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Posts Tagged ‘Bhagavad Gita’

Regular meditation leads one to better self-control and inner peace. In Chapter 6, verses 14 to 18, the Bhagavad Gita prescribes the method to practise meditation.

Sample this:

यदा विनियतं चित्तमात्मन्येवावतिष्ठते ।
नि: स्पृह: सर्वकामेभ्यो युक्त इत्युच्यते तदा ॥ 6.18॥

With thorough discipline, they learn to withdraw the mind from selfish cravings and rivet it on the unsurpassable good of the Self. Such persons are said to be in Yog and are free from all yearning of the senses.

A true sign of self-control in the workplace is treating women fairly and with respect—something still too often ignored. Just as a cashier caught stealing faces consequences, powerful men abusing their positions harm vulnerable female colleagues, fuelling movements like #MeToo.

When management turns a blind eye or handles these issues secretly, it damages the company’s reputation. Real leadership demands transparency and courage to create a safe, equitable environment.

While politics often defends flawed leaders and confuses voters, business groups like the Tatas, owned by philanthropic trusts, set an example by managing wealth with detachment and social responsibility.

True happiness comes from letting go of ego and unchecked desires, controlling anger, nurturing inner peace, and helping those in need.

(This is an edited excerpt from my latest book, ‘Bhagavad Gita’s Guide to Corporate Dharma.’)

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Hers is a balanced personality, free of unreasonable desires that could make her lose sight of her sense of righteousness. She does not have a binding attachment to her emotions. Nor does she have a jealous preference for her pet ideas or her pet people. She scoffs at nepotism. She encourages her team members to be nay-sayers, so voices of dissent can be heard and judiciously dealt with. She radiates positivity all around her. She is committed to the organisation’s goals and looks after her team members much like a lioness would protect her cubs.

Such a person of steady wisdom is described in the Bhagavad Gita as a Sthita-Prajna. Consider the following:

दु:खेष्वनुद्विग्नमना: सुखेषु विगतस्पृह: ।
वीतरागभयक्रोध: स्थितधीर्मुनिरुच्यते ॥ 2.56॥

He whose mind is unperturbed amid sorrows; who among pleasures is free from longing; from whom attachment, fear and anger have departed; he is said to be a sage of steady intellect.

A People-centric Approach

Alfred Sloan is reported to have once remarked, ‘What is good for General Motors is good for America.’ J.R.D. Tata always thought the other way around. ‘What is good for India is good for Tatas.

Tatas keep following a people-centric approach to their business decisions. I believe that companies like Asian Paints, Eicher, Godrej, Hindustan Unilever, Infosys, Johnson & Johnson, Mahindra, and many others, also follow the same path. They shield their staff from major business upheavals, like the coronavirus which surfaced during 2020.

Led by enlightened leaders, such organisations surely earn brownie points in respect of enjoying employee goodwill.

(An edited excerpt from my latest book, ‘Bhagavad Gita’s Guide to Corporate Dharma’)

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What fuels mighty achievements and the unique creations of artists like Vincent van Gogh or Michelangelo? Could they have produced their masterpieces if they were worried about market value or recognition? Newton, too, wasn’t distracted by past or future when the apple fell—otherwise, he might have missed discovering gravity. Similarly, a Silicon Valley innovator’s best ideas come from a focused, present-minded state conducive to creativity.

Beneath every inspired work lies the soul’s quest for bliss through doing something unique with effort and detachment. Living fully in the present moment helps one embrace an inspired life. Creativity flows like a form of meditation, where the creator, universe and surroundings align in harmony—a state of ‘Inspired Self-forgetfulness’ or ‘Detached Attachment’.

Achieving Excellence in Execution and Living a Free Life!

The Bhagavad Gita tells us that by practising the art of detachment, one learns to live in the present moment, neither fuming about what one did in the past nor anxious about what the morrow might bring. It is this skill which is alluded to as yoga.

बुद्धियुक्तो जहातीह उभे सुकृतदुष्कृते ।
तस्माद्योगाय युज्यस्व योग: कर्मसु कौशलम् ॥ 2.50॥

He whose intellect is united casts off both good and bad actions here. Therefore, take recourse to Yoga. Yoga is skill in actions.

