Tag Leadership Development

What if the greatest mentor was not the one who gave the right answers but the one who helped us discover the right questions?

When Arjuna stood on the battlefield of Kurukshetra, he was not lacking knowledge. He was overwhelmed by it.

He knew his duty, the consequences, and what was at stake. Yet, when the moment demanded action, he was confused, emotionally disturbed and unable to move forward.

Krishna did not simply tell him what to do. He mentored him and that distinction has enormous relevance to the contemporary world.

Krishna as a Mentor

What makes Krishna’s mentoring of Arjuna fascinating is that it was not merely about transferring knowledge. It was about transforming the way Arjuna saw himself, his situation and his responsibility.

Lord Krishna listened, questioned, challenged assumptions, and offered different perspectives.

He allowed Arjuna to reflect, and ultimately, he left the decision with Arjuna.

This is very different from the traditional idea of mentoring, where the experienced person says, “I have been through this before. Do what I tell you.” Krishna’s approach was closer to:

“Let me help you see clearly. The decision must become yours.”

That is powerful mentoring.

From Bhagavad Gita to the Contemporary Workplace

Today’s learner does not necessarily need more information.

We already live in an information-rich world.

What people increasingly need is clarity, perspective, self-awareness and the ability to make meaningful decisions.

This is where Krishna’s contemplative approach becomes relevant to Learning & Development.

A good trainer transfers knowledge.

Perfect coach facilitates discovery.

A great mentor helps a person see differently.

The shift is from:

Information → Reflection Instruction → Inquiry Dependency → Ownership Performance → Purpose

What Can L&D Learn From Krishna?

Imagine a leadership programme where the facilitator does not immediately provide solutions to every workplace challenge.

Instead, participants are invited to ask:

What am I seeing? What is within my control? Am I avoiding any responsibilities? What is the right action—not merely the convenient action?

Suddenly, training becomes more than a programme. It becomes a space for inner learning.

This is where contemplative philosophy can enrich contemporary coaching and leadership development.

Reflection can precede action.

Awareness can precede performance.

Purpose can precede goals and responsibility can replace blame.

The Mentor’s Real Work

Perhaps Krishna’s greatest lesson for mentors, coaches and L&D professionals is this:

Your job is not to create followers who depend on your wisdom. Your job is to develop people who can access their own wisdom.

That requires patience & listening.

It requires asking better questions.

Sometimes, it requires the courage to step back and allow the learner to struggle with a question rather than rushing to provide an answer.

The Kurukshetra may have been ancient. But the inner conflict is not.

Every leader, professional, student and human being eventually faces a moment when knowledge alone is not enough.

At that moment, perhaps what we need is not another instructor.

We need a Krishna or Mentor.

Perhaps, in the contemporary world, the real challenge for every mentor is to learn how to become one.

“Close your eyes and let what you just read run through your mind.”

Rakesh Babu | Psychologist | www.shreshtaminds.com

What is really getting in our way?

We often think workplace productivity is about time management, technology, skills and targets. But sometimes, the biggest obstacle is not the workload.

It is the mind carrying unnecessary psychological weight.

An ancient framework called Pancha Kleshas describes five patterns that can disturb our clarity. We don’t have to approach them academically or spiritually. Look at them through the lens of everyday corporate life, and they become surprisingly practical.

1. Avidya (Ignorance) — “Am I seeing this clearly?”

At work, it can be as simple as mistaking our interpretation for reality.

“My manager doesn’t value me.”

“The team isn’t committed.”

“She is deliberately ignoring me.”

“He doesn’t respect my ideas.”

But do we actually know that?

When assumptions become facts in our mind, our decisions follow those assumptions.

The shift: Before reacting, ask, “What are the facts, and what am I adding to them?”

Clarity improves when assumptions reduce.

2. Asmita (Asmita = Egoism) — “Am I taking this personally?”

Someone rejects our idea and sometimes corrects our work. A colleague gets the promotion we expected.

Why does it sometimes hurt so much?

Because somewhere, “my work” has become “me”.

Our designation, expertise, achievements and opinions can become part of our identity. Then feedback feels like criticism of our worth.

The shift: Separate who you are from what you did.

An idea can be wrong without making you incapable. A mistake can happen without making you a failure. When identity becomes less fragile, learning becomes easier.

3. Raga (Attachment) — “Do I need this outcome?”

We all have ambitions. A promotion. Recognition. A particular role. Appreciation. Success.

There is nothing wrong with wanting these things.

The problem begins when:

“I want this” becomes “I must have this.”

Now our peace depends on an external outcome. We become anxious when someone else succeeds. Frustrated when our plans change. Disappointed when recognition doesn’t come.

The shift: Give your best to the process, but don’t make your emotional well-being completely dependent on the result.

Ambition needs direction. Attachment needs awareness.

4. Dvesha (Aversion) — “Am I avoiding what I dislike?”

I don’t like working with that person. I hate presenting. I don’t want to learn this. This is not how we do things.

Sometimes our dislike is justified.

But sometimes, discomfort becomes a reason to stop growing.

We avoid difficult conversations and unfamiliar responsibilities. We avoid people who challenge us. And slowly, our comfort zone becomes our limitation.

The shift: Replace immediate rejection with curiosity.

Ask:

“What exactly am I uncomfortable with?”

Not everything uncomfortable is harmful.

Sometimes, discomfort is simply growth wearing an unfamiliar face.

5. Abhinivesha (Fear of Death/Losing) — “What am I afraid of losing?”

Traditionally, Abhinivesha is associated with a deep fear of death and clinging to life.

In professional life, we can recognise a related pattern in our fear of losing security, status, identity or familiarity.

Fear of failure, losing a job, becoming irrelevant, changing careers & taking a risk.

Sometimes we remain in a situation we have outgrown simply because the unknown feels more frightening than the familiar.

The shift: Instead of asking,

“What if I lose this?”

Ask:

“If things change, can I learn, adapt and find my way forward?”

That question builds a different kind of security — inner security.

So, How Do We Come Out of These Patterns?

Not by fighting ourselves, not by suppressing emotions, not by pretending to be unaffected.

Three simple practices can help.

Awareness

Notice before you react.

What is happening inside me right now?

Is it ego? Attachment? Aversion? Fear?

Abhyasa — Consistent Practice

Reflection, meditation, journaling and mindful observation are not merely personal wellness practices.

They train us to pause before reacting.

And that pause can improve decisions, relationships and leadership.

Vairagya — Healthy Detachment

Work sincerely. Aim high. Care deeply.

But don’t make your identity, happiness or self-worth completely dependent on outcomes.

Hold your goals firmly. Hold your identity lightly.

The Workplace Impact

The clearer we see, decision-making improves. Ego becomes lighter; learning improves. When attachment reduces, clarity improves. Aversion reduces; collaboration improves. The moment fear reduces, courage improves.

And when these improve, productivity often follows organically.

Perhaps professional growth is not always about adding more skills, more strategies or more pressure. Sometimes, it is about removing what is standing in the way.

Less assumption. Less ego. Less attachment. Less resistance. Less fear.

And more:

Awareness. Clarity. Adaptability. Confidence.

The next time something at work triggers a strong reaction, pause for a moment and ask:

“Is the situation creating my reaction — or is something within me adding to it?”

That one question can change the quality of our response.

And sometimes, changing our response is the beginning of changing our professional life.

Think…Contemplate…Live…

In Love & Gratitude, Rakesh Babu | Psychologist | www.shreshtaminds.com