India offers to the world an immensely rich collection of sacred scriptures.
First and foremost are the Vedas, which could be justifiably referred to as the core of the spiritual and psychological soft power of India. Then there are the Upanishads, which capture the highest spiritual knowledge and experience that India can offer to the world.
India also has Puranas, Itihasas, Tantras, Dharma Shastras, and Sutras, besides the innumerable works of religious poetry in regional languages.
Ramayana and Mahabharata
Amongst Indian scriptures, Ramayana and Mahabharata happen to be the most popular narratives. Both are pregnant with mature thought. Both contain teachings of political, religious, ethical and social kind. Both showcase, in a relatively simple language than that of the Vedas and the Upanishads, the Indian idea of Dharma, or righteousness.
Both appeal to the soul as well as to the imagination of an intelligent mind. Even illiterates find gems of wisdom in these two epics. If philosophy, ethics, morals, social concepts, political thoughts or administrative justice form the warp in this unique fabric, heroic tales, human emotions, poetry, aesthetics, fiction, romance and villainy form the weft.
These epics showcase a highly developed sense of ethics and values, social and cultural realities of a distant past, besides intellectual and philosophical refinement. Lay persons could draw several life lessons from both these works. So could professionals of all hues.
Sanskrit, the supreme language
Sanskrit is the language which forms the bedrock of a vast majority of these works. An intimate feeling of the language helps in understanding the multi-layered narratives better. One acquires a heightened sensitivity towards the shades of style and the context in which a statement is being made.
In today’s inter-connected world, one may not know Sanskrit but can still savour a fraction of the fragrant nectar of knowledge offered through any of the Indian scriptures.
Sacred scriptures comprise a minor part of all the Sanskrit literature available from the Vedic to the pre-modern times. Nonetheless, they form the bedrock of Indian culture and spirituality.
Bhagavad Gita: The Song Celestial
Bhagavad Gita forms an integral part of Mahabharata, appearing in its Bhishma Parva. It comprises eighteen chapters. Broadly speaking, this unique composition touches upon three kinds of Yogas – Karma Yoga (The Yoga of Action), Gnana Yoga (The Yoga of Knowledge) and Bhakti Yoga (The Yoga of Devotion). [Yoga is a term which is often confused with physical practices of a certain kind. However, the term is used here in the sense of describing a communion, specifically the communion of an individual soul with the Divine.]
Upanishads articulate the philosophical principles concerning mankind, world and God. Gita explains the manner in which human beings can practice these subtle philosophical principles in their mundane lives.
Soulful management
One of the basic concepts enunciated by Krishna in the Bhagavad Gita is that 
of the everlasting nature of the soul. The concept of a soul now finds a resonance even in modern management literature. In his book ‘The 8th Habit’, Stephen Covey urges professionals to pay heed to their ‘inner voice’. While proposing the whole person paradigm, he speaks of the four dimensions of a person – spirit, body, heart and mind.
From a management point of view, perhaps the most relevant are the concepts espoused under the overall umbrella of Karma Yoga. Here, Lord Krishna emphasizes the importance of self-less action, free of its rewards and gains. A state of inaction is held to be another form of action itself.
Gita III 6
कर्मेन्द्रियाणि संयम्य य आस्ते मनसा स्मरन्।
इन्द्रियार्थान्विमूढात्मा मिथ्याचारः स उच्यते।।
[A hypocrite is one who suffers from a false notion of having self-discipline. He is someone who controls the organs of action but continues to dwell upon the objects of sense.]
Gita III 7
यस्त्विन्द्रियाणि मनसा नियम्यारभतेऽर्जुन।
कर्मेन्द्रियैः कर्मयोगमसक्तः स विशिष्यते।।
[He who controls his senses by his mind and engages with the organs of action in a Yoga of Action achieves excellence in whatever he does.]
The concepts enshrined under Gnana Yoga are also highly relevant for management professionals. This is so because one of the major challenges in their careers is to keep unlearning, so the process of real learning can never cease.
Smart professionals always keep an open mind. They strive to keep abreast of latest technological developments. They keep learning from their failures as well as from their successes.
The Yoga of Devotion
When it comes to Bhakti Yoga, the relevance of what Gita says is perhaps 
somewhat limited as far as a practicing professional is concerned.
Loyalty and devotion – to a superior as well as to the company – are terms which readily spring to one’s mind. But in the absence of a truly charismatic business leader of the stature of Lord Krishna, blind devotion could perhaps lead to a catastrophe in one’s profession. A sense of misplaced loyalty often becomes an excuse for senior managers to remain in their comfort zones. Accepting fresh challenges becomes a key challenge. Their skill-sets start getting rusted. Much like stones which do not roll, they start gathering moss.
Time to rediscover the Gita
There is much that CEOs and managers can learn from the Bhagavad Gita. Its language is pregnant with symbolism at times. But it has rich lessons to offer for day-to-day conduct of business.
This stream of knowledge is close to 3,500 years old. It is never too late to rediscover it.
(Illustrations courtesy Wikipedia)
(Related Posts:
https://ashokbhatia.wordpress.com/2013/05/27/management-lessons-from-ramayana
https://ashokbhatia.wordpress.com/2013/07/12/management-lessons-from-mahabharata
https://ashokbhatia.wordpress.com/2015/09/04/management-lessons-from-the-life-of-lord-krishna
https://ashokbhatia.wordpress.com/2016/06/07/some-management-lessons-from-india)
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The pre-dominance of the Bell Curve in performance appraisals has never been in doubt. It recognizes the fact that all people are not identical, the tasks assigned to them are different, and the environment they operate in need not be homogeneous. All organizations have their share of high performers, free riders, under-performers, and downright deadwood.
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