UdyamGita

Every founder has his own style of working. He is comfortable with that style because it comes naturally to him. There is no friction or force involved in following his natural way of working. But if someone believes the founder can perform better by adopting a different approach and forces that approach on him, he may lose his rhythm. Most of his energy then gets spent on aligning himself to the new style rather than focusing on actual work.

When a company is at an initial stage, it is better to leave the founder alone and allow him to follow his natural tendencies. People with a similar mindset come together, and alignment happens naturally. The founder may dislike certain kinds of work and prefer doing what he enjoys, while delegating tasks he does not like to others. This approach works well when the business is growing from scratch.

However, once the organization reaches a certain level of maturity, the founder must become more flexible about the work he does and the methods he follows. At this stage, decisions should not be driven by likes or dislikes, but by what the situation demands. The goal becomes completing the task by any means necessary, whether one likes it or not. As the founder grows along with the organization, his mental maturity also evolves, making him aware of what needs attention, by whom, and at what time, regardless of personal preferences.

If the founder continues to stick to the same personal traits and preferences even after the organization has matured, it can harm both his own growth and the growth of the organization.

Krishna acknowledges a fundamental truth: every individual—even the wise—acts according to their inherent nature. Suppressing one’s tendencies does not lead to progress; it creates inner resistance. At the same time, Krishna warns against becoming enslaved by likes and dislikes. Attachment and aversion are natural—but yielding to them blindly becomes an obstacle on the path.

Wisdom lies in understanding nature, not denying it—and mastering it, not obeying it.

Business Insight

Every founder has a natural working style.

In the early stages of a venture, this natural rhythm is a strength. The founder works effortlessly, energy flows, decisions are intuitive, and momentum builds. Forcing an external style or borrowed framework at this stage can break rhythm and drain energy. Alignment happens organically when people with similar mindsets come together.

A founder may enjoy certain tasks and dislike others—and distributing work accordingly is not a weakness; it is intelligent delegation during early growth.

Leadership Lesson

As the organization matures, the leadership equation changes.

At scale, leadership is no longer about personal comfort. The founder must gradually move beyond likes and dislikes and do what the situation demands. Some tasks will be uncomfortable. Some decisions will go against personal preferences. Yet they must be done—because the organization needs them.

True growth happens when the founder evolves along with the enterprise. If a founder remains rigid—clinging to early-stage habits long after the organization has outgrown them—they risk stagnation, and worse, organizational decline.

Key Takeaways

• Nature shapes action—forcing change too early destroys rhythm.
• Early-stage success benefits from working with natural tendencies.
• Delegation based on likes and strengths is smart in the beginning.
• Maturity demands flexibility beyond personal preference.
• Leadership evolves from comfort-driven to necessity-driven action.
• Ignoring this transition can derail both founder and organization.