Relationships

The Futility of Attachment to Expected Results

August 4, 2015 By Nagesh Belludi 1 Comment

The Futility of Attachment to Expected Results

Attachments Can Cause Suffering

Hindu and Buddhist philosophies posit that focusing on the rewards or outcomes of one’s actions is a prominent cause of emotional bondage in our material existence.

Buddhism holds that, above all, desire (selfish craving or tanha) and ignorance (unawareness or avidya) lie at the root of suffering (unsatisfactoriness or dukkha.) Desire is the yearning for hedonistic pleasure, affection, possessions, relationships, power, and even immortality.

The Bhagavad Gita on Detachment from Fruits of Labor

कर्मण्ये वाधिकारस्ते म फलेषु कदाचना।
कर्मफलेह्तुर भुरमा ते संगोस्त्वकर्मानी॥
—श्रीमद्भगवद्गीता 2:47

karmaṇy evādhikāras te mā phaleṣu kadācana
mā karma-phala-hetur bhūr mā te sańgo ‘stv akarmaṇi
—Bhagavad Gita 2:47

Translation: “To action alone hast thou a right and never at all to its fruits; let not the fruits of action be thy motive; neither let there be in thee any attachment to inaction.” [Source: “Bhagavadgita” by Sarvepalli Radhakrishnan]

“The wise are not bound by desire for rewards”

This verse suggests that the anticipated results of actions should not be the motivation for the performance of those actions.

Expounding this verse, the Hindu philosopher Madhvacharya (1238–1317) advocated godliness through right actions:

All rewards are factually independently ordained by the Supreme Lord … therefore, it is not correct to imagine that any reward which one receives is due only to one’s own efforts. … So one who is spiritually situated performs actions unattached to reward. Verily such is the way of action. … Actions performed without desire as a matter of duty are full of wisdom. … One should understand that it is fallacious to believe that one is the ultimate controller of their own destiny because the Supreme Lord ultimately ordains all results.

Hinduism (and Buddhism) actively advocates right conduct to attain definitive rewards: liberation (moksha, mukti, or nirvana) and salvation. Another Hindu philosopher Adi Shankaracharya explained that hankering for the fruits of labor results in entrapment in the cycle of birth and death, thus inhibiting liberation from the cycle of rebirth.

Buddhism encourages virtuous actions (in addition to the eschewal of bad actions) to beget positive karma for favorable rebirth and perhaps nirvana. While the abovementioned verse discourages attachment to outcomes, it does not imply that a person who performs actions without attachment to the rewards will not receive its rewards.

The Bhagavad Gita on Letting Go: The Power of Detachment

श्रेयो हि ज्ञानमभ्यासाज्ज्ञानाद्ध्यानं विशिष्यते।
ध्यानात्कर्मफलत्यागस्त्यागाच्छान्तिरनन्तरम्॥
—श्रीमद्भगवद्गीता 12:12

śreyo hi jñānam abhyāsāj jñānād dhyānaḿ viśiṣyate
dhyānāt karma-phala-tyāgas tyāgāc chāntir anantaram
—Bhagavad Gita 12:12

Translation: “Better indeed is knowledge than the practice of concentration; better than knowledge is meditation; better than meditation is the renunciation of the fruit of action; on renunciation follows immediately peace.” [Source: “Bhagavadgita” (1948) by Sarvepalli Radhakrishnan]

Describing the psychological and spiritual benefits of renunciation of the rewards of actions (“karma-phala-tyagas,”) the Hindu Philosopher Madhvacharya explains this verse:

Superior to meditation with knowledge is non-attachment to performing actions for rewards and the renunciation of the rewards of actions coupled with bhakti or exclusive devotion to the Supreme Lord. … All one’s activities should be intended as an offering to the Supreme Lord because from such activities realization dawns and renunciation of the rewards of action arises and liberation from material existence manifests and the Supreme peace is attained.

Let Go of Attachments to Results

Idea for Impact: Let Go of Attachments to Results

Having no expectations of actions and lowering your expectations of people is liberating and can lead you to a happier life, not to mention of better relationships.

In terms of pursuing goals, freeing yourself from attachments to a particular outcome has to do with comprehending that there are certain things you cannot control. The attachment to a result takes hold when you believe that in order to be happy, you “must have it,” or you “should reach a goal.” Equally this attachment also arises from the anxious anticipation of a strong negative feeling if you do not reach your goal.

