UdyamGita

Every organization has its own culture, which is the result of the founder, the employees, and the system built to function together. A founder often feels that he is doing everything and therefore owns every success or failure. This mindset can create false ego during success or deep disappointment during failure. In reality, the founder’s role is to direct employees to perform in a certain way by using the system available to them to carry out their duties.

The results are outcomes of the overall culture of the organization. How people behave at work, the choices they make, their intent, and their corrective mechanisms all contribute to the final outcome. The founder is primarily there to give direction and correct the course if there is any deviation. Therefore, he should not take personal credit for success or blame himself entirely for failure. His role is to guide, while the actual execution is carried out by employees with the support of the system.

The founder can train employees and improve systems to achieve better results, but the act of doing lies with the people. Recognizing this balance helps the founder remain grounded and focused on strengthening culture, people, and systems rather than getting trapped in ego or disappointment.

Krishna reveals a subtle truth about human action. All activities are carried out by the gunas—the inherent forces of nature that shape behavior and outcomes. Yet, when clouded by ego, individuals falsely believe, “I am the doer.” This delusion binds the mind—whether through pride in success or despair in failure.

True wisdom lies in recognizing the larger system at work.

Business Insight

Every organization operates through a collective culture—a combination of people, processes, and systems.

Founders often fall into the trap of believing they are doing everything. When success comes, ego rises. When failure occurs, depression follows. Both extremes stem from the same misunderstanding.

The founder’s real role is to:

• set direction,
• design systems,
• align people,
• correct deviations.

Execution, however, happens through employees working within the system. Results—good or bad—are outcomes of organizational culture, not individual heroics.

Leadership Lesson

Wise founders detach from the illusion of personal doership.

They do not obsess over credit or blame. Instead, they focus on improving:

• people capability,
• system robustness,
• feedback mechanisms,
• decision quality.

By releasing ego, leaders gain clarity. They can train teams better, refine systems faster, and create environments where excellence becomes natural rather than forced.

Leadership is guidance—not ownership of outcomes.

Key Takeaways

• All results emerge from collective systems, not individual ego.
• Founder obsession with credit leads to pride or burnout.
• Direction is leadership; execution is collective action.
• Strong cultures outperform heroic individuals.
• Detach from doership to lead with clarity and balance.