah mempersaudarakan kaum Muhajir dan kaum Ansar, Abdul Rahman bin Auf dipersaudarakan dengan Sa'ad bin Rabi' al- Anshari RA.

Pada suatu hari Sa'ad berkata kepada Abdul Rahman: "Wahai saudaraku Abdul Rahman. Aku termasuk orang kaya di antara penduduk Madinah. Hartaku banyak. Saya mempunyai dua bidang kebun yang luas, dan dua isteri. Pilihlah olehmu salah satu di antara kedua-dua kebun itu, kuberikan kepadamu mana yang kamu sukai. Begitu pula salah seorang di antara kedua-dua isteriku akan kuserahkan mana yang kamu sukai, kemudian aku nikahkan engkau dengan dia." Jawab Abdul Rahman bin Auf: "Semoga Allah melimpahkan berkat-Nya kepadamu, kepada keluargamu, dan kepada hartamu. Saya hanya akan minta tolong kepadamu untuk menunjukkan di mana letaknya pasar Madinah ini."

Sa'ad menunjukkan pasar tempat berjual beli kepada Abdul Rahman. Maka, mulailah beliau berniaga di sana, berjual beli, melaba dan merugi. Belum berapa lama dia berdagang, terkumpullah wangnya sekadar cukup untuk mahar menikah. Dia datang kepada Rasulullah memakai wangi-wangian. Baginda menyambut kedatangan Abdul Rahman seraya bersabda yang bermaksud: "Alangkah wanginya kamu, hai Abdul Rahman." Jawab Abdul Rahman: "Saya hendak menikah wahai Rasulullah." Tanya Rasulullah: "Apa mahar yang kamu berikan kepada isterimu?" Jawab Abdul Rahman: "Emas seberat biji kurma." Kata Rasulullah: "Adakan kenduri, walau hanya dengan menyembelih seekor kambing. Semoga Allah memberkati pernikahanmu dan hartamu." Kata Abdul Rahman: "Sejak itu dunia datang menghadap kepadaku (hidupku makmur dan bahagia). Hingga seandainya aku angkat sebuah batu, maka di bawahnya aku dapati emas dan perak."

Begitulah doa Rasulullah SAW untuk Abdul Rahman sehingga perniagaannya selalu meningkat dan berkembang. Kabilah dagangnya terus-menerus hilir mudik ke Madinah mengangkut gandum, tepung, minyak, pakaian, barang-barang pecah-belah, wangi-wangian dan segala keperluan penduduk.

Pada suatu hari iring-iringan kabilah dagang Abdul Rahman terdiri daripada tujuh ratus unta bermuatan penuh tiba di Madinah. Semua membawa makanan, pakaian dan barangan lain keperluan penduduk. Ketika mereka memasuki kota, bumi seolah-olah bergetar. Terdengar suara gemuruh dan hiruk-pikuk. Sehingga Aisyah bertanya, "Suara apa hiruk-pikuk itu?" Dijawab orang: "Kalifah Abdul Rahman dengan iring-iringan tujuh ratus unta bermuatan penuh membawa makanan, pakaian dan lain-lain." Kata Aisyah: "Semoga Allah melimpahkan berkat-Nya bagi Abdul Rahman dengan baktinya di dunia, serta pahala yang besar di akhirat. Saya mendengar Rasulullah SAW bersabda yang bermaksud: "Abdul Rahman bin Auf masuk syurga dengan merangkak (kerana syurga sudah dekat sekali kepadanya)."

Sebelum menghentikan iring-iringan unta, seorang pembawa berita mengatakan kepada Abdul Rahman bin Auf berita gembira yang disampaikan Aisyah, bahawa Abdul Rahman bin Auf masuk syurga. Serentak mendengar berita itu, bagaikan terbang dia menemui Aisyah. Katanya: "Wahai ibu, apakah ibu mendengar sendiri ucapan itu diucapkan Rasulullah?" Jawab Aisyah: "Ya, saya mendengar sendiri." Abdul Rahman melonjak bahagia. Katanya: "Seandainya aku sanggup, aku akan memasukinya sambil berjalan. Sudilah ibu menyaksikan, kabilah ini dengan seluruh kenderaan dan muatannya, kuserahkan untuk jihad fisabilillah."

