Storm to Soul in a Teacup – A Café De Soul fable

It was a rainy Tuesday afternoon at Café de Soul, the kind of place that always smelled faintly of old books and cinnamon. In the far corner, near the rain-blurred window, sat a man in his late forties, jaw clenched, eyes burning with unspent rage.

He stirred his coffee furiously, even though it had gone cold. His name was Aryan Mehta, a senior director at a major firm, known more for his stormy presence than for his leadership charm. His team had just walked out of another meeting in silence, leaving behind the echo of his sharp words and another round of accusations about their so-called incompetence.

His world was heavy, full of deadlines unmet, people who “didn’t care,” and a constant sense that only he carried the weight properly. He believed that if he didn’t push hard, everything would fall apart. He felt alone. But not lonely; not yet.

Across the room sat the old lady, silver-haired in her late seventies, wrapped in a shawl the color of burnt sienna, sipping her tea slowly. She’d watched the man from afar over the past few weeks – always tense, always alone, always simmering.

Today, something nudged her. Perhaps it was the way he clenched his fists. Or the way the café’s peace seemed to recoil around his presence. She stood up, walked over with her cup in hand, and without asking, gently slid into the seat opposite him.

“You know,” she began, her voice smooth like warm honey, “you stir that coffee as if it insulted your entire bloodline.”

Aryan blinked, startled. “Excuse me?”

“I’m Lila,” she said, ignoring his defensiveness. “And you, sir, look like you’ve been trying to fight the whole world using only your bare nerves.”

He stared at her, somewhere between irritation and disbelief. But there was something about her presence – calm, grounded – that made him pause.

“Let me guess,” she continued, “You care deeply about your work. You hold high standards. You work harder than everyone else. And no one else seems to get it. They disappoint you. You carry the burden because you think no one else will.”

He was stunned. How did she know?

“Yes,” he said gruffly, “Because it’s true. I’m surrounded by people who don’t take ownership. I speak plainly, and they act like I’ve whipped them. I don’t have time to coddle egos.”

Lila sipped her tea, eyes kind but piercing.

“My late husband was just like you. Brilliant. Passionate. Fiercely responsible. But he burned through teams like dry leaves in fire. He couldn’t understand why people feared him, why they stopped bringing problems to him; why no one celebrated with him when things went right.”

“He was respected,” she paused, “but he was alone.”

Aryan looked down. Something in his chest tightened.

“Let me ask you, Aryan,” she said gently, “Do you want to be right, or do you want to be effective?”

He didn’t answer.

“You think your anger shows that you care. But it hides it. People only see the storm, not the heart behind it. You think being direct is a strength. But true strength is when your words open others up, not shut them down. Leadership isn’t about carrying everything – it’s about making it safe for others to step up beside you.”

The café had grown quiet. Even the rain outside seemed to listen.

“You believe they’re not taking responsibility. But maybe they’re just scared of how you’ll react. Your truth-telling might feel like truth-throwing. And people flinch. Or worse, freeze.”

Aryan’s eyes misted, but he didn’t cry. He couldn’t.

“You want them to own their part?” she leaned in. “Show them you can listen without blaming. Show them that feedback isn’t a weapon, it’s a gift. Build a space where they don’t fear you – but trust you. That’s when the real work begins.”

He whispered, “But what if they still don’t care?”

Lila smiled. “Then you’ll know you tried with dignity. But until then, you haven’t really led them; just commanded them.”

The words landed like a stone in a deep well.

After a long pause, Aryan finally spoke. “I don’t want to be feared. I’m just… tired of being the one who has to hold everything together.”

Lila reached over and touched his hand lightly. “Then stop holding people so tightly. Hold space for them instead. Let them breathe. You’ll be surprised what rises in trust that fear never brings out.”

They sat quietly for a while.

As Aryan stood to leave, something in his posture had shifted. His shoulders, always rigid, now sat a little lower. His steps, a little slower. He turned to her and said,

“Thank you. You just gave me the kind of feedback I never knew I needed – without raising your voice once.”

She chuckled. “And you listened without defending yourself. That’s where change begins.”

As he walked out into the rain, he felt something he hadn’t had in years – lightness. The battle wasn’t with his team. It was with how he chose to relate to them. And from that day on, he would begin again – not with dominance, but with empathy, presence, and purpose.