Alas, this attitude of letting go of attachment to results is not easy to implement. Psychologically, human beings are habitually driven by our hopes for the future, by desires from our relationships, and by a variety of other optimistic constructs like knowledge, power, status, and glory.

You can start by letting go of your attachments by redefining the form you think the results should come in. That way, should you not achieve the goal as you wish, you will remain content. Though it is an intimidating thought, remembering that many things are outside your span of control can help you let go of steep expectations.

Rather than limit the focus of your goal, a healthy approach is to consider instead your anticipated results as preferred results. By deliberating, “I prefer to have this outcome,” you can be open to anything that happens—good or bad. When good stuff happens, you can count your blessings. When bad stuff happens, you can just change direction without whining and self-pitying about how bad stuff was not supposed to happen you. Lowering expectations and detaching yourself from specific outcomes can reduce disappointment when things don’t go just as you desired.

Complement this philosophy of actions (karma or work) and results from the Bhagavad Gita with,

Artist Vincent van Gogh’s Calvinistic belief that work, like religion, was a way to communion with God.
General Dwight Eisenhower’s awareness that, after ordering his troops across the English Channel during World War II, the success of the invasion of Normandy was no longer in his own hands—that one could control efforts but not outcomes.

Acknowledgements: Thanks to my friend Venkatasubramanian, founder of the Bangalore-based Vyoma Linguistic Labs for help with this article. Vyoma is a non-profit organization devoted to the translation, preservation, and dissemination of rare classic Indian texts. It also produces Sanskrit learning products.

Control Your Efforts, Not the Outcomes

June 30, 2015 By Nagesh Belludi Leave a Comment

During World War II, President Dwight Eisenhower (1890–1969) was the Supreme Commander of the Allied Forces. On 2-June-1944, he issued a memo to his troops just before the Allied invasion of Normandy:

You are about to embark upon the Great Crusade, toward which we have striven these many months. The eyes of the world are upon you. The hopes and prayers of liberty-loving people everywhere march with you. In company with our brave Allies and brothers-in-arms on other Fronts, you will bring about the destruction of the German war machine, the elimination of Nazi tyranny over the oppressed peoples of Europe, and security for ourselves in a free world.

Your task will not be an easy one. Your enemy is well trained, well equipped and battle hardened. He will fight savagely. … The free men of the world are marching together to Victory!

I have full confidence in your courage and devotion to duty and skill in battle.

We will accept nothing less than full Victory! Good luck! And let us beseech the blessing of Almighty God upon this great and noble undertaking.

Under Eisenhower’s leadership, the Allied forces had meticulously planned Operation Overlord for over a year. For months, Eisenhower’s troops not only rehearsed their D-Day roles and routines, but also went to exceptional lengths to uphold the secrecy of their plans and deceive the German forces about troop movement. The Allied forces even plotted to cut off all roads and rail lines leading to the coast of Normandy and thus block reinforcements for the German troops.

Some things are simply beyond your control—you can only do your best

Despite all the strategizing and training, the success of the Allied invasion depended on the weather across the English Channel—their success essentially rested on something beyond their control.

The Allied aircrafts sought air superiority and would be unable to locate targets if low clouds covered Normandy. In addition, if the tides were high or the seas heavy, the troops would be unable to launch their landing crafts. The success or failure of their landings hinged entirely on suitable weather.

Eisenhower tentatively planned to send his troops across the English Channel on 5-June. The day before, however, the troops predicted cloudy skies, rain, and heavy seas that were inappropriate for the invasion. Eisenhower decided to postpone the invasion by a day, when the forecasted weather was to be more suitable than on 5-June, but not necessarily perfect for his plans. If he did not invade on 6-June, the tides would not favor an invasion for another two weeks, which would possibly give the Germans enough time to get wind of the Allies’ plan.

Eisenhower gave the marching orders for 6-June. It was then that he realized that the success of the invasion was no longer in his hands. Its outcome depended on 160,000 allied troops, thousands of commanders, and hundreds of lieutenants. Eisenhower had done everything in his power to coordinate their efforts and create conditions conducive to the mission’s success. After issuing his orders, all he could do was let those conditions come to fruition on their own terms. After all his efforts, he could not control the outcomes—he let go of the outcomes.

