UdyamGita

But an entrepreneur cannot say, I will focus only on acquiring knowledge related to the industry or organizational functions and will not get involved in day to day operations. There is no way to apply learning without involvement, nor can learning be upgraded without understanding real time scenarios. An entrepreneur may be more inclined toward gaining knowledge and less toward hands on work, but that does not mean he can completely step away from his duties and responsibilities in daily operations. He has to be seen as a leader who leads by example, and the system expects him to be available for his people, processes, and the functioning of the organization.

Everyone is blessed with certain qualities. Some are innate and some are acquired. There is no single or fixed way of getting work done. Based on individual capacity, characteristics, and strengths, the founder must keep moving forward toward the goal. There is no need to compare oneself with others. What matters is continuous progress.

People and systems are generally accepting if founders make mistakes, mess up, or fail to handle certain situations. What they do not accept is the non availability of the founder or owner. Irrespective of the size of the organization or its success or failure, the founder has to be visible. He may train others to handle situations based on his knowledge, but he should be seen actively trying to move the organization forward. There is no way one can stay away from the business and focus only on self growth through knowledge acquisition.

Krishna dismantles a subtle misconception. Liberation does not come from avoiding action, nor does wisdom arise from external renunciation. Action is unavoidable. Even for a moment, no living being can remain inactive. Every individual is propelled to act by their inherent qualities—the gunas—that shape temperament, inclination, and behavior.

In other words, inaction is an illusion.

Business Insight

An entrepreneur cannot claim:

“I will only acquire knowledge and stay away from day-to-day operations.”

Knowledge without application stagnates. Application without real-time feedback becomes outdated. There is no way to test learning, refine judgment, or upgrade understanding without engaging with live business realities—customers, people, processes, and crises.

Even a founder who prefers thinking over doing cannot abdicate responsibility. They may minimize hands-on involvement, but they cannot opt out of accountability. Running a business demands participation—sometimes strategic, sometimes operational—but always present.

Entrepreneurship does not allow spiritual or intellectual escapism.

Leadership Lesson

Leadership is not defined by perfection—it is defined by presence.

People and systems are surprisingly forgiving of mistakes. They accept misjudgments, delays, and even failures. What they do not accept is absence.

The founder must be seen:

• seen engaging,
• seen learning,
• seen trying to move the organization forward.

Leading by example does not mean doing everything. It means staying connected—to people, to processes, and to the pulse of the business. A leader may delegate tasks, train successors, and build systems, but cannot disappear behind the excuse of “self-growth” or “pure strategy.”

Growth without grounding weakens leadership credibility.

Key Takeaways

• Inaction is not an option—every founder is compelled to act.
• Knowledge without engagement does not compound.
• Delegation is healthy; disappearance is not.
• Leadership tolerates mistakes, not absence.
• Every founder operates according to their nature and strengths—there is no single correct style.
• Comparison is unnecessary; consistent forward movement is essential.
• Be present for your people, processes, and purpose.