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By:

Kiran D. Tare

21 August 2024 at 11:23:13 am

The Desert Dissenter

MBZ’s break with OPEC signals a louder shift in oil geopolitics For a man who prefers deeds to words, Sheikh Mohammed bin Zayed Al Nahyan, President of the United Arab Emirates (UAE), has once again made news by saying very little. On April 28, the UAE, in a shock move, announced that it would withdraw from the Organization of the Petroleum Exporting Countries and its broader alliance, OPEC+, ending nearly six decades of membership. Against the backdrop of a world convulsed by the United...

The Desert Dissenter

MBZ’s break with OPEC signals a louder shift in oil geopolitics For a man who prefers deeds to words, Sheikh Mohammed bin Zayed Al Nahyan, President of the United Arab Emirates (UAE), has once again made news by saying very little. On April 28, the UAE, in a shock move, announced that it would withdraw from the Organization of the Petroleum Exporting Countries and its broader alliance, OPEC+, ending nearly six decades of membership. Against the backdrop of a world convulsed by the United States’ and Israel’s war on Iran, the terse announcement starkly captured the ever-changing dynamics of global energy, and of MBZ’s own ambitions. To grasp the magnitude of the UAE’s exit, one must return to OPEC’s origins. Founded in 1960 in Baghdad by oil producers determined to wrest control from Western majors (the so-called ‘Seven Sisters’), the cartel had sought to stabilise prices and assert sovereignty over natural resources. For decades it had succeeded, most dramatically during the oil shocks of the 1970s. Yet its coherence has long been under strain. Members from Indonesia to Qatar have exited, chafing at quotas and divergent national interests. The UAE’s departure, however, is of a different order. With a production capacity approaching 4.8 million barrels per day and ambitions to exceed 5 million by the decade’s end, Abu Dhabi is not a marginal player but a central pillar. Remaining within the cartel, in Emirati eyes, has meant accepting a structural discount on its own capacity. The recent Iran conflict has sent tremors through energy markets, particularly around the Strait of Hormuz, through which a fifth of global oil flows. By exiting now, the UAE positions itself to capture the upside of the energy shock, unencumbered by collective restraint that other members may exercise. But the move has equally to do with the UAE’s rivalry with Saudi Arabia, shaped by the personal friction between MBZ and Saudi Crown Prince Mohammed bin Salman, knowns as MBS. For much of the past decade, MBZ was seen as a guiding figure for the younger Mohammed bin Salman, particularly in matters of security and statecraft. Both men shared a distrust of political Islam, a willingness to centralise power and an appetite for economic transformation. But as MBS consolidated authority in Saudi Arabia, he entered into a contest with MBZ for primacy in the Gulf. The rivalry now plays out across multiple theatres. Economically, Saudi Arabia’s Vision 2030 seeks to lure capital and talent away from Dubai, challenging the UAE’s status as the region’s commercial hub. Riyadh has tightened rules requiring multinational firms to base regional headquarters in the kingdom in an implicit bid to undercut Emirati advantage. In energy policy, the divergence is starker still. Saudi Arabia has favoured tighter supply management to sustain prices, leveraging its role as OPEC’s de facto leader. The UAE, by contrast, has chafed at quotas that limit its expanding capacity. Disputes over baseline production levels have periodically flared into public disagreement. By exiting OPEC, Abu Dhabi is effectively rejecting Riyadh’s stewardship of the oil order. Geopolitics has added further friction. While both states initially aligned in conflicts such as Yemen, their approaches have since diverged. The UAE has pursued a more nimble, networked strategy by cultivating ties with Israel through the Abraham Accords, deepening links with Asian powers and hedging its bets in an increasingly multipolar region. Saudi Arabia, under MBS, has sought to assert itself as the indispensable Arab power. Since consolidating power, MBZ has recast the UAE from a cautious petrostate into an assertive middle power. Investments across Africa, partnerships in Asia and deepening ties with the United States have all served his aim of strategic autonomy. Equally important is the transformation of the Emirati economic model. The UAE is now building a diversified energy portfolio spanning gas, petrochemicals, hydrogen and logistics. Exiting the cartel allows the UAE to optimise across sectors, rather than fix policy around a single commodity. For MBZ, the move to exit the cartel is a calculated gamble. While greater autonomy brings greater exposure to market swings, it also brings the freedom to exploit them. It enhances the UAE’s appeal as a flexible supplier and a strategic partner, particularly for countries seeking reliability amid turbulence. And it cements his reputation as a leader willing to redraw the rules rather than play by them.

