Insight

In recent conversations, I see people are trying to improve the areas that are not serving them so well.

Career upgrades when health is unstable.
Investment strategies when anxiety is high.
Communication tactics when ego is active.

We rarely ask which internal state is driving the effort. Clarity saves energy.

One Small Shift

Pick one life pillar - Physical, Emotional, Financial, Professional, Relational, Social from today.

Complete this sentence honestly:

“In this area, I am mainly operating from ______.”

No fixing.
Just noticing.

Awareness often softens unnecessary pressure immediately.

From My Desk

Four weeks after release, I’m seeing readers use this model in daily reflection and shifting from abstract philosophy to applied self-diagnosis.

That’s encouraging.

Next, I plan to connect the 4S model more explicitly to leadership behavior in teams and organizations.

Survival is protection. It becomes a limitation only when unconscious.

Insight

Many mid-career professionals admitted feeling “behind” when they are fearful. When we unpacked it, most were simply managing heavy responsibilities - EMIs, parents, school fees, etc.

That is not weakness. That is context.

The real shift begins when you recognize whether you are stabilizing strategically or hiding behind fear.

One Small Shift

Instead of asking: “Am I being too safe?”

Ask: “Is this stability building capacity or avoiding discomfort?”

The answer reveals