Because sometimes, all it takes is the old lady at a café to remind a grown man that the power to connect is greater than the need to control.

Disclaimer:The stories, characters, and examples presented in this content are purely fictional and intended solely for illustrative and explanatory purposes. Any resemblance to actual persons, living or deceased, or to real-life events, organizations, or situations is entirely coincidental. The content is not meant to reflect or depict any specific individual, company, or real-world scenario.

Tactical Empathy in Negotiations or Difficult Conversations

Tactical empathy in negotiations or during difficult conversations is the skill of actively understanding and acknowledging the emotions, perspectives, and motivations of others to build trust and influence outcomes.

A mid-sized IT company with multiple departments, including Development, Marketing, and Sales. The teams are working on launching a new product, but competition for credit and lack of trust have created silos. Meetings frequently devolve into arguments about priorities and timelines.

During a project update meeting, tensions boil over. Marketing accuses Development of being unresponsive to market demands, while Development retorts that Marketing keeps changing specifications without notice. Sales chimes in, blaming both for delays that are hurting client trust. Voices are raised, and the meeting is at a stalemate. Sounds familiar?

The project manager, Priya, has been observing the conflict for weeks and decides it’s time to intervene using tactical empathy. Instead of forcing a solution or reprimanding the team, she approaches the situation differently.

Active Listening: Priya calmly addresses the room, saying, “I can see how passionate everyone is about making this product a success. Let’s take a moment to hear each perspective fully. Development, let’s start with you.”As the Development lead speaks, Priya mirrors their concerns:

“It sounds like you’re frustrated because frequent changes make it hard to stick to deadlines. Is that right?”The Development lead nods, visibly relieved to be understood.

Acknowledging Emotions: She turns to Marketing:

“You seem concerned that the product isn’t aligning with market trends. That must feel like a lot of pressure when you’re advocating for customer needs. Am I getting this right?”Marketing softens, appreciating the validation.

Uncovering Hidden Needs: Priya then addresses Sales:

“It sounds like client feedback is falling through the cracks, and you’re worried about the impact on relationships. Is there more to that?”Sales explains how they’re often left out of critical decisions, creating a deeper conversation about alignment.

Reframing the Situation: After everyone feels heard, Priya summarizes:

“What I’m hearing is that all of us want the same thing: a successful product that meets client needs and is delivered on time. The challenge seems to be how we work together to achieve that.”The room, now calmer, agrees.

Outcome

With emotions acknowledged, Priya facilitates a productive discussion. The team collaboratively decides on clearer communication protocols, including a shared project tracker and bi-weekly check-ins to manage specification changes.

Over the next month, silos begin to dissolve. Marketing seeks input from Development earlier, Sales feels more included, and Development gets consistent requirements. The product launches on time, and the team feels a renewed sense of collaboration.

Using Tactical Empathy in Negotiations or Difficult Conversations

Tactical empathy is the skill of actively understanding and acknowledging the emotions, perspectives, and motivations of others to build trust and influence outcomes. Popularized by former FBI negotiator Chris Voss in his book Never Split the Difference, tactical empathy involves truly listening to the other party, identifying their underlying needs or concerns, and validating their feelings without necessarily agreeing with them. It’s a tool for navigating difficult conversations, de-escalating conflict, and finding common ground.

In negotiations or high-stakes discussions, tactical empathy helps by:

  1. Defusing tensions: Acknowledging emotions can calm the other party and lower their defenses.
  2. Building rapport: Showing understanding fosters connection and trust.
  3. Shifting perspectives: When someone feels heard, they may become more open to hearing your viewpoint.
  4. Unlocking solutions: Empathy can uncover hidden motivations or barriers to agreement.

Key Takeaways

Empathy doesn’t mean agreement: Priya didn’t take sides; she simply acknowledged each team’s emotions and concerns.

Validation builds bridges: Recognizing feelings creates space for collaboration.

Empathy leads to solutions: Once tensions eased, the team could focus on solving the real issues.

Tactical empathy isn’t just about resolving conflict—it’s about transforming relationships and creating a culture where differences drive innovation instead of division.

    The Power of Stories: How They Create Large-Scale Human Networks and Empower Organizational Leaders

    The Power of Stories – In today’s hyperconnected world, stories are no longer just tools for entertainment or cultural preservation. They have become vital instruments in shaping human networks, influencing behaviors, and driving change. Leaders who understand the power of storytelling can build expansive human networks, foster collaboration, and inspire action on a large scale. This blog explores how stories function as the glue that binds people together, how they provide leaders with a unique edge and offers practical pointers for leaders to leverage storytelling effectively within their organizations.