Indecision Kills Personal Branding

Updated: Jan 20, 2025

Indecision Kills

In a world that celebrates clarity and confidence, hesitancy is a silent yet powerful force that can diminish your personal brand. When people dwell in the realms of “I’m not sure” or “maybe,” they unknowingly project uncertainty and unreliability—traits that can undermine the foundation of a strong personal brand. Your ability to make decisions and stand firm on them is not just a reflection of your leadership but also a testament to your personal brand’s strength.


Every interaction we have leaves an impression. Be it a professional email, a networking event, or a casual conversation, these moments contribute to how others perceive us. When you continuously oscillate between indecision and vague responses, it sends a message that you lack confidence or direction. In business, where trust and reliability are paramount, this can become a significant roadblock.


Imagine a scenario where a client approaches two service providers with the same inquiry. The first one confidently outlines a plan, clearly stating the next steps, while the second hesitates, replying with, “I’m not sure; let me think about it.” Even if both have the same expertise, the client is more likely to gravitate toward the first provider. Confidence fosters trust, and trust is the bedrock of all successful relationships—professional or personal.


Indecision can often stem from the fear of making mistakes or being judged. While this is natural, it’s important to remember that perfection is an illusion. The act of making a decision, even if it turns out to be less than ideal, demonstrates courage, responsibility, and accountability. These are the traits that elevate a personal brand, distinguishing you in a crowded and competitive world.


Being decisive doesn’t mean being impulsive or reckless. It means gathering information, weighing options, and then committing to a choice with confidence. In personal branding, this is particularly crucial because every decision you make—how you respond to challenges, present yourself, or communicate with others—forms part of the narrative others associate with you.


Hesitation and indecision don’t only affect how others perceive you; they also impact how you view yourself. Constantly second-guessing yourself leads to self-doubt, which becomes a self-fulfilling prophecy. The more uncertain you are, the more others will mirror that uncertainty, creating a cycle that can be hard to break.


One way to counter this is by setting clear priorities and aligning your decisions with them. For instance, if your personal brand is centred around being a thought leader in your industry, your choices should reflect expertise and foresight. Even in moments of ambiguity, acknowledging the uncertainty while showing a proactive approach—such as saying, “I’ll find out and get back to you”—conveys both honesty and determination.


During my recent trip to Australia, I was reminded of how decisiveness shapes impressions. Whether interacting with global clients or navigating unfamiliar professional terrains, I realized that certainty in communication was key to building trust and rapport. This was particularly evident when representing my personal brand on international platforms. A clear, confident tone opened doors and strengthened relationships that would have otherwise remained distant.


The next time you find yourself leaning on phrases like “I’m not sure” or “maybe,” pause and ask yourself: Is this hesitation necessary? Sometimes, it’s about silencing the inner critic and choosing to act decisively. Even if the outcome isn’t perfect, the act of making a choice positions you as someone who is reliable, proactive, and worth trusting.


Your personal brand isn’t defined by the absence of mistakes but by how you handle them and move forward. Decisiveness isn’t just about making choices—it’s about owning them. And in a world that often feels uncertain, those who lead with clarity and conviction stand out.


Make your decisions a reflection of your confidence, and watch as your personal brand strengthens, opening doors you never imagined.

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(The author is a personal branding expert. She has clients from 14+countries. Views personal.)

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