(An excerpt from my latest book, ‘Bhagavad Gita’s Guide to Corporate Dharma’)

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On a lighter note, one needs to be wary of managements which exhort one to follow the much-misunderstood principle of detachment expounded in the Bhagavad Gita. They would have one believe that one should continue to slog all year long but would do well not to expect that elusive overdue promotion. One can then either grin and bear it or take prompt action through proper channels to get oneself detached from the company and move on to greener pastures elsewhere!

When Azim Premji decides to pledge his personal wealth for social causes, or when Tata Trusts start work on distributing iron-fortified salt in a state where women happen to be anaemic, the purpose for which businesses exist gets widened. When the hero of the movie Swades (2004, Director: Ashutosh Gowarikar) decides to chuck a promising career with NASA and return to serve his country, he is looking at the bigger picture selflessly.

This is how the Bhagavad Gita explains this state of mind:

दूरेण ह्यवरं कर्म बुद्धियोगाद्धनञ्जय ।
बुद्धौ शरणमन्विच्छ कृपणा: फलहेतव: ॥ 2.49॥

Far inferior to the Yoga of intellect, indeed, is action, O winner of wealth. Take refuge in the intellect. Pitiful are those who live for the fruits.

(An excerpt from my latest book, ‘Bhagavad Gita’s Guide to Corporate Dharma’)

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Consider the case of Jet Airways, which shut its operations in April 2019 after having been a key player in the Indian airspace for over 25 years. The unwillingness on the part of the promoter family to let go of its control over the business made the airline eventually crash-land. Professionals were hired in top key positions, but the art of delegation was apparently given short shrift.

In family-owned businesses, the younger generation is often raring to go. Many a scion keeps wondering when the elder owner would hang his corporate boots or sandals, so they could have a free hand to nudge the enterprise towards newer markets, adopting the latest technologies sprouting in the era of the Industrial Revolution 4.0. But for most of the elderly owners, it is a tough challenge to give up control. Like the proverbial man who keeps clinging to a tree but blames the tree for not allowing him to let go, they refuse to fade away gracefully into the sunset. During the period of transition, chaos and confusion reign. Hapless employees continue to suffer silently, caught as they are between the divergent thought processes of the two generations.

The war depicted in the epic Mahabharata, of which the Bhagavad Gita is an integral part, came about only because King Dhritarashtra could not overcome his attachment to either the throne or his son, Duryodhana. The outcome was the death of all his 100 sons, loss of prestige and kingdom, and of course, social and economic misery of the multitudes who had earlier thrived during his reign.

(The text is an edited excerpt from my latest book ‘Bhagavad Gita’s Guide to Corporate Dharma’.)

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A well-written book which provides invaluable insights for business learners like me to scale up by following existing cultural values.

When Dharma itself is becoming a rare phenomenon, infusing Dharma into the operations of a corporate entity is a novel idea. It reinforces that we should never forget our roots.

Dr Sureender Seetharaman,

Director, The Flavors India (P) Ltd, Pondicherry, India

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In the Bhagavad Gita, Lord Krishna exhorts us to rise above the three gunas and remain rooted in the self alone.  He cites three kinds of personality traits, or gunas.  

त्रैगुण्यविषया वेदा निस्त्रैगुण्यो भवार्जुन ।
निर्द्वन्द्वो नित्यसत्त्वस्थो निर्योगक्षेम आत्मवान् ॥ 2.45॥

The Vedas’ concern is with the three gunas. Be without the three gunas, O Arjuna, without the pairs of opposites, ever established in purity, without possessions, possessed of the Self.

All of us have these three gunas in varying proportions— sattvic (benign goodness), rajasic (action-oriented) and tamasic (inaction, lethargy, procrastination). In different settings, even the proportions comprising a personality might be somewhat different. A devil in the office could be a loving father at home. Someone who champions the cause of women’s empowerment in public could be terrorising his wife at home.

The bouquets and brickbats hurled at one by life invariably represent opposites that one faces in life—success and failure, joys and sorrows, heat and cold, health and disease, and the like. A manager would typically face many a tough choice to be made in her career—that of chugging along in an assignment which pays well but is not close to her heart, or calling it quits, finding her true calling and pursuing her passion in life; an important meeting at the office versus annual day celebrations at her only child’s school at the same time; whether or not to show the door to a long-serving cashier who has recently been found having his hand in the till; and the like.