    How Stories Create Large-Scale Human Networks

    1. Shared Narratives Unite People Across Boundaries Stories provide common ground, creating shared experiences and emotions that transcend individual differences like age, culture, or profession. Whether it’s a corporate vision statement, a compelling anecdote, or a story of organizational triumph, narratives foster connection. People are naturally drawn to stories that resonate with their beliefs, values, or aspirations. In organizations, these shared stories weave employees together into a cohesive network, fostering alignment with corporate goals and creating a sense of belonging.
    2. Stories Build Trust and Rapport Trust is the foundation of any strong human network, and stories are one of the most effective ways to build trust. When leaders share their personal stories—of success, failure, vulnerability, or resilience—they invite authenticity into the conversation. This openness humanizes them, fostering trust and rapport among team members, colleagues, and stakeholders. As trust grows, so does the strength of the network, allowing for more effective collaboration and open communication across the organization.
    3. Stories Simplify Complex Information The modern workplace is filled with complex information and abstract ideas that can overwhelm even the most seasoned professionals. Stories have a way of distilling complex data into something relatable and memorable. In doing so, they help leaders bridge gaps in understanding and engage a broader audience. When used effectively, storytelling can enhance knowledge sharing within an organization, creating networks of information that spread ideas and innovations more effectively.
    4. Stories Drive Emotional Engagement Human networks aren’t formed solely through logical arguments or data-driven presentations; emotions play a crucial role. Stories connect emotionally with people, evoking empathy, joy, excitement, or even fear. This emotional engagement activates the parts of the brain responsible for memory and decision-making. When leaders use stories to connect on an emotional level, they create lasting bonds within their networks, strengthening loyalty and motivation.
    5. Stories as Carriers of Culture and Values Organizational culture is often transmitted through stories—whether formal or informal. These stories can range from legendary tales about how the company was founded to the daily anecdotes shared at the water cooler. Stories pass down values, behavioral norms, and cultural expectations across generations of employees. Leaders who tell these stories consistently reinforce the organizational culture, creating a network of people who are aligned with the company’s core values and vision.

    The Leader’s Edge: Leveraging Storytelling to Build Networks

    Leadership story telling

    Storytelling offers leaders a unique edge in navigating complex organizations and the globalized workforce. Here’s how:

    1. Influencing and Persuading Stakeholders Leaders who master the art of storytelling can influence decisions at all levels of the organization. Whether pitching a new strategy to the board or encouraging employees to embrace change, stories help leaders communicate ideas in a way that resonates deeply. A well-told story allows leaders to persuade others without overwhelming them with facts and figures. This ability to shape perspectives and drive consensus gives leaders a distinct advantage when building coalitions and networks.
    2. Inspiring Action and Commitment Inspiration is key to mobilizing large groups of people. Leaders who inspire action do so not by commands, but by telling stories that tap into people’s intrinsic motivations and desires. A compelling story about overcoming adversity, or achieving the seemingly impossible, can galvanize employees to commit to organizational goals. When individuals within a network feel personally inspired by a story, they become active contributors to the collective mission, creating a ripple effect that strengthens the network.
    3. Leading Through Uncertainty and Change Organizations today face constant uncertainty and disruption, making effective leadership more challenging than ever. Stories help people make sense of ambiguity, offering meaning and direction when facts alone cannot. Leaders who share stories of adaptability, innovation, and resilience help their teams navigate change with a sense of purpose and clarity. These stories act as roadmaps, guiding teams through difficult transitions and reinforcing the strength of their shared network.
    4. Building a Shared Vision for the Future A powerful vision for the future is often the product of great storytelling. Leaders who can articulate a compelling future narrative can align their teams behind a common goal. These stories give employees a reason to care about where the organization is headed, fostering a sense of shared destiny and collective ambition. As the story of the future unfolds, individuals within the network see themselves as active participants in the narrative, creating a deep sense of engagement and commitment.

