UdyamGita

The word Madhusoodhana is used here to indicate that Krishna is the one who killed a Daitya named Madhu. It implies that Krishna is not just a preacher, but someone who has deep expertise in warfare.

Similarly in business, seek advice from people who have actually dirtied their hands and possess practical knowledge. You will find many people advising you, but those who have dealt with similar issues themselves can offer more realistic guidance. Many times, you may also become a mentor, or employees and team members may approach you for advice. Agree to advise them only if you have practical knowledge in the domain where they are facing the problem. Being a business owner does not mean you have dealt with everything yourself. You hire people to complement skills and domains. That does not mean you can mentor everyone in the organization. Identify the real expert and direct the mentee to them.

Krishna is concerned that Arjuna is having these thoughts even before the war begins, which is not a good sign for a great warrior. In business as well, initiatives should be taken only after proper due diligence. But once a decision is made, the business owner should not carry doubts about it. A half minded initiative not only guarantees failure, but can also create a negative impact on people, processes, and outcomes of the organization.

By using the word Partha, Krishna reminds Arjuna of his mother Pratha, Kunti, who was the source of motivation for all the Pandavas. In fact, Kunti had given clear instructions to the Pandavas to win the war at any cost. Krishna indirectly wants Arjuna to remember the words spoken by Kunti just before they left for the war. Similarly, when you feel hopeless or helpless, remember the people for whom you are running the business. Recalling the words of well wishers can work wonders by reigniting the purpose of the business.

The next word used here is Parantapa, meaning the one who troubles the opponents. During any crisis, do not just count your potential. Recall your own track record of performance and work. This not only boosts confidence, but also gives comfort by reminding you that you have done it before.

Sanjaya describes Arjuna at his breaking point—eyes filled with tears, mind clouded by grief. This is the precise moment when Krishna speaks. Notice the timing: not earlier, not later. When emotional overflow peaks, instruction begins.

Krishna is addressed as Madhusūdana—the slayer of the demon Madhu. This is not poetic excess; it signals credibility. The counsel that follows comes from someone who has fought, not just taught. Krishna confronts Arjuna sharply, calling out delusion (kaśmalam), weakness of heart, and misplaced compassion—because leadership sometimes demands truth over tenderness.

Business Insight

Advice only matters when it comes from lived experience.

In business, everyone has opinions. Very few have battle scars. Krishna’s intervention reminds founders to seek guidance from those who’ve dirtied their hands, navigated real crises, and paid real prices.

Equally important: once due diligence is done and a decision is taken, wavering is destructive. Half-hearted initiatives don’t just fail—they confuse teams, corrode processes, and dilute outcomes. Compassion that overrides clarity becomes a liability.

And when you’re the one being asked for advice: mentor responsibly. Being a founder doesn’t make you an expert in every domain. Build credibility by directing people to the right expert, not by offering generic wisdom.

Leadership Lesson

Krishna addresses Arjuna as Partha—son of Kunti—quietly invoking lineage, values, and duty. Leadership is often reignited by remembering who you represent and why you began.

Then comes Parantapa—one who torments adversaries. In moments of doubt, Krishna asks Arjuna to recall not his potential, but his track record. Confidence grows faster when it’s anchored in evidence.

Leaders don’t deny emotion—but they don’t surrender authority to it. When a decision is made, leadership demands resolve, not retreat.

Key Takeaways

• Seek advice from practitioners, not spectators
• Do the diligence—then commit without hesitation
• Half-minded initiatives damage teams and outcomes
• Mentor only where you have real expertise; redirect otherwise
• Reconnect with your purpose by remembering your people
• Confidence is built on past execution, not future hope