Cuba kita bayangkan, seandainya ada 700 kontena yang berisi penuh keperluan memasuki Kuala Lumpur sudah tentu akan membuat heboh penduduknya dan yang akan membuat lebih heboh lagi ialah semuanya berserta isinya disedekahkan kepada penduduk Kuala Lumpur. Nah, siapa yang sanggup mencontohi susuk Hijrah kita yang satu ini? Selamat Tahun Baru Hijrah1431.

Muhammad Al Fatih....

Tulisan ini cuba melihat bagaimana seorang pemimpin seperti Muhamad Murad yang kemudiannya diberikan gelaran Muhammad Al Fatih, telah berjaya dilahirkan. Adakah di sana satu metod tertentu untuk mencetak pemimpin seperti beliau dan bagaimanakah cara untuk berbuat demikian.

Peribadi dan kepimpinan Muhammad Al Fatih menunjukkan beliau mempunyai ciri berikut;
a. Asuhan dan disiplin Islam yang kuat
b. Mempunyai matlamat hidup yang ingin dijayakanc. Kehendak yang kuat
d. Sabar dan ketahanan ruhani yang kuat
e. Pengetahuan dan kemahiran yang diperlukan untuk misinya, atau mendapatkan bantuan pakar dalam bidang masing-masing bagi tujuan melengkapkan skil berkenaan
f. Ibadah dan pergantungan yang kuat dengan Pencipta

Sebelum isu ini dikupas lebih lanjut, kita tinjau dulu bentuk pertahanan Kota Konstantinapole itu sendiri yang sangat menakjubkan;
Kota ini berbentuk tiga segi. Dua bahagian kota menghadap laut iaitu Selat Bosporus dan Laut Marmara. Bahagian daratan dilingkungi oleh sebuah benteng yang sangat kukuh;
a. Bahagian luar kota dilingkungi oleh sebuah parit besar. Dalamnya 10 meter dan lebarnya 60 meter
b. Ada dua tembok iaitu tembok luar dan tembok dalam. Tembok luar sahaja setinggi 25 kaki dan setebal 10 meter
c. Tembok dalam pula setinggi 40 kaki tinggi dan 15 meter tebal
d. Terdapat menara kawalan sepanjang tembok dalam dengan ketinggian 60 meter!
e. Terdapat 400 batalion tentera terlatih mengawal tembok ini sepanjang masa

Dengan kedudukan pertahanan seperti itu, hampir mustahil untuk tembok ini dicerobohi.
Di bahagian laut pula, terdapat rintangan rantai besi yang kuat diletakkan di Selat Bosporus yang digunakan untuk menghalang kapal-kapal melepasinya.
Konstantinapole telah menjadi ibu kota Empayar Bizantin untuk berkurun-kurun dan dikenali sebagai kota yang paling makmur dan terkaya di Eropah. Ia terletak di pertemuan antara Asia dan Eropah dan Laut Mediterranean dan Laut Hitam. Justeru, ia sangat strategik baik dari segi perdagangan mahupun geo politik.
Sejak Rasulullah s.a.w mengungkapkan bahawa nanti Kota penting ini akhirnya akan jatuh di tangan seorang pemerintah yang terbaik, memimpin tentera yang terbaik sepanjang zaman, telah banyak percubaan dibuat untuk menawan kota ini, namun tidak berjaya. Sahabat seperti Abu Ayub al Ansari juga telah berusaha dan mereka telah mengepung kota ini selama tujuh tahun, tetapi masih gagal.
Hanya 800 tahun selepas sabda Nabi yang Mulia itu, sabda yang menakjubkan ini menjadi kenyataan. Sultan Muhammad bin Murad yang kemudian lebih masyhur dengan gelaran Sultan Muhammad al Fatih telah memulakan pengepungan ke atas Konstantinapole pada hari Khamis, 5 April 1453 dan berjaya membuka kota ini pada 29 Mei 1453,

Sungguhpun pengepungan ini berlangsung selama hampir dua bulan sahaja, program penaklukan ini telah berjalan lama!