    Practical Tips for Leaders: Leveraging the Power of Storytelling

    To effectively build and leverage human networks through storytelling, leaders can adopt the following practices:

    1. Be Authentic and Relatable People respond to authenticity. Share your personal stories—failures, challenges, and growth moments—so your team can see you as a real person, not just a title. Authentic stories help you build trust, which is the bedrock of any human network.
    2. Tailor Your Story to Your Audience The most effective stories are those that are tailored to the specific needs and interests of the audience. Whether you are addressing your executive team, frontline workers, or external stakeholders, adapt your story to resonate with their experiences and concerns.
    3. Use Stories to Clarify Your Message Complex strategies, big decisions, or new policies can be difficult to communicate. Use stories to make these concepts more accessible and easier to understand. Storytelling can distill complexity into a narrative that everyone in the network can grasp.
    4. Connect Stories to Organizational Values Whenever possible, link your stories to the core values and mission of the organization. This reinforces the culture and creates an emotional connection to the broader organizational vision, helping to align individuals within the network.
    5. Encourage Storytelling at All Levels Stories shouldn’t just come from the top. Encourage storytelling throughout the organization. Peer-to-peer storytelling fosters a network of collaboration and shared experiences, strengthening the human connections that drive organizational success.
    6. Make Your Vision a Story Leaders must often sell a vision of the future. Frame that vision as a story with challenges, protagonists, and triumphs to inspire action. People are more likely to engage with and contribute to a vision that feels like a collective narrative.
    7. Repeat and Reinforce Key Stories Repetition is a powerful tool in storytelling. Repeat key stories and messages to reinforce their meaning and keep them alive within the organizational network. Stories that are shared consistently become part of the collective consciousness, influencing decisions and behaviors across the network.

    In conclusion

    Storytelling is one of the most potent tools in a leader’s toolkit. It can build expansive human networks and inspire organizational change. By crafting authentic, relatable narratives, leaders can foster trust, simplify complex ideas, and align people around a shared vision. Weaving stories that resonate with employees and stakeholders gives leaders a powerful edge, allowing them to mobilize their teams, influence decisions, and create lasting impact within the organization.

    When used effectively, storytelling is not just a communication skill; it becomes the lifeblood of the organizational network, empowering leaders to connect with people on a deeper level and drive long-term success.

    My question for leaders

    How have you used storytelling to influence your team or organization, and what impact did it have on building stronger connections and driving results? Please share your experiences and insights in the comment below…

    Power of Intention in Leadership

    In leadership, much emphasis is rightly placed on the importance of having a clear motive or purpose. Whether it’s driving a company towards profitability, leading a team to achieve a common goal, or inspiring societal change, a strong motive serves as the guiding light for leaders. However, what often gets overlooked is the critical connection between having a motive and ensuring it is backed by genuine intention.

    Leadership with Intention

    Understanding Motive and Intention:

    Before delving into the significance of intention in leadership, it’s essential to differentiate between motive and intention. A motive is the underlying reason or purpose behind one’s actions. It’s what drives individuals to pursue specific goals or outcomes. On the other hand, intention refers to the sincerity and authenticity behind those actions. It’s about the conscious decision to act in alignment with one’s values, principles, and the greater good.

    The Pitfalls of Motive Without Intention:

    Leaders who solely focus on their motives risk falling into the trap of self-serving agendas or short-term gains at the expense of long-term sustainability and ethical considerations. While their goals may appear noble on the surface, without genuine intention, their actions can lack integrity and authenticity. This can erode trust among followers, undermine morale, and ultimately lead to organizational dysfunction.

    The Power of Intention in Leadership:

    Intention acts as the moral compass that guides leaders towards ethical decision-making and responsible stewardship. When leaders operate with genuine intention, they prioritize transparency, fairness, and the well-being of their stakeholders. They are more likely to foster a culture of trust, collaboration, and accountability within their teams or organizations.

    Examples of Intentional Leadership:

    1. Patagonia Clothing & Gear: The outdoor apparel company is renowned for its commitment to environmental sustainability. However, what sets Patagonia apart is its genuine intention to walk the talk. From using recycled materials in its products to advocating for conservation efforts, every action taken by the company reflects its deeply held values.
    2. Nelson Mandela: As a leader, Mandela’s motive was to end apartheid and establish a democratic South Africa. However, it was his unwavering intention to reconcile a divided nation and pursue justice through peaceful means that solidified his legacy as a transformative leader.

