UdyamGita

When a founder asks betrayers to leave the organization, it can impact their teams and followers. When key people leave, it can disturb the psyche of the organization. This can affect the culture and, in turn, the outcomes.

When these core deliverables are impacted, the very purpose of running the organization may not be fulfilled. Productivity, deadlines, customer satisfaction, and revenue generation, each of these core dharmas, may get negatively affected.

An organization has its own structure. People join and people leave. Team members come from different age groups, genders, and skill sets. When senior members who have betrayed the business are punished or let go, it can create negativity among those who remain and even among new joiners, as they may not see the bigger picture or may be personally attached to those leaders.

During such negative sentiments, newly joined or junior employees may stop listening to senior instructions, stop aligning with leaders, delay work, or deliver poor quality outcomes. New joiners may feel lost because they do not have a real leader to guide or mentor them. This can completely disrupt the organization’s rhythm of functioning.

Therefore, an organization should have a clear core dharma for addressing betrayals in any form, both internal and external. Misuse of organizational resources and lack of alignment with organizational deliverables are also forms of betrayal.

As a founder, one must have clarity about the impact of their actions, especially when letting go of senior leaders. When this clarity exists, the founder can find ways to reduce negative impact and be prepared with proper course correction processes and procedures.

In these verses, Arjuna expands his argument beyond individuals to systemic consequences. He fears that destruction of a dynasty will destroy traditions, weaken discipline, corrupt behavior, and ultimately collapse the moral and functional fabric of society.

His concern is no longer just about killing relatives—it is about breaking a system that holds people together. Once the structure weakens, disorder spreads uncontrollably across generations.

Business Insight

Arjuna’s fear directly maps to organizational systems.

When a founder asks betrayers—especially senior or influential members—to leave, the impact goes far beyond those individuals. Their exit affects:

• their followers,
• their teams,
• and the psychological stability of the organization.

An organization runs on rhythm, structure, and shared norms. Sudden exits at the top can disturb:

• productivity
• deadlines
• quality of work
• customer trust
• revenue flow

These are the core Dharmas of an organization. When they are disrupted, the very purpose of the organization starts eroding.

Leadership Lesson

Arjuna is pointing to a chain reaction.

When senior figures exit under negative circumstances:

• Remaining employees may lose trust in leadership
• Junior or new members may stop listening to seniors
• Accountability weakens
• Alignment breaks
• Quality drops
• Deadlines slip

New joinees feel lost without strong mentors. Teams function without clarity. The organizational fabric loosens—not because people are bad, but because structure has collapsed.

This is why Arjuna fears action without preparation. He is not saying don’t act—he is saying understand the consequences of action.

For founders, this means:

• Betrayal must be addressed
• But how it is addressed matters deeply

Misuse of organizational resources, lack of alignment, or repeated violations are also forms of betrayal. Ignoring them is dangerous—but removing people without managing the ripple effects is equally risky.

Key Takeaways

• Organizations are systems, not individuals: Actions at the top ripple across the structure.
• Senior exits impact culture deeply: Especially when followers are emotionally attached.
• Core organizational Dharmas must be protected: Productivity, quality, delivery, trust.
• Address betrayal with clarity, not impulse: Anticipate second-order effects.
• Prepare course-correction mechanisms: Leadership transitions must be managed, not abrupt.