Ia bermula apabila bapa Sultan Muhammad Al Fatih, Sultan Murad memilih guru-guru yang terpilih untuk mendidik anak raja ini, yang waktu itu, se orang anak yang nakal.
Sejak berumur sembilan tahun, Sultan Muhammad telah mengalami pendidikan disiplin yang ketat. Rasa bebas dan nakal sebagai anak raja yang masih kecil mula berakhir apabila bapa baginda memberikan kebebasan kepada guru-guru beliau untuk membentuk dan mendidik Muhammad.

Rotan turut digunakan oleh gurunya untuk mendisiplinkan anak ini. Dalam satu kejadian, Muhammad telah sengaja dirotan dengan teruknya tanpa sebarang kesalahan yang dilakukan oleh beliau.

Tujuan guru beliau berbuat demikian ialah untuk membentuk perasaan belas kasihan dan sikap adil dan saksama dalam jiwa bakal Sultan ini. Supaya nanti baginda dapat mengambil keputusan berpaksikan keadilan dan memahami perasaan orang-orang yang tidak diperlakukan dengan adil!

Sultan Muhammad dibimbing untuk menghafal al-Qur'an. Dilatih untuk sembahyang malam. Dibentuk menjadi wara' dan zuhud. Diasuh mencintai ilmu dan ulama'. Mempunyai budi pekerti yang baik dan perasaan yang halus. Keunggulan pendidikan keruhanian Sultan Muhammad ternyata apabila baginda akan dilantik menggantikan bapanya secara rasmi sebagai pemerintah Kesultanan Uthmaniah, beliau menangis teresak-esak.
Gurunya lah yang telah mengarahkan beliau menerima tanggungjawab itu atas hujah bahawa seorang berkaliber seperti beliau wajib memikul amanah ummah dan itu jihad dan ibadah yang lebih besar.

Pendidikan Sultan Muhammad di istana baginda hampir komprehensif. Sebagai bakal raja dalam persekitaran Eropah dan pusat perdagangan dan diplomatik, baginda dapat berbahasa lebih dari lima bahasa.

Sudah tentu baginda fasih dalam bahasa Arab.

Baginda juga diajar matapelajaran sejarah, geografi dan astronomi. Pakar ketenteraan juga diundang untuk memberikan pendedahan ketenteraan kepada beliau.
Lama sebelum program pembebasan Konstantinapole dimulakan, Muhammad al-Fateh telah berbincang dengan pakar sejarah dan ketenteraan mengenai sebab-sebab kegagalan ekpedisi penawanan Konstantinapole sebelum ini.

Apa rahsia kekuatan pertahanan kota itu dianalisis. Bagaimanakah caranya untuk mengatasi halangan-halangan itu juga dibincangkan.

Dari perbincangan itu, antara lain mereka mengenal pasti hal berikut;

a. Dinding tembok itu terlalu tebal dan pada waktu itu belum ada teknologi yang boleh meruntuhkannya. Sultan Muhammad telah mengarahkan dicari satu teknologi yang boleh meruntuhkan tembok itu.
Tentera baginda akhirnya berjaya mencipta meriam yang paling canggih dengan bantuan seorang pakar senjata bangsa Hungary yang telah diculik dari kurungan dalam penjara Konstantinapole dengan mengorek lubang bawah tanah yang dalam dan panjang!.
Berat setiap meriam ciptaan baru ini ialah 700 pauns! Ia perlu ditarik oleh 100 ekor kuda dan seratus orang tentera. Bila diletupkan, bunyinya boleh didengar sejauh 13 batu! Setiap tembakannya akan menyebabkan tembok yang kuat berlubang seluas enam kaki. Nah! Benteng besar itu sekarang telah menemui ruasnya.

b. Rantai besi yang kuat yang dirintangi menghalang laluan kapal. Ia menghalang bantuan dan pergerakan melalui laut.
Sultan Muhammad telah mencipta satu plan luar biasa mengatasi halangan ini. Ia adalah antara rekod sejarah yang menakjubkan dari segi kreativiti dan kekuatan keinginan seorang pemimpin. Baginda mengarahkan pembinaan kapal di daratan. Dibuat pada sebelah malam supaya tidak disedari oleh musuh.
Mesti disiapkan dalam masa yang singkat. Kapal ini diluncurkan dari daratan sejauh 5km ke lautan dengan meletakkannya tergelunsur di atas batang-batang kayu yang telah diatur dan telah diminyakkan untuk melicinkan perjalanan kapal-kapal itu.
Pada masa yang telah ditetapkan, kapal-kapal ini dilancarkan dari daratan dan muncul di depan Kota Konstantinapole sebelah lautan dengan melepasi rantai besi yang telah terpasang! Ia memeranjatkan tentera musuh. 400 kapal musuh terbakar dan serangan dari lautan berjalan serentak dengan pengepungan sebelah daratan.

