Where do we get our values from? My philosophy professor would argue it depends on whom you ask. Some say values are discovered; others say that they are cultivated, inherited, or derived from experience. Yet, no matter their origin, values shape our character, our actions and ultimately, who we become.
For me, those values were instilled through the teachings of His Highness the Aga Khan IV — passed down through generations of my family as parables and lived priorities. As a Shia Ismaili Muslim, my identity is deeply rooted in the principles he embodied: pluralism, service and the belief that faith and progress are deeply intertwined.
While these values are now widely celebrated, they are part of a 1,400-year-old Ismaili tradition — one the Aga Khan upheld for nearly 70 years as the 49th hereditary Imam, or spiritual leader, of the Ismaili Muslims, until he passed in early February. Like his grandfather, Sir Sultan Mahomed Shah, Aga Khan III, President of the League of Nations, Aga Khan IV was also a global statesman — whether competing in the Olympics, receiving honorary degrees, working as an international peacemaker (including hosting the first summit between President Regan and Gorbachev in 1985), or launching the Silk Road Ensemble with Yo-Yo Ma.
Through his leadership, the Aga Khan exemplified how ethical action, pluralism and service are more than ideals — they are guiding principles for meaningful leadership. His legacy is universal, offering lessons on how to lead, serve and uplift humanity.
Though I often describe myself as a commercial real estate agent by day and an activist by night, it wasn’t until recently that I recognized how deeply his teachings had shaped me. In moments of uncertainty, I find myself guided by a steady rhythm — one I had always followed but never consciously acknowledged. What I once thought of as personal conviction, I now see as something larger than me: the courage to stand for justice isn’t mine alone, it is a legacy I have inherited.
Pluralism: Building bridges in a fractured world
For the Aga Khan, pluralism wasn’t a lofty concept — it was essential for a thriving, peaceful society. He saw plurality not as a challenge to be managed, but rather a strength to be harnessed. His creation of the Global Centre for Pluralism, in partnership with the Government of Canada, embodied his belief that true respect for differences amongst people goes beyond acknowledgment — it requires action, understanding and a shared commitment to building a better world together.
Pluralism, in its most practical sense, shapes the decisions we make every day — how we interact with those different from us, how we build communities and how we define progress. It is not about erasing differences but about learning from them.
The Aga Khan’s vision for pluralism was not abstract; it was a call to action.
Inspired by his vision, I had the honor of co-creating and leading the Day of Pluralism, initiated by the Ismaili community. This momentous event united interfaith leaders, artists and elected officials around shared causes of interfaith harmony and environmental stewardship. In a time when religion is often seen as a force of division, we sought to highlight how faith can drive collective good.
The Aga Khan often reminded us that pluralistic societies are not accidents of history but require “enlightened education and continuous investment” to thrive. His leadership taught us that true respect for diversity while fostering empathy and understanding across divides is essential for peace and prosperity — a lesson especially relevant in today’s polarized world.
It is easy to retreat into the familiar, to surround ourselves with those who look, think, and believe as we do. But the Aga Khan’s leadership reminds us that strength lies not in retreating into the familiar but in stepping beyond comfort zones to listen, learn and bridge divides.
Service: Leadership in action
The Aga Khan’s leadership was defined by action. Through the Aga Khan Development Network (AKDN), he transformed abstract ideals into tangible impact. With over 90,000 employees working in more than 30 countries, AKDN initiatives have improved millions of lives — providing education, healthcare, economic opportunities and much more for millions of individuals in some of the most forgotten parts of the world.
What made his vision revolutionary was its sustainability. Economic ventures funded social programs, creating a cycle of self-reliance and lasting change instead of dependency.
His philosophy was clear: “It is for us, who are more fortunate, to provide that spark — to ignite hope in those living in poverty.” This was not rhetoric but a call to action — an ethos I strive to carry in my own life.
My journey is a product of his vision. My parents met while my father was training to be an Al-Waiz (a preacher in the Ismaili tradition). When they moved to America, it was at the encouragement of the Aga Khan, in pursuit of better education and greater opportunity. From the moment we arrived in Chicago and eventually Georgia, the local Ismaili community surrounded us with unwavering support.
The Aga Khan Education Board provided me with mentors who guided my path — from college essays to scholarships that made Oxford College and Emory University possible. More than opportunities, they gave me space to experiment, fail and grow — preparing me for the leadership roles I hold today. And this story isn’t unique to me, it’s true for the thousands of Ismaili across the globe.
Din and Dunya: Bridging faith and modernity
Growing up, there were only two excuses I could give my parents for skipping prayers: education or service. It was a clear message — ethics and action were inseparable, for one without the other is merely hollow rhetoric.
The Aga Khan taught that din (faith) and dunya (worldly life) are not opposing forces but deeply intertwined.
His leadership was a living reminder that faith is not only a personal journey but a force for improving the world. In speech after speech, he emphasized that Islam calls on its followers to seek knowledge, act generously and build institutions that serve all humanity, not just themselves and their communities.
For him, modernity was not a break from tradition but a continuation of it. His legacy challenges us to live our faith through ethical action.
Finding joy in leadership
For all his gravitas, the Aga Khan never lost his sense of humor. He often joked about his love of samosas and biryani and his deep dislike of broccoli — something I wholeheartedly relate to. And while he moved effortlessly among world leaders, he showed that leadership can be both purposeful and joyful.
It was rare for him not to work in a joke or two when speaking, yet beneath the humor was a relentless commitment to fostering spaces where differences weren’t just tolerated and discussed — they were celebrated and cultivated. His life was a testament to the idea that leadership isn’t about power over people but about the ability to bring people together.
A final reflection
Even in his final moments, the Aga Khan IV demonstrated his commitment to servant leadership, understanding that titles and roles are ephemeral and our legacy is not just in the work we do but the foundation we leave behind. As the Ismaili community turns the page to a new chapter with the accession of the next hereditary Imam, His Highness Prince Rahim Aga Khan V, we look forward to the new ideas, vision and leadership lessons we may take away from him.
The late Aga Khan’s life teaches us that greatness is not measured by wealth, titles, or power but by our impact on others. Whether advocating for pluralism, building institutions that uplift millions, or simply bringing joy to a room, he embodied servant leadership.
When challenges feel insurmountable, perhaps we can channel his wisdom to remember that even the most daunting problems can be navigated with persistence, grit and a touch of humor.
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