In time, the hard-fought cross-channel invasion was successful—Eisenhower won his wager with the weather. The invasion of Normandy proved to be a turning point in World War II. Despite formidable obstacles and thousands of casualties, the Allied troops prevailed over the German forces in landing at the coast of Normandy. Within days, Allied forces quickly consolidated at the beachheads and built up troops. Within two months, they broke out from their beachheads in Normandy and advanced on the Axis powers. The Allies liberated Europe when German troops surrendered unconditionally on 8-May-1945.

Control Your Efforts---Not the Outcomes

Idea for Impact: Focus on effort and lower your expectations of the outcomes

The wise among us understand what’s within their control and what’s not. They recognize that “you win some, you lose some.”

Success and results are not often within your span of control. However, you can control your effort and ability to create the conditions for success. Focus on your efforts, then let those conditions unfold.

In the Bhagavad Gita, Lord Krishna instructed Arjuna, “set thy heart upon thy work but never its reward” (verse 2:47.) And the Buddha counseled his followers to lower their expectations in order to achieve happiness, a belief that is not without proof in the hurly-burly world we live in.

Moreover, even if you can, don’t go overboard with your efforts. Push yourself to the max only when the stakes are big enough. As I mentioned in a previous article, a 110% effort may not fetch more rewards than an 80% or a 90% effort.

Be committed to your job, but don’t overly invest in it.

When Can Your Loved One Become an Important Client? [Work-Life Balance]

March 10, 2015 By Nagesh Belludi Leave a Comment

A 1997 advertisement for AT&T Wireless speaks to one of the greatest challenges faced by working parents: balancing the responsibilities of their jobs with those of their families. This is especially difficult for parents of children under age 18.

The desire to balance work and family life is often stronger for women who tend to take on more of the responsibilities of housework and childcare.

The AT&T Wireless advertisement features a professional woman, three daughters, and an adolescent babysitter. The mother rushes to get herself ready to go to the office while her three daughters are preparing their own breakfasts. Here’s a condensed version of their conversation:

Eldest daughter: “Mom, why do you always have to go to work?”

Mom: “It’s called food, video, skates…”

Second daughter: “Can we go to the beach?”

Mom: “Not today honey, I’ve got a meeting with a very important client.”

Four-year old daughter (sadly): “Mom, when can I be a client?”

Mom (after a moment of contemplation): “You have five minutes to get ready for the beach or I’m going without you.”

At the beach, the mom’s cell phone rings. She answers it while her middle daughter shouts out, “Hey everybody, it’s time for the meeting!”

Idea for Impact: Make Your Loved Ones Your Most Important Clients

Striking that delicate work-life balance has puzzled people for ages. Personally, I’m not fond of the term ‘work-life balance’ because it offers a false dichotomy and implies that one’s personal and professional lives are separable. I prefer the term ‘work-life choices.’

It’s not so much about balance as it is about understanding what you value and setting the right priorities. Learning to balance the demands of conflicting priorities is not simply a thought exercise.

As I’ve detailed and exemplified in my three-part course on time management (time logging, time analysis, and time budgeting,) successfully organizing your life hinges on three key habits.

Decide your life’s values. Decide on what truly matters to you and why.
Rank those values according to their respective priority levels. The American philosopher Henry David Thoreau once wrote in “Journals” (1838-1859,) “the cost of a thing it will be remembered as the amount of life it requires to be exchanged for it.” Each decision you make involves tradeoffs: choosing to do one thing entails not choosing to do some other thing.
Allocate your time, money, and other limited resources on what matters most to you. As I wrote in The World’s Shortest Course on Time Management, discern the few things that you must do; then, focus on those and avoid the rest.

Postscript: Remarks on the AT&T Wireless Advertisement as A Great Example of Emotional Advertising

The Competitive Enterprise Institute’s Field Guide for Effective Communication remarks, “Ads like this one show how the cell phone becomes a solution to a problem for working mothers. It captures an element that the cell phone is not only an instrument of freedom, not only an instrument of wealth creation, but also an instrument that makes it a little easier to have fairness in a world with a lot of stress.”
Robert Goldman, Professor of Sociology at Lewis & Clark College, notes, “A 1997 AT&T ad opens with scenes calculated to evoke the everydayness of home life, bringing forth the feel and texture of real—unreconstructed and un-retouched by the camera— interactions from that messy area we know as family life. The video of the ad exemplifies Hyperreal Encoding designed to make a case about the realness of the story being told, perhaps even making the case that it bears some resemblance to “your” own life. A woman scrambles to get herself ready to go to the office while her three girls are taking care of their own breakfasts. The oldest is preparing eggs for breakfast, while the baby plays with food containers from the open refrigerator door, and the four-year old disinterestedly spoons her cereal around her bowl, onto the table, and perhaps the floor.”

