UdyamGita

People evolve with time, experience, and exposure. They learn new skills, communicate better, and plan well. Similarly, many people also move in the reverse direction. They do not upgrade their skills, stop practicing their existing skills, and get into a negative mindset. As a result, they get stuck in a negative growth cycle. As an entrepreneur, one should not rely only on the initial assessment of employees, vendors, or partners and continue assigning the same or similar work throughout. Once one phase of a project is completed, one should take stock of the deliverables from each of them and evaluate their personal growth along with their performance. For the next project, they should be treated like fresh resources, and based on assessment data, roles should be assigned according to their skills and performance. This approach helps in building a performance oriented culture.

While doing this exercise, the entrepreneur should remain neutral, unbiased, and detached, and treat everyone as an independent individual, without favoritism coming in the way. Only then will this exercise be fruitful and yield the desired results.

Krishna now explains the rhythm of creation itself. At the end of a cycle (kalpa), all beings dissolve back into primordial nature. At the beginning of the next cycle, they are manifested again—reshaped by their inherent tendencies (prakriti).

Yet Krishna makes a striking declaration:

Though I initiate creation again and again, none of these actions bind Me.

He acts fully, but remains inwardly untouched—like a neutral observer. This is not indifference; it is mastery without entanglement.

Business Insight

Organizations, like creation, move in cycles.

People evolve—or devolve—with time, experience, and mindset. Some upgrade skills, sharpen judgment, and grow in ownership. Others stagnate, stop learning, or slip into negative patterns.

A common entrepreneurial mistake is freezing people in their first impression.

Early assessments become permanent labels, and roles get recycled without review. This breaks performance culture silently.

A wise entrepreneur closes every major phase the way Krishna closes a kalpa—by dissolving assumptions.

• Review deliverables
• Assess real growth, not just effort
• Reassign roles as if starting afresh

This allows renewal without disruption—and progress without sentimentality.

Leadership Lesson

Krishna creates repeatedly, yet remains detached. That is the leadership model here.

While evaluating team members, vendors, or partners, the entrepreneur must adopt the same stance:

neutral, unbiased, and inwardly detached.

Favoritism clouds judgment. Emotional history distorts data. Ego resists hard resets.

But when the leader stands slightly apart—like a witness—decisions become fair, sharp, and future-oriented.

This does not reduce empathy; it protects clarity.

Only such detached leadership can build a truly performance-driven culture.

Key Takeaways

• People and teams operate in cycles—growth is not linear, and stagnation is real.
• Never freeze roles based on early impressions; reassessment is a leadership responsibility.
• End of every project should dissolve assumptions, not just complete tasks.
• Neutral evaluation builds meritocracy; favoritism quietly destroys it.
• Act fully, stay detached—this is the highest form of entrepreneurial leadership.