    Cultivating Intentional Leadership:

    1. Self-Reflection: Leaders must regularly reflect on their motives and examine whether their intentions are aligned with their values and the greater good.
    2. Seeking Feedback: Soliciting honest feedback from peers, mentors, and team members can provide valuable insights into one’s leadership approach and areas for improvement.
    3. Leading by Example: Intentional leaders set the standard for ethical conduct and inspire others to uphold similar principles through their actions and decisions.

    Conclusion:

    While having a motive is essential for guiding leadership endeavors, it is the presence of genuine intention that imbues those actions with meaning and purpose. Intentional leadership is not merely about achieving results; it’s about doing so with integrity, empathy, and a steadfast commitment to ethical principles. By recognizing the interconnectedness of motive and intention, leaders can cultivate trust, inspire loyalty, and drive positive change in their organizations and communities.

    Great Leaders Often Spend Time – To See How Others See Them! Do You?

    An elderly gentleman went to the Doctor and with a complaint about a gas problem. “But,” he told the Doctor, “it really doesn’t bother me too much. When I pass gas they never smell and are always silent. As a matter of fact, I’ve passed gas at least 10 times since I’ve been here in your office. You didn’t know I was doing it because they don’t smell and are silent.”

    “I see,” the Doctor replied as he examined him. When he was finished, he wrote a prescription and handed it to his patient. Take these pills three times a day and come back to see me next week,” he instructed.

    The next week the gentleman was back. “Doctor,” he exclaimed, “I don’t know what medication you gave me, but now my gas… although still silent… stinks terribly!”

    The Doctor retorted, “Good! Now that we’ve cleared up your sinuses, let’s work on your hearing.”

    An extremely useful step in our leadership development is seeing myself as others see me. So I need to understand their perceptions of my behavior. My effectiveness in leading, relating to, or working with others is highly dependent on their perceptions of me. I may not agree with what they see, but their perception is our reality. Those around me have an opinion of who they think the real me is. Their perceived “truth” becomes the way they treat me. Their perception forms their part of the reality of our relationship.

    The discussion of perceptions is often a thorny one as we work with individuals, teams, and organizations to improve their effectiveness. For example, we tend to define levels of service or quality through our own eyes and values. That may not be the way our customers or partners define it. There is no objective definition. There is only the reality that I see, you see, he sees, or she sees. Our personal perception is our personal reality. There’s no accounting for taste. Everyone forms his or her own opinion no matter how wrong we may think it is. If we’re going to improve the service or quality delivered, we need to first understand how those we’re serving, or producing for, perceive service or quality.

    Like beauty, service, quality, honesty, or integrity, leadership is in the eye of the beholder. I judge myself by my intentions. Others judge me by my actions. My intentions and the actions that others see may be miles apart. Unless I know that, I am unlikely to change my actions or try to get others to see me differently. I can become trapped in their reality and get very frustrated when they don’t respond to me as I’d like.

    Getting feedback from others on our personal behavior is tough. It often hurts. The truth may set me free, but it will likely make me miserable first. When we get feedback, we nod our head to the positive and supportive statements that agree with our own views. However, when it comes to our weaknesses or improvement areas we take those to heart and sometimes dwell far too heavily on them. We can get ten rave reviews for work we’ve done and one critical comment. That one comment hurts. If we’re not careful, it can fester into doubts and a loss of confidence. As a result, the truth that may set us free of our less productive habits becomes the truth we prefer not to hear. That’s human nature. What stunts our personal growth and gets us stuck in a rut is when we refuse to hear any more of it. As a parent, boss, or appointed leader of some type, it’s too easy to hide behind our position and avoid feedback.

    The wider the gap between our own perceptions of areas to improve and the feedback we’re getting the more we may experience the “SARAH process.” This approach comes from grief counseling. The first letter of each stage spell “SARAH.” The stages are Shock, Anger, Resentment, Acceptance, and Help. When I get open and honest feedback on how others perceive me, I may be shocked, angry, and resentful. But unless I accept that as their perceptions of the real me (their reality of me), I’ll never progress to the final stage of self-help or seeking help from others in taking action on the feedback and making the changes called for.

    Human nature seems to endow us with the ability to size up everybody but ourselves. As painful as it may be, feedback is a big contributor to our leadership development. Feedback is often a key element in personal learning and improvement. It helps us to size up and see ourselves as others see us. We may not agree with the perceptions of others, but unless we know how we’re perceived, we stand little chance of improving our relationships and effectiveness with them. Feedback also gives us another opportunity to reflect on our behavior from the view point of others. It provides outside perspectives on the exploration of our inner space.

