The Bhagavad Gita and Management

Many of the principles and ideas presented in the Bhagavad Gita can be applied to modern management practices.

कर्मण्येवाधिकारस्ते मा फलेषु कदाचन।

मा कर्मफलहेतुर्भूर्मा ते सङ्गोऽस्त्वकर्मणि।।2.47।।

Paraphrased: Your right is to perform action only, but never its fruits. Let not the fruits of action be your motive, nor let your attachment lead to inaction.

One of the key teachings of the Bhagavad Gita is to focus on what is in one’s control and not waste time on what is not in one’s control. This can be achieved through detachment from the results of one’s actions. 

This means that managers should focus on the process and periodically review the process (input) than the result (output). 

Output is more often than not, is the result of the input (process followed). This will help the managers detach themselves from the outcomes or results (which is not under direct control) of those actions. In addition, one should not give in to inaction thinking, ‘if the result is not in direct control and detachment from the result needs to be practiced then what is the use of action!!!’ 

“कर्मण्येवाधिकारस्ते” – I have control only over my actions

Practical Meaning:

I must focus on my area of influence, i.e., the tasks, processes, and efforts that are within my control.

I cannot control market conditions, customer behaviour, natural insurgencies or competitors. However, I can control my strategy, focus, quality, effort, and discipline. Peter Drucker’s principle says, “Do what is right, not what is easy” and Stephen Covey’s “Circle of Influence” states, ‘focus energy where you can actually make a difference.’

“मा फलेषु कदाचन” – I never have control over the fruit of my actions (results)

Practical Meaning:
Outcomes (like achievement of sales targets, profit, promotion, success) depend on multiple factors, many beyond my control.
If I become emotionally attached to the outcome, it clouds my decision-making ability and reduces efficiency. Hence, I need to:
1. Practice process-oriented leadership instead of result-oriented one.
2. Focus on execution excellence.
3. Let go of outcome anxiety – focus on inputs, results will follow.

“मा कर्मफलहेतुर्भूः” – I must not let the fruit of my actions (results) be the motive of my work

Practical Meaning:
Don’t work only for incentives or rewards.
True professionalism means working for purpose, excellence, and growth, not merely for bonuses or recognition. Great leaders inspire teams by shared purpose, not just by reward systems.

“मा ते सङ्गोऽस्त्वकर्मणि” – And I must never be attached to inaction

Practical Meaning:
I must not become passive or avoid responsibility because of fear of failure.
Even when outcomes are uncertain, a leader must act decisively and responsibly because:

1. “Analysis paralysis” is the enemy of progress.
2. Agile management: Act, Learn, Adjust.
3. “Fail fast, learn faster.”

Shloka Summary:

Key takeaways:

“Do your best with commitment and excellence, but stay detached from results as they will come as a byproduct of right action.” This mindset builds:

1. Resilience under pressure
2. Ethical leadership
3. Sustainable performance
4. Team morale and creativity

When managers follow the above, reviews become more objective and because they are based in input matrix clearly defined action plan can be drawn up. Reviewing the plans and making subtle changes, if required, keeps the team engaged and motivated leading to a low employee turnover!

A very important Leadership virtue from The Bhagavad Gita is

यद्यदाचरति श्रेष्ठस्तत्तदेवेतरो जनः।

स यत्प्रमाणं कुरुते लोकस्तदनुवर्तते।।3.21।।

Paraphrased: Whatsoever a great man does, that the other men also do. Whatever he sets up as the standard, that the world (mankind) follows

“यत् यत् आचरति श्रेष्ठ” – The way a leader demonstrate

Practical Meaning:

The behaviour, work ethic, and values of leaders are constantly observed and imitated by their teams. People don’t follow instructions, they follow examples:

1. ‘Leadership by Example’ or ‘Model Leadership’ 
2. The idea of Role Modeling in organizational psychology
3. Leaders are “Visible Symbols” of organizational culture.

Application:

If a manager values punctuality, quality, and ethical conduct, the team naturally mirrors those values. However, if the leader cuts corners or blames others, the same behaviour cascades downward.

“तत्तदेवेतरो जनः” – Other people also do

Practical Meaning:
Team members take cues, consciously or subconsciously from their leader’s behavior.
Organizational culture is not created by policies but by leadership behavior patterns. People learn more from observing than from formal training. In corporate settings, “Culture flows from the top.”

Application:
If the CEO demonstrates work-life balance, employees feel permitted to do the same.
If leaders exhibit toxic competitiveness, it spreads through the team.

“स यत्प्रमाणं कुरुते लोकस्तदनुवर्तते” – Whatever a leader sets up as the standard, the world (mankind) follows

• Practical Meaning:
  Leaders establish benchmarks of excellence, ethics, quality, and innovation through their own conduct. What they tolerate, the organization normalizes. What they celebrate, the organization multiplies.
  • Great leaders set aspirational standards – Benchmark Leadership
  • Inspiring leaders set up aspirational standards by vision and example – Transformational Leadership
  • When a leader shows transparency and accountability, it becomes a cultural standard — employees feel safe to take ownership and admit mistakes.
  • ‘Culture eats strategy for breakfast.’ – Peter Drucker

Key Takeaways:

• Leadership is behavior, not position – Authority inspires obedience but example inspires commitment.
• Culture mirrors leadership – Teams don’t rise above the standards their leaders set.
• Walk the talk – Values written on walls mean nothing unless lived by leaders.
• Inspire through authenticity – When leaders embody their vision, people follow naturally. ‘Not out of compulsion, but conviction.’

Shloka Summary:

“Be the example you want your organization to become.”

श्रेयान्द्रव्यमयाद्यज्ञाज्ज्ञानयज्ञः परन्तप।

सर्वं कर्माखिलं पार्थ ज्ञाने परिसमाप्यते।।4.33।।

Paraphrased: Wisdom-sacrifice is superior to the sacrifice with objects, O Parantapa (scorcher of the foes). All actions in their entirely, O Arjuna, culminate in knowledge.

The Bhagavad Gita also emphasizes on the importance of acquiring right knowledge to perform the right action!

Bhagawan Shri Krishna states (verse 4.33) that culmination of all action and activities is basis the knowledge one has. 

In a managerial role (or any role for that matter), it is imperative to have the right knowledge about the role/subject to perform the right action. Depending on the function, right knowledge can be about:

• Product
• Price
• Promotion
• Packaging
• Competition
• Customer etc

Having the right knowledge makes one more empowered and confident to deal with any situation (favourable or otherwise) with dignity and poise.

Lastly, Human Resource is the biggest asset of any organization and having knowledge about team members helps in right mentoring. This creates highly productive team/s which is a win-win for the organization (high productivity) as well as the individuals (higher roles). This helps in reduction/elimination of personal biases leading to better engagement of team.

The gem that we have for over five thousand years in the form of Shrimad Bhagavad Gita has a solution to all the above challenges, provided one engages (works as prescribed). 

Our books ‘The Corporate Bhagavad Gita – Discover the Arjuna in You’, Bhagavad Gita – A Story and भगवद गीता – कहानी स्वरूप are an effort to make The Bhagavad Gita a must read for everyone, and make it available for masses to imbibe, emulate, and make a positive difference in one’s life.