UdyamGita

In every organization, clear roles and responsibilities must be defined for each post and position. This helps people perform their duties with clarity and, therefore, with dedication. When individuals handle their responsibilities well and grow beyond their current role, the next level role should be offered, of course, based on available opportunities. This way, the path of career progression becomes clear to everyone, and each person can aspire to become a CEO or be part of the founding team when such positions open up.

However, there are some people who do not perform their duties as per expectations. Their primary focus is achieving personal goals and milestones, with little interest in organizational objectives. Such individuals not only remain stagnant themselves but also lower the morale of the organization by becoming obstacles for those who want to grow. The mood of an organization is very sensitive, and these unhappy individuals can create ripple effects that disturb the rhythm of the organization, eventually making it stagnant or pushing it downhill. Such people should be avoided in an organization.

On the other hand, for someone who truly loves the domain they work in, work becomes play. It no longer feels like work but flows naturally, like a river. There is no additional effort, mental strain, or stress. Everything feels natural. Such a person has mastered the art of their work at all levels, and any task given to them is handled with ease and grace. They enjoy the work so deeply that taking them away from it feels like taking a fish out of water.

There is a subtle difference between being a workaholic and being happy at work. A workaholic is often self centered, works mainly for personal growth, rarely shares credit, operates under constant stress, creates a stressful environment for others, and feels disappointed when results do not go their way. In contrast, a person who enjoys their work remains happy, gives due credit to everyone involved, and prospers as their contribution helps the organization prosper. They enjoy uplifting others, mentoring, and teaching, and they have minimal attachment to outcomes. Such a person becomes so skilled that they can connect the dots quickly and effectively, arriving at the best possible solutions in a short time. In short, someone who understands the organization inside out can make even complex work feel effortless.

At this stage, they are ready to mentor the next generation without feeling insecure, because they are content with their contribution. They know their capabilities and are confident they can be called upon whenever needed, yet they do not expect the organization to depend solely on them. They willingly develop the next level of leaders and teams. They are no longer worried about the business suffering due to their absence, because they trust that the next generation is prepared to take over and perform well under their guidance. Their mindset becomes so expansive that they not only prepare successors within their own organization but are also willing to share their learnings and support other organizations. Their vision expands beyond their own enterprise and moves toward the greater good of society and humanity.

Krishna explains the eternal cycle of duty and purpose. All prescribed actions arise from divine wisdom, and that wisdom is eternally present in acts of sacrifice (yajna). Those who refuse to participate in this cycle—who live only for personal pleasure—waste their lives.

Yet, Krishna also acknowledges an exalted state: the self-realized individual, fully content within, who neither gains nor loses from action or inaction. Such beings act not out of need, but out of choice. For everyone else, the path is clear—perform your duty without attachment, for selfless action alone leads to the highest fulfillment.

Business Insight

Every healthy organization mirrors this cosmic order.

Clear roles and responsibilities are essential. When people know what is expected and why it matters, they perform with ownership and dedication. As individuals grow beyond their current roles, the next level of responsibility should be offered—based on merit and opportunity. This clarity creates a transparent career path where anyone, theoretically, can aspire to become a CEO or part of the founding leadership when the time is right.

However, problems arise when individuals disconnect from organizational purpose. Some focus solely on personal milestones, titles, or rewards, while remaining indifferent to collective goals. Such individuals stagnate—and worse, they become bottlenecks for others. Their dissatisfaction spreads, disturbing the rhythm of the organization and gradually pulling it downward.

Organizations must be careful about tolerating such misalignment.

Leadership Lesson

There is a profound difference between loving work and being a workaholic.

The person who loves their domain experiences work as a natural flow—effortless, joyful, and absorbing. They have mastered the craft so deeply that challenges feel like play. There is no excess stress, no inner resistance. Work happens with ease and grace.

A workaholic, on the other hand:

• is self-centered,
• works primarily for personal growth,
• hoards credit,
• operates under constant stress,
• creates anxiety in others,
• becomes frustrated when outcomes don’t align with expectations.

In contrast, the truly fulfilled professional:

• uplifts others,
• shares credit generously,
• mentors willingly,
• connects dots rapidly,
• solves problems with calm clarity,
• contributes to organizational prosperity effortlessly.

Such individuals make complex work look like a cakewalk.

Key Takeaways

• Duty is the foundation of sustainable systems—cosmic or corporate.
• Clarity of roles fuels ownership and excellence.
• Misaligned individuals slow organizations down.
• Loving the work transforms effort into flow.
• Workaholism is driven by ego; fulfillment is driven by mastery.
• True experts uplift others instead of guarding their position.
• Detachment from outcomes expands leadership capacity.
• Mentorship without insecurity marks real maturity.
• When vision expands beyond self and organization, leadership becomes service to society.