    Not all feedback is valid and helpful. Ultimately I have to decide what fits and what doesn’t. I have to choose the feedback that rings true to me. According to an ancient story, a man once approached Buddha and began to call him ugly names, Buddha listened quietly until the man ran out of insults and had to pause for breath. “If you offer something to a person and that person refuses it, to whom does it belong?” asked Buddha. “It belongs, I suppose, to the one who offered it,” the man said. Then Buddha said, “The abuse and vile names you offer me, I refuse to accept.” The man turned and walked away.

    Unspoken rules reflect your organizations culture…

    People observe behaviors; not the written words”

    An employee’s first day at job is exciting and at the same time period full of nerves. Several questions arise in their mind – Did I make the right decision?; Will I be able to fit in ?; Will I be welcomed in the team?  ; and so on …

    It’s also the day when ‘expectations meets reality’ and a reality check of the promises made during the hiring process. In fact, I always maintain that as much as the leadership is anxious about the new hire meeting their expectations , the employee is also unsure.

    The first day and the next few weeks are going to be the period in which the attempt will be to find answers to the above questions. The only way is by observation of behaviors of the leadership and the rest of the team. Most answers come out of the unspoken rules which are prevalent in the organization.

    Unspoken rules define your culture

    I recall my experience some 28 years ago, when I was hired by this company as a sales rep. based on my track record. The day of my joining, I was told how ‘delivering results’ is all that mattered in the organization and how the organization allows space for employees to experiment and find innovative ways to grow business.

    In about 3 months all I observed was to the contrary. I was delivering the results as expected but was confused when my sales manager pulled me up for not making the mandatory 13 cold calls per day as per the requirements of the job. He went on to say that no matter the results, you got to make those cold calls. I was closing more deals than the rest of the team because of my vast network but was being lectured about how making ‘n’ number of calls will lead to ‘x’ number of conversions.

    As illogical as it sounded, this company was rewarding people for ‘fitting-in’ than for being extraordinary.

    In this case, the unspoken rule seemed to be: “playing by-the-rules matters more than results” or “my boss rewards mediocre employees and fears top performers.”

    The behaviours organizations promote and tolerate, determine their real They are more powerful than any written rules. Or that a mission statement, for that matter. Many times it is the unspoken rule that promotes mediocrity in the organization and is reflective of the culture that prevails.

    It’s important therefore for organizational leadership to understand the true reflection of the culture. What unspoken rules do is to; erode trust,

    I find that even today after almost 30 years of working and consulting with organizations. There is often a gap between what the organizations communicate and their reality.

    When the leadership behaviour is different from their spoken word, employees turn cynical and lose faith and trust in the organization’s vision, mission and values. I find that many managers talk about promoting innovation, creativity, collaboration, teamwork, initiatives, openness but their behaviour seems to promote mediocrity, competition, conformance, politics, fear and individualism.

    It’s time to conduct an audit of all the unspoken rules in your organization. That’s the only way you can bridge the gap and build a culture of trust and growth.

    Here is a list of unspoken rules I have come across in my interviews with several thousand employees across multiple organizations;

    1. Anyone can speak up as long as you are in agreement with your boss
    2. Collaborate but we will reward you for your individualism
    3. Take initiatives but with your bosses approval
    4. We promote creativity and innovation as long as you don’t upset the status-quo
    5. There are two rules in this company; 1 – the boss is always right 2. When he is wrong, refer to rule 1

    Which are the funny and whacky ones you have come across? Share in the comments. Will be interesting to know….

    3 Leadership Pitfalls You Should Avoid

    Ego, Stubbornness and Playing favorites are by far the biggest stumbling blocks of leaders in achieving greater progress.

    Leadership Pitfalls

    Ego – blocks your ability to be open and honest in your assessment of your self and the situation you are in.  It comes in the way of your ability to ‘Listen’ even to your own conscience.

    Stubbornness – impacts your ability to be flexible and adaptable, to the point of even compromising on the larger vision or goals

    Playing favorites – stops you from providing space to the deserving

    Even the great Mahatma Gandhi and I think many more of the great leaders of our times were at some point afflicted with this problem. In the Epic Mahabharata, Dhrithrashtra suffered from the same.

    Agree?