The Duplicity of Corporate Diversity Initiatives

February 5, 2013 By Nagesh Belludi Leave a Comment

Corporate Diversity Initiatives Even after years of diversity initiatives in corporate America, “inclusion” is more about meeting the numbers on gender, race, and other obvious differences, and less about pursuing intellectual, ideological, pedagogical, and stylistic diversity within teams and organizations.

Overall, the workforce diversity initiatives have succeeded in deterring explicit discriminatory behavior and preventing employee lawsuits. However, to make the representation numbers look good, corporate diversity initiatives have largely resulted in exclusionary practices for the preferential hiring and promoting of underrepresented demographic groups, much to the chagrin of those who are more competent, yet arbitrarily overlooked because the latter belong to groups that are numerically “overrepresented”—reverse discrimination, indeed. For fear of reprisal, the shortchanged majority is reluctant to speak out against this veiled unfairness or to call attention to the dichotomy between the ideals and the practice of affirmative action in the workplace.

Even if nearly all corporate mission statements extol the virtues of “valuing differences,” managers stifle individuality down in the trenches. They are less willing to be receptive of distinctive viewpoints and seek to mold their employees to conform to the existing culture of the workplace and to comply with the existing ways of doing things. Compliant, acquiescent employees who look the part are promoted in preference to exceptional, questioning employees who bring truly different perspectives to the table. The nail that sticks its head up indeed gets hammered down.

Stressed, Lonely, or Depressed? Could a Pet Help?

December 11, 2012 By Nagesh Belludi Leave a Comment

Getting a pet may be just what a doctor might order to help overcome stress, loneliness, and depression.

For reasons not completely understood, we need animals as much as they need us.

Scientific studies have confirmed anecdotal evidence that pets can play a role in taming physical responses to stress. Blood pressure is shown to drop sharply when people merely rub a cat or a dog. The presence of a loved pet can have a calming influence on blood pressure and heart rate, especially when performing a task that might induce physical and mental stress. Even watching fish in an aquarium can reduce anxiety in dental patients waiting for oral surgeries.
Pets can be great buffers against everyday stress, thereby improving long-term physical and mental health. After a hard day at work, playing with a pet can be an effective way of unwinding and reducing stress. Around the world, more delighted frenzies are welcoming people at the end of their hard days at work. An estimated 63% of American, 43% of British, 20% of Japanese, and 60% of Australian households have pets. The proportion of households with pets is growing in India, China, and other developing countries as the burgeoning middle-classes have greater disposable incomes.

Pets can be a great source of nurturance for children. Pets can provide children with many formative experiences in caring for others, including, possibly, the first glimpse of death and the chance to cope with the loss of a loved one.
Pets are non-judgmental and accept their owners without qualification. They provide unconditional love and companionship. Having dogs encourages their owners to get out often, exercise, and meet more people. One study showed that people in wheelchairs got much friendlier responses in public places when they brought along their dogs.
Pet ownership can be a gratifying surrogate for human companionship, especially for people with limited social support systems. People with pets cope better with the impacts of adverse life events. At nursing homes, visiting therapy dogs lift the spirits of elders who tend to be sad or withdrawn.
The mere presence of somebody—even a pet—that one can care about can bring about a sense of purpose and great joy. [Look at this touching chronicle of an 87-year old grandmother in Japan and her beloved cat.]

Idea for Impact: Consider adopting a pet

Plenty of cats and dogs at humane shelters may die if not adopted. Choose a pet that fits your lifestyle. Understand that owning a pet is not for everyone; pets involve additional responsibility, which can be added-on stress. If your circumstances do not allow you to own a pet, offer to walk a friend’s dog regularly, babysit a vacationer’s cats, or volunteer at an animal shelter, clinic, or pet store.

Any Crisis Calls for Constant, Candid Communication

July 3, 2010 By Nagesh Belludi Leave a Comment

As the current crises at Toyota and BP highlight, how you respond to a problem or crisis is the ultimate test of your leadership character. Knowing how to step up your communications efforts to the right levels during disorder can be a powerful tool in managing a crisis. Here are seven key lessons for communicating during crises.

