My way

When a child is born, it goes through several phases. He or she learns to turn over, then to sit up, crawl, walk and run. Each step is very important and cannot be skipped - one cannot run faster than one's strength allows.

I have been hearing and reading that - despite positive progress since the World Cup debacle in March - people are still sceptical about the future of Pakistan cricket. Some have severely criticised my captaincy; some feel I need to have more venom and be seen shouting on the field. The critics include distinguished past players and cricket writers.

My leadership style is different - I value everybody's views, take criticism positively and learn from mistakes. For me, the important thing is never to panic, since development based on ad-hoc planning does not bring long-term solutions.

Pakistan cricket should not lose its sense of direction by trying to reach the destination in a hurry. The transitional phase has started with a specific end in mind. This is very important not only for Pakistani cricket, but for fans the world over who eagerly follow the team's fortunes.

For a cricket captain, certain personality traits are often essential for success, but the main element is character. To focus on personality at the expense of character is like trying to grow leaves without roots. Self-mastery and self-discipline are those roots.

How does one become a leader? One way is to use the big-stick approach. The contemporary generation is generally better informed and intelligent than in the past. The same is the case with the new generation of cricketers. They have a better IQ than the players in the past. As such, the big-stick approach does not work in today's environment.

What then are the requirements of leadership today? It is grounded on the basic principles of fairness, equality, responsibility, accountability, relationship, justice, integrity, honesty and - most importantly - trust. When there is trust, team members at all levels - administrators and players - communicate easily and effortlessly. We can make mistakes, and then submit to the accountability process. When trust is low, communication itself is exhausting, time-consuming and ineffective. Being the captain of the national team, I cherish the complete trust of the Pakistan Cricket Board chairman Lt Gen Tauqir Zia, Aamer Sohail, Javed Miandad and the fans of this game.

Pakistan cricket is now progressing one step at a time. Gone are the days of quick fixes. Cricket does involve some luck, but you can shape your destiny only with better groundwork and effort. Perhaps if we had adopted the same approach in the past, Pakistan cricket would be in better shape today.

Ever since Lt Gen Tauqir Zia took charge of the PCB, he has adopted long-term planning, and has attempted to change the status quo. Being the captain of the team, I try to aid his efforts on the field. But it will take time for these endeavours to bear fruit. I do not believe in rapid repair techniques. People need to be patient, and have complete faith in the long-term natural development process.

During this foundation phase, a captain must know his responsibilities. I am well aware of these tasks. They include the security of players, good guidance for cricket and lifestyle, wisdom, self-discipline, confidence, an insight into the spirit of the team and the game, teamwork, pride, loyalty and patience. You must also try to maintain the integrity of the game and the people involved with it.

Cricket is a gentleman's game, based on fair play. Modern-day players of talent and integrity do not like to be surrounded by a climate of fear - fear of manipulation, threats, bribery and negative pressure. The long-term strategy I have adopted is based on how well we treat each other, not entertaining negative thoughts, working hard in practice and thinking positive during the match. There is no big-stick approach, and there is a sense of equality and fairness within the team. Regardless of whether the players are senior or junior, we all huddle together in mid-pitch to celebrate our successes, just as we buck each other up when things aren't going our way.

Do I really need to prove that I'm captain by showing needless aggression on the field, or by shouting at team-mates in full view of television cameras? I'd rather focus on the development process, and I'd like to believe that the results since March 2003 indicate that it is indeed the best policy.