c. Lazimnya bila tentera sampai di pantai menghadap Kota ini, mereka terdedah kepada serangan musuh kerana kawasan yang terbuka dan jika sekiranya satu benteng pertahanan mengelakkan serangan hendak dibina, ia memakan masa selama setahun.
Sultan Muhammad telah mengarahkan benteng pertahanan menghadap tembok kota Konstantinapole itu dibina dalam masa tiga bulan dengan menggunakan segala teknik pembinaan semasa yang canggih.
Benteng Rumeli Hissari dibina di tebing sebelah Eropah, lebih kurang 5 batu dari Kota Konstantinople di mana Selat Bosphorus adalah yang paling sempit. Ia dibina bertentangan dengan Benteng Anadolu Hisar di tebing sebelah Asia yang telah dibina oleh Sultan Bayazid Yildirim dahulu.
Ia memang berjaya disiapkan seperti direncanakan.

Dari mana kekuatan keinginan seorang pemimpin ini diperolehi oleh Sultan Muhammad?
Gurunya bukan sekadar menyuntikkan kekuatan ruhani kepada bakal Sultan in, tetapi juga telah menyuntik sikap terbuka terhadap teknik dan teknologi baru yang diperlukan untuk misi mereka. Mereka juga menyuntik sikap berminda strategik dan kreatif.

Sultan Muhammad dapat menganalisis dengan tepat permasaalahan dan mencari jalan penyelesaian terhadap setiap permasalahan itu secara praktikal sebelum melancarkan misinya.

Tetapi yang paling penting, sejak kecil lagi guru-guru baginda telah membentuk minda baginda untuk merasakan dirinya lah yang disebutkan oleh Rasulullah s.a.w sebagai raja terbaik yang memimpin tentera terbaik yang akan dapat membebaskan Konstantinbapole.

Sasaran, visi dan misi yang jelas, yang disuntikkan ke dalam minda baginda ternyata berkesan. Dari kecil, Sultan Muhammad mengimpikan bagindalah pembebas itu!
Baginda bergerak selari dengan impian ini. Akhirnya, ia adalah sebuah kenyataan.
Dari sudut kepimpinan, bapa baginda seorang yang berpandangan jauh. Sejak umur 14 tahun, Muhammad telah diminta menguruskan empayar dengan alasan, bapanya ingin menumpukan kepada ibadah.

Namun, dalam dua keadaan kritikal, bapa baginda pulang semula untuk memimpin Kerajaan Uthmaniah. Selepas ancaman kritikal itu diatasi, Muhammad diberikan peluang untuk menguruskan semula empayar yang sedang berkembang itu.
Melalui pendedahan berbentuk bimbingan ini, Muhammad terlatih menjadi pemimpin yang berkualiti.

Ditambah, sepanjang hayat baginda, guru-guru baginda yang menjadi rujukan keruhanian dan kebijaksanaan, sentiasa bersama baginda. Hatta, ketika pengepungan kota itu berlangsung, gurunya mengimamkan solat hajat semua tentera Sultan Muhammad.
Melihat 150,000 tentera Islam berbaris rapi untuk bersolat di luar kota itu, cukup untuk menakutkan musuh yang sedang berkawal dalam kota!
Pada hari pembukaan Kota Kontantinapole yang bersejarah itu, Sultan Muhammad bersujud syukur.

Sepanjang kempen, baginda tidak putus-putus mengarahkan tenteranya bertakbir dan melaungkan slogan-slogan bersemangat, termasuk motivasi berasaskan hadis Nabi bahawa Konstantinapole akan dibebaskan oleh tentera yang terbaik dan merekalah tentera terbaik yang dijanjikan oleh Nabi itu.

