UdyamGita

Employees experience both success and failure under the system built by the entrepreneur. The entrepreneur’s intention is to make employees successful, but due to a lack of skill, exposure, or surrounding situations, failures may still occur. The entrepreneur should not take all the blame on himself and must understand that even under near perfect conditions, some things can fail. Of course, one has to evaluate whether the system needs a revamp or an upgrade, but that alone cannot make the entrepreneur fully accountable.

Similarly, there can be many success stories as well. Even with or without a system in place, certain employees may succeed because of the right steps they take on their own. The entrepreneur should not take credit for their good work either.

Employees should clearly know that they are the owners of the results of their actions. This understanding brings a much higher level of accountability among them.

Some employees, even when they make mistakes, fail to recognize gaps on their side. They start blaming the system, people, or situations around them, instead of identifying their own shortcomings. In such cases, there is no scope for improvement, as they believe they have already given their best. However, if the system helps them identify these gaps and supports them in addressing them gracefully, they will realize their mistakes and be willing to correct themselves. People with the right intentions often need only a small nudge toward the right approach and the right support from the organization. They pick it up from there and improve themselves. Over time, they become the greatest assets of the organization.

Krishna clarifies a profound truth: outcomes—good or bad—do not originate from a higher authority arbitrarily assigning reward or punishment. Confusion arises when inner clarity is clouded by ignorance. When knowledge dawns, responsibility becomes visible, just as sunlight removes darkness without effort.

Business Insight

In organizations, outcomes emerge within systems, but they are owned by individuals.

An entrepreneur designs the system with the intention of enabling success. Yet even in well-designed environments, failures occur—due to skill gaps, judgment errors, or situational constraints. The founder must not internalize every failure as personal fault.

At the same time, success can arise independently—some employees excel because of their own initiative and choices. Taking personal credit for such wins is equally misleading.

The entrepreneur’s role is enabling, not owning outcomes.

Leadership Lesson

Accountability strengthens when ownership is clear.

Employees must understand:

• They own the results of their actions
• Systems support them, but do not replace responsibility

Problems arise when ignorance prevails—when individuals externalize blame to systems, people, or circumstances. In such cases, growth stops.

A mature organization does not punish ignorance; it illuminates it. Through feedback loops, mentoring, and supportive correction, employees are helped to see their own gaps. Those with right intent need only clarity and support—once they see, they improve rapidly and often become the organization’s strongest contributors.

Key Takeaways

• Leaders enable outcomes; individuals own them.
• Not all failures indicate flawed systems; not all successes validate leadership.
• Clear ownership builds accountability and maturity.
• Blame thrives in ignorance; growth begins with awareness.
• Illuminated employees become the greatest organizational assets.