UdyamGita

Each department or vertical has a strong domain knowledge base. Each of them is a subject on its own. We can find many experts, mentors, and gurus in these domains, and one may have to visit these knowledge sources frequently to be a leader in the domain.

Each vertical domain works in an environment provided to it. It has to function according to the quality and quantity of the resources available or created. The division works in alignment with the ego of the head of the division. How he treats his fellow team members, how he treats success and failure, and how he treats himself in front of the team play a major role. Also, his intellectual capacity, expertise, vision, hidden desires, and unfulfilled wishes play a major role. So, while hiring the leader for verticals, check the alignment with the organizational culture to ensure the right fit.

Once we hire the right fit, he is going to work according to one of the most important principles. What is in it for me. How will I get benefited by doing certain work by following certain procedures. The second aspect is how much his mind is invested in making the organizational goal a reality. Does he really believe in the idea. Does he think that he can add value to the organization and its process of achieving the goal. Is he happy and proud to be part of this process. One has to keep checking this vibe in him frequently.

Another important factor is whether the leader is overly invested in any activities outside the prime functions during working hours. Is he aligning himself completely with day to day activities, or is he more interested in materialistic fun. Is he reliable and dependable, or unpredictable due to his heavy involvement in other activities.

His personality plays a major role in driving the division efficiently and effectively. His desires, likes and dislikes, his definition of success and happiness, and whether he is undergoing any stress or sorrow impact the division and its deliverables. Also, his company, the people he is surrounded by, says a lot about his personality. His quality of bouncing back even after setbacks, and his core principles and personality traits play a major role, though they keep evolving.

So, there is no point in branding a person and taking outcomes for granted for a long period. As an entrepreneur, the first step is while hiring, check the alignment. The second step is to observe his traits and daily activities to see whether he is on the right path or not. The third step is to keep a constant check with the person, understand the reasons behind certain behavior, see whether the behavior is short term or long term, its impact on others, whether that behavior is self correctable or needs intervention, and if intervention is needed, at what level. These are the calls an entrepreneur has to take.

Krishna now deepens the inquiry. He explains that the nature of the Kṣhetra—the field—has been analyzed exhaustively by sages, scriptures, and rigorous logic. It is not vague philosophy but a well-studied system.

He then dissects the field into its constituents: elements, intellect, ego, senses, desires, emotions, consciousness, will, and resilience. In short, the field is not just physical structure, but a living, evolving psychological and emotional system.

Business Insight

Every organizational vertical is exactly this—a living field.

Each department:

• Has its own body of knowledge, experts, mentors, frameworks, and best practices.
• Operates within a given environment of resources—budgets, people, tools, timelines.
• Is deeply influenced by the inner world of its leader, not just processes.

The output of a vertical is shaped as much by:

• The leader’s ego (how they handle power, success, and failure),
• Their intellect (clarity, expertise, vision),
• Their unfulfilled desires and hidden ambitions, as by systems and SOPs.

Hence, hiring is not a skill-matching exercise alone—it is a cultural and psychological alignment decision.

Leadership Lesson

Krishna’s breakdown is a powerful reminder: leaders are not static assets.

Once a leader is onboarded, their performance is governed by a silent but dominant principle:

“What is in it for me?”

An entrepreneur must continuously sense:

• Is the leader mentally invested in the organization’s purpose?
• Do they genuinely believe they add value?
• Are they proud to be part of the journey—or merely compliant?

Equally critical:

• Are they overly distracted by non-core pursuits during work hours?
• Are they dependable—or unpredictable due to misplaced priorities?
• Are they growing inwardly, or slowly drifting?

Leadership effectiveness fluctuates with emotions, stress, company kept, setbacks, and evolving personal definitions of success. No leader remains the same forever.

Key Takeaways

• Each vertical is a complex field shaped by both resources and the inner world of its leader.
• Cultural alignment matters as much as technical expertise while hiring.
• A leader’s ego, intellect, desires, and emotional state directly impact team outcomes.
• Entrepreneurs must continuously observe—not label—leaders, as personalities evolve.
• Effective leadership oversight follows three steps:
• Hire for alignment
• Observe behaviour and daily priorities
• Intervene consciously—only when needed, at the right level