What Lord Krishna is suggesting here is for one to be trans gunas. This way, one attains a balanced and harmonious state in all of one’s activities, whether materialistic or spiritual, thereby leading to true happiness within, irrespective of whether one fails or succeeds in one’s efforts.

(The text is an edited excerpt from my latest book ‘Bhagavad Gita’s Guide to Corporate Dharma’.)

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Most of our accomplishments in life happen due to team work, or, when we follow a ‘We and Us’ approach to problem solving.

How did Intel happen? Here is a brief account of how it came about.

Eight upcoming scientists, including Robert Noyce, Gordon Moore and Andy Grove, walked out of Shockley Transistor Laboratories, owned by William Shockley, who had previously won the 1956 Nobel Prize in Physics for his work on transistors. The provocation for ‘the traitorous eight’—as referred to by Shockley—to part company with him was the fact that the latter was as brilliant a scientist as he was a poor leader. He is reported to have been pig-headed in many matters, treating his team members with scant regard. He often behaved as if the eight were trying to undermine him. Surely, doping non-electrical conducting materials with germanium and silicon, thus paving the way for the transistor revolution and the chip revolution, was easier for him than keeping his team members charged up by being a collaborative and humble leader.

When Shockley was ousted from his own company, he joined Stanford as a faculty member. In 1989, he died of prostate cancer, estranged from all his relatives and friends. His children were reported to have learnt of his death through newspapers.

On the other hand, the group of eight who had left him went on to set up Fairchild Conductors and, subsequently, Intel Corporation. Perhaps they made a fortunate transition from an ‘I and Me’ approach to a ‘We and Us’ one.

(The text is an edited excerpt from my latest book ‘Bhagavad Gita and Corporate Dharma’.)

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Yet another technique advised by Lord Krishna in the Bhagavad Gita is that of reverse delegation; in other words, the art of passing the buck to someone higher up!

मयि सर्वाणि कर्माणि संन्यस्याध्यात्मचेतसा ।
निराशीर्निर्ममो भूत्वा युध्यस्व विगतज्वर: ॥ 3.30॥

Dedicating all actions to Me with a mind fixed in faith on Me, free from expectation and sense of mine (ownership), fight, delivered from fever.

The technique suggested here is very practical and suited to CEOs and managers of all kinds, irrespective of their state of evolution. One’s desires may still be strong in the mind, attachment to worldly objects may still be strong, the intellect may also not yet be free from confusion and delusion, and the ego may still be governing one’s actions.

However, surrendering all actions to a superior power with faith and sincerity has several advantages. It calms the mind, intellect and ego, and propels an individual on a natural path of evolution.

A manager can start practising this technique by simply forming a habit of meeting her boss halfway through. In other words, by keeping him updated on the status of a project even before he starts worrying about it!

(The text is an edited excerpt from my latest book ‘Bhagavad Gita and Corporate Dharma’. Illustration courtesy Sri Ram Chandra Mission and the artist.)

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A manager with strong inner resilience maintains self-esteem and a balanced view of reality, enabling her to make clear, responsible decisions. She owns her actions without blaming others and approaches failures with honest introspection, avoiding extremes of pride or despair. This mindset helps her respond effectively to challenges and remain objective.

Like a swimmer prepared for rough seas, a resilient manager is ready to face challenges and break through barriers. This inner strength helps her bounce back from setbacks and thrive, driven by positive stress that encourages continual growth.

Pressure is an ‘external’ stimulus. Stress is what ‘we’ experience. The level of stress we experience therefore is directly proportional to the pressure we receive. The good news is that stress is inversely proportional to our inner strength and resilience.

A mathematical formulation for stress could qualitatively be along the following lines:

The Bhagavad Gita Offers a Technique of Self-perfection

This is how Lord Krishna explains equanimity to Arjuna. In Verse 38 of Chapter 2 of the Bhagavad Gita, He says:

सुखदु:खे समे कृत्वा लाभालाभौ जयाजयौ ।
ततो युद्धाय युज्यस्व नैवं पापमवाप्स्यसि ॥ 2.38॥

Having attained equanimity in happiness and sorrow, in gain and loss, in victory and defeat, then come out to fight. Thus, you will not incur sin.

(The text is an edited excerpt from my latest book ‘Bhagavad Gita and Corporate Dharma’.)

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