Pada kali pertama solat Jumaat hendak didirikan di dalam Kota Konstantinapole yang baru sahaja dibebaskan, timbul pertanyaan siapa yang layak menjadi imam solat Jumaat yang pertama itu.

Baginda memerintahkan kesemua tenteranya termasuk dirinya berdiri dan diikuti pertanyaan: "Siapa di antara kita sejak baligh hingga sekarang pernah meninggalkan solat fardhu walau sekali sila duduk!".

Tiada seorang pun yang duduk, kerana tidak seorang pun di antara mereka pernah meninggalkan solat fardhu.

Pertanyaan seterusnya, "Siapa di antara kita yang sejak baligh hingga kini pernah meninggalkan solat sunat rawatib sila duduk!".

Sebahagian daripada tenteranya duduk. Kemudian Baginda bertitah, "Siapa di antara kamu sejak baligh hingga ke saat ini pernah meninggalkan solat tahajjud walaupun satu malam, sila duduk!".

Kali ini semuanya duduk, kecuali baginda sendiri sahaja yang tetap berdiri! Subhaanallah!

Baginda tidak pernah meninggalkan solat fardhu, Solat Sunat Rawatib dan Solat Tahajud sejak baligh. Tepatlah janji Rasulullah s.a.w dan kota ini kemudian bertukar nama kepada Istanbul.

Sekarang, marilah kita mengenali secara ringkas guru-guru yang berjasa besar membentuk Sultan Muhammad.

Pertama, Ahmad 'ibn Ismail Al-Kori:
Guru istimewa ini menunjukkan role model kepada Sultan Muhammad. Seorang yang wara', tidak menyembah Sultan sama seperti orang lain memberikan tunduk hormat, memanggil nama Sultan dan kerabat mereka dengan nama mereka masing-masing tanpa sebarang panggilan gelaran, Bersalaman dengan mereka tanpa mencium tangan mereka. Sepanjang Ramadhan, Sultan Muhammad menghadhiri kelas mentafsir ayat-ayat Al Qur'an yang diadakan di istana baginda selepas solat zuhur, dengan guru-guru yang bersilih ganti.
Ahmad ibn Ismail lah yang mengajarkan Al Qur'an, hukum-hukum agama dan kepatuhan padanya. Ia juga membentuk rasa takwa dalam jiwa Sultan Muhammad dengan berbagai cara, termasuk nasihat-nasihat yang berkaitan dengan tugas pemerintah.

Kedua ialah Sheikh Muhammad bin Hamzah al-Rrouhy,
Lebih dikenali sebagai Ba'q Shamsuddin. Beliau meninggalkan kesan yang sangat mendalam terhadap keperibadian Sultan Muhammad.
Beliau telah menginspirasikan Sultan MUhammad meningkatn aktiviti dakwah dan keislaman di bawah Empayar Othmaniah sebagai satu cara memperkuatkan empayar tersebut.
Beliaulah yang paling giat meyakinkan Sultan Muhammad bahawa beliau adalah raja terpilih seperti yang dimaksudkan oleh Rasulullah s.a.w dalam sabdanya itu.
Selain mengajarkan teras-teras ilmu Islam, Shamsuddin juga bertanggungjawab mengajar sains, matematik, sejarah, strategi perang, astronomi dan lain-lain.
Beliaulah yang telah merotan Muhammad di masa kecil tanpa sebab. Beliaulah yang mententeramkan Sultan Muhammad yang menangis kerana enggan menjadi raja. Beliaulah yang telah ditanya oleh Sultan Muhammad samada beliau boleh bersara selepas lama memerintah kerana ingin menumpukan kepada ibadah tetapi dijawab, ibadah sebagai Sultan yang adil adalah lebih berharga lagi.
Shamsuddin meletakkan insipirasi dalam dada Sultan, memberikan baginda tujuan dan misi pemerentahan yang jelas dan bersama baginda sehingga cita-cita itu tercapai.
Kerana itu lah, beliau dikenali sebagai Penakluk Ruhani Konstantinapole. Guru yang merancang lahirnya seorang pemimpin dan terukirnya sebuah sejarah. Insan pada sisi lain Sultan Muhammad al-Fatih.