UdyamGita

Entrepreneurs many times end up hearing a lot of jargon from mentors, consultants, and other leaders, even from within the team. The other way round is also true. Entrepreneurs may use a lot of jargon while addressing employees and partners. In such cases, it is better to ask for clarity rather than assume things and start making progress on the wrong path. It is important for an entrepreneur to align everyone with his vision from day one. So whenever anyone joins the team or a new initiative is taken up, one has to clearly define the following aspects.

What is Brahman, the absolute reality. What is the vision of the company, who are the end users, and how are we solving the problem.

What is Adhyatma, the inner self. What is the role of the individual joining the team.

What is Karma, action. What needs to be done and how it should be done.

What is Adhibhuta, the material aspect. What are the resources available to execute the tasks.

What is Adhidaiva, the divine principle. What support, guidance, and clarity the founder or the leader will provide, what the interventions are, and what the expected outcomes are.

Arjuna pauses the battlefield—not out of fear, but out of confusion. He is flooded with profound terms: Brahman, Adhyatma, Karma, Adhibhuta, Adhidaiva, Adhiyajna. Instead of pretending to understand, he asks Krishna to define them clearly.

This moment is powerful: before acting decisively, Arjuna demands conceptual clarity. Krishna is not offended—he welcomes the question.

In the Gita, this is the turning point where clarity becomes the foundation of action.

Business Insight

Entrepreneurs live in a world overflowing with jargon—vision, mission, strategy, OKRs, growth hacks, culture fit. Mentors use it. Consultants multiply it. Founders often amplify it.

The danger?

Teams nod in agreement while silently interpreting words their own way. Execution then diverges, and energy is wasted moving confidently in the wrong direction.

Like Arjuna, a wise entrepreneur pauses and asks:

“Do we really mean the same thing?”

Alignment is not assumed—it is designed.

From day one—when a co-founder joins, an employee is hired, or a new initiative begins—the founder must define the core truths of the enterprise with absolute clarity.

Leadership Lesson

Krishna teaches that leadership begins with shared understanding.

Translate Arjuna’s questions into entrepreneurial fundamentals:

• Brahman (Absolute Reality)

What is our ultimate truth?

The company’s vision: Who are we serving? What problem truly matters? Why do we exist?

• Adhyatma (Inner Self)

Who am I in this system?

The role and responsibility of each individual—how they create meaning and impact.

• Karma (Action)

What must be done?

Clear actions, processes, and standards of execution.

• Adhibhuta (Material Aspect)

With what means?

The resources—capital, tools, technology, time, and talent available.

• Adhidaiva (Guiding Principle)

Who provides direction?

The founder’s leadership—guidance, decision-making, course correction, and accountability.

When these are explicitly defined, teams don’t just work harder—they work together.

Key Takeaways

• Clarity is a leadership responsibility, not a team weakness
• Never assume alignment—define it
• Vision answers why, roles answer who, actions answer how
• Resources without direction create noise, not results
• A founder’s true power lies in providing meaning and guidance