ICBF Celebrates Handover Ceremony for 2025-2026 MC

Tribune News network

doha

On Sunday, March 23, the Indian Community Benevolent Forum (ICBF), which operates as an umbrella organization affiliated with the Embassy of India in Qatar, organized a ceremony at the ICC Ashoka Hall to hand over responsibilities to its new Management Committee (MC) for 2025-2026. This occasion signified the formal shift in leadership roles, honoring the efforts of previous members while also introducing those recently appointed to executive positions.

The inauguration was honored by Eish Singhal, the first secretary at the Indian Embassy and also the coordinator for ICBF, attending as the keynote speaker. Among those in attendance were A P Manikandan, president of the Indian Cultural Centre (ICC); E P Abdul Rahman, president of the Indian Sports Centre (ISC); and Thaha Mohammed, president of the Indian Business and Professionals Council (IBPC).

A number of past ICBF presidents such as Ziad Usman, Davis Edakalthur, N V Kader, and David John, alongside Dr Abdul Samad, who heads the ISC Advisory Council, and several members from the management committee, advisory council, and prominent community figures were present at the gathering.

The event started with a welcoming remarks from the departing General Secretary K V Boban, succeeded by the presidential address presented by ICBF President Shanavas Bava.

The main guest honored the departing management committee officers and advisory council members for their committed service. On behalf of the outgoing group, S A M Basheer, who heads the advisory council, conveyed his thanks and recognized their efforts in aiding the Indian community in Qatar.

The event marked the launch of the updated advisory council, where the chief guest officially welcomed K S Prasad as the new chairperson alongside members Nilambari Savardekar, Sadeesh Vilavil, Jawed Ahmed, and Zareena Ahad.

Speaking to those present, K S Prasad reiterated the council’s dedication to bolstering ICBF’s programs and sustaining its purpose of serving the community.

The recently inaugurated ICBF Management Committee for the 2025–2026 period was presented and greeted by Eish Singhal. This executive board comprises President Shanavas Bava, Vice President Rasheed Ahamed, General Secretary Deepak Shetty, Secretary Jafar Thayyil, Chief Financial Officer Nirmala Guru, Director of the Legal Department Khaja Nizamuddin, Supervisor of Labour & Fisherfolk Wellbeing Shankar Goud, Lead of Consular Affairs Amarvir Singh, Coordinator of Community Welfare & Insurance Program Mani Bharathi, Manager of Medical Camps & Ashraya Mini Siby, and Overseer of Repatriation and Youth Development Irfan Ansari.

During a ceremonial event, K V Boban formally transferred the documentation to the incoming General Secretary Deepak Shetty, marking the smooth handover of duties.

During his thank you speech, Deepak Shetty conveyed his appreciation to the Indian Embassy, former members, and the whole community for their support and contributions.

He further emphasized the ongoing backing. The newly formed committee affirmed its dedication to promoting welfare programs, aiding the Indian diaspora, and enhancing ICBF’s engagement activities.

The transfer ceremony signaled the start of a fresh era for ICBF, strengthening its commitment to serving the Indian population in Qatar. Under the guidance of a committed leadership group, the organization will proceed with its charitable, welfare, and support initiatives, guaranteeing a robust system of aid for Indians living in the nation.

Furnished by SyndiGate Media Inc. ( Syndigate.info ).

Read More

4 Toxic Management Habits That Push Top Talent Out

Avoid being this kind of manager.

When I coach my clients, I like to keep leadership simple It's entirely about addressing people's requirements and facilitating their development. That's it.

If staff members do not receive the necessary tools, time for growth, developmental opportunities, clear expectations, visionary direction, or adequate resources to thrive, they tend to disengage. Morale tanks And they cease to care. Honestly? A lot of them lose motivation and quit within the initial couple of weeks at work.

Here’s the brutal truth: Not all individuals in managerial positions ought to be present. . As detailed in my book, Human-Centered Leadership: Guide with Deep Care, Become an Awesome Leader Some individuals simply aren't suited for leadership roles, and their toxicity becomes apparent quickly once they're placed in positions of authority.

Throughout the years, I've witnessed several terrible leadership practices firsthand. Below are four significant actions that tend to drive talented staff members off.

1. They Suppress Their Citizens' Suggestions

As employees understand the intricacies of their daily tasks better than anyone else, managers can earn their confidence by seeking their input, ideas, and guidance initially. By consulting with staff about both effective practices and areas needing improvement, a culture of trust is cultivated where individuals feel secure enough to offer valuable suggestions and voice worries that might assist in addressing challenging circumstances.

Every employee across all generations desires to be acknowledged and valued, to develop within their roles, to take part in decision-making processes, and to receive recognition for their contributions and insights. This is significant enough to motivate them to rise early each day. run to be at work, not escape from their supervisors.

2. They View Individuals as Statistics

Certain managers view their staff merely as instruments for boosting output. Such work environments often operate with a hierarchical structure and emphasize intense pressure, focusing entirely on financial gain. Traits like compassion and empathy are completely absent here.

The outcome? Exhaustion, frequent job departures, and an unhappy workplace atmosphere. . Staff members are feeling overwhelmed, disengaged, and always seeking an escape route. If your role makes you feel like merely a gear in the machinery, it might not be the best environment for personal development.

3. They Micromanage Everything

Micromanagers don’t trust their team, so they hover, control, and refuse to delegat e Every choice goes through them. Every job must be completed exactly as they want it.

This fosters an oppressive atmosphere that hinders innovation, making employees feel as though they're merely obeying commands rather than adding value meaningfully. Should supervisors persistently interfere with individuals doing their work autonomously, these workers may ultimately leave.

4. They Hoard Information

Have you ever had a boss who kept everyone in the dark? They would hide information, not disclose important choices, and follow a "need-to-know" policy, keeping most details under wraps. you Never appear to require knowing anything).

This goes beyond poor leadership; it’s a significant breach of trust.

Patrick Lencioni’s book The Five Pitfalls of a Team explains it precisely: Trust serves as the cornerstone for any exceptional team . And trust cannot be established without openness.

Outstanding leaders disseminate information freely, engage their teams in making choices, and foster an environment of trust. As a result, staff members:

• Work harder

• Respect leadership more

• Feel empowered to innovate

• Solve problems faster

The Bottom Line

Wish to retain your top talent? Treat them as individuals. Build rapport with them. Back them up. Provide them with everything they need to flourish.

When you put effort into developing your team, fulfilling their requirements, and eliminating hurdles in their way, they will go above and beyond for you—this is how you evolve into the kind of leader that people love working with.

Like this article? Subscribe here For additional relevant material and inside looks.

This posting initially showed up at com .

Tap here to sign up for our newsletter: com/newsletters "

Read More