Be visible. Communicate and lead from the front. In a crisis, your key constituencies (your board, management, team, government, or the public) insist on hearing from the leader. Stay engaged and maintain consistency of purpose and action. Keep all the lines of communication open.
Communicate in real-time and explain your position. If you do not communicate frequently with your key constituents, somebody else will. In the absence of information, people will develop their own perceptions of the problem and its implications. Keeping your constituencies well informed diffuses many suspicions and uncertainties.
Be transparent and forthright right from the beginning. Face the realities of the problem and its potential consequences. Acknowledge what you know about the problem or crisis and go into detail about what steps you are taking in response. Proactive communication is reassuring and prevents perceptions of negligence and evasion from becoming realities.
Research thoroughly the challenges you face and your options for remedial actions. Be prepared to describe everything that matters at each moment. Carefully administer your communication plan with due consideration to possible litigations and penalties.
Be objective and calm. Avoid engaging in finger pointing and playing pass-the-parcel. Avoid criticizing and discrediting the victims or critics. Continuously verbalize empathy and responsibility, and announce plans for early resolutions and restitution.
Remember that your attitude sets the tone for the rest of your organization. If you take a defensive position, play victim or engage in finger pointing, the rest of your organization will react the same way. Through your communications, set a positive tone to build confidence within your organization and promote constructive responses.
As soon as the crisis dissolves, research and communicate opportunities to make fundamental changes to improve your organization. Reiterate your core values and missions. Revamp internal practices as necessary and follow through on all initiatives to rebuild your credibility. Consider organizational changes and new processes for managing future crises.

Bereavement and Death

September 7, 2009 By Nagesh Belludi Leave a Comment

The Dharma Mirror blog features Trang Tran’s touching article about the loss of his family pet dog. Trang reflects on the concept of impermanence and the virtue of compassion.

Paradoxically, [my pet dog’s] death brought to life the impermanence of our existence and how the greatest and truest love that you could ever give to anybody is in their darkest moment—the moment when they need you the most. Whether it’s your children, parents, or even a dog that you love and cherish with all your heart, you carry that love and compassion with you into your next life.

I hope that in the last moments of my life, I, too, will be surrounded by loved ones who will brush my thinning, white hair, bring in some boxes of chocolate, retell funny, familiar stories, and not part with me until I take my last breath.

Impermanence

When you were born you cried and the world rejoiced. Live your life in such a manner than when you die, the world cried and you rejoice.
* Kabir, Indian Mystic

The loss of loved ones often leads us to contemplate death—to become conscious of the fact that life is fleeting and we shall all die someday. Our education, relationships, career, possessions, belongings—none of these are stable or permanent. Reflecting on the briefness of our lives can be a powerful motivating force to help think about the purpose of life and clarify our values and priorities.

Have you reflected on the impact of your life? Have you touched others? What will be your legacy? How will you make a difference in the lives of others?

Cherish Your Loved Ones

December 6, 2007 By Nagesh Belludi 1 Comment

Rabindranath Tagore’s ‘My Song’

Rabindranath Tagore was an influential philosopher, visual artist, playwright, novelist, and composer from Bengal, India. Popularly known as Gurudev, he won the 1913 Nobel Prize in Literature.

‘My Song’ is from ‘The Crescent Moon,’ Tagore’s translations into English of a collection of Bengali poetry.

This song of mine will wind its music around you,
my child, like the fond arms of love.

The song of mine will touch your forehead
like a kiss of blessing.

When you are alone it will sit by your side and
whisper in your ear, when you are in the crowd
it will fence you about with aloofness.

My song will be like a pair of wings to your dreams,
it will transport your heart to the verge of the unknown.

It will be like the faithful star overhead
when dark night is over your road.

My song will sit in the pupils of your eyes,
and will carry your sight into the heart of things.

And when my voice is silenced in death,
my song will speak in your living heart.

My Grandma

My grandma, Smt. B. S. Mahadevamma passed away two Saturdays ago, on the 24th of November, eight days before I would have seen her in Bangalore, India. As her first grandchild, I retain very fond memories of her.

Last year December, she had recollected her experiences growing up, discussed her large family and had described change during her lifetime. When I would return this year, I had promised to, among other things, watch her favorite movies with her and take her on an airplane. Frail and old, she was filled with tears as she had come to the door to bid me goodbye. Deep down in my mind, I had wondered if I would see her again. Yet, I had said, “Grandma, I will see you next year.”

Goodbye Grandma; I will miss you!

Call for Action

Cherish your loved ones everyday.

Pick-up the phone and call them. Write to them. Better yet, visit them. Be grateful for the difference they have made in your life.

There may never be a tomorrow.

Black Friday and the Shopping Craze

November 24, 2006 By Nagesh Belludi Leave a Comment

Today, the day after Thanksgiving, marks the first day of the holiday shopping season. The retailing industry terms this day ‘Black Friday’.

In theory, stores expect to switch from losses (accounted for in red color in financial statements) to profits (accounted for in black color.) Stores, big and small, offer hefty discounts and attractive promotions to lure shoppers. Consequently, Black Friday is one of the busiest shopping days of the year.

Stores open as early as 5:00am and publicize low-ticket items to attract shoppers. Often, stores carry limited quantities of deeply discounted items. Thus, shoppers scramble to enter the stores and fight to lay their hands on these items. See interesting news stories of shoppers fighting for bargains here, here and here.
Most stores offer discounts for only a few hours in the morning. For instance, today, Wal-Mart’s discounts were limited to 5a.m. to 11a.m. Shoppers transit from store to store and families split-up to reach various stores before discounts terminate.
Stores hope that once shoppers are tempted to start the day at their stores, they will buy less-discounted and regular merchandise. Clearly, they risk margins in an effort to boost sales numbers, one of the key metrics in the retailing industry.
In 2004, Wal-Mart decided to scale down on Black Friday offers in an effort to increase margins. Sales were poor; Wal-Mart stock dropped 4% the day it announced poor sales figures.
This year, major retailers including Wal-Mart [WMT] and Target [TGT] reported weaker-than-expected sales numbers for October. Wal-Mart announced just 0.5 percent increase in same-store sales for October; these numbers were short of the 2 to 4 percent increase that it had initially expected. Consequently, Wal-Mart announced aggressive discounts on a wide-range of goods including consumer electronics.

As I hopped from store to store hunting for bargains and gifts this morning, I ignored a few questions the investor in me had: Do Black Friday promotions pull sales from later in the shopping season? How many customers return goods they purchased on Black Friday? If a retailer fails to capitalize on the Black Friday craze, can it make up during the rest of the shopping season? Are sales numbers more important than margins?

Overcoming the Temptation to Please

October 18, 2006 By Nagesh Belludi Leave a Comment

You can close more business in two months by becoming interested in other people than you can in two years by trying to get people interested in you.
– Dale Carnegie

We desire that people around us like us; we yearn for their respect and affection. We depend on the choices these people make: be it in a job interview with a corporate recruiter, a performance review with a boss or a project delegation meeting with a team member. Clearly, the more likeable we are, the more people are ‘on our side,’ and therefore, the more likely they will make decisions in our favor.

Doing what others want to gain their approval regardless of the merit of their wants is, therefore, a temptation. Companies are tempted to pursue short-term profit-enhancing strategies to satisfy stock market expectations. Politicians are tempted to devise welfare schemes to help garner votes in an upcoming election. A professional is tempted to please the boss by agreeing to everything the boss asks.

We need to be tough-minded—we need to base our decisions and actions on facts, not personal inclinations. It takes courage and discipline to resist the lure of pleasing others. Making an objective decision that is unfavorable for a requester may disappoint him/her; however, a candid explanation of the rationale behind the choice often appeases the requestor. Being tough-minded does not mean being inflexible or insensitive. Being tough-minded involves doing what is just and right after careful consideration of procedures and people.

I encourage you to reflect on your actions and decisions by asking yourselves if you make these choices to please other people or if you make these choices based on the virtue of facts. Improving your likability should be a wish and not a goal.

« Previous Page

Relationships

Attachments Can Cause Suffering

The Bhagavad Gita on Detachment from Fruits of Labor

“The wise are not bound by desire for rewards”

The Bhagavad Gita on Letting Go: The Power of Detachment

Idea for Impact: Let Go of Attachments to Results

Wondering what to read next?

Some things are simply beyond your control—you can only do your best

Idea for Impact: Focus on effort and lower your expectations of the outcomes

Wondering what to read next?

Idea for Impact: Make Your Loved Ones Your Most Important Clients

Postscript: Remarks on the AT&T Wireless Advertisement as A Great Example of Emotional Advertising

Wondering what to read next?

Wondering what to read next?

Idea for Impact: Consider adopting a pet

Wondering what to read next?

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Impermanence

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Rabindranath Tagore’s ‘My Song’

My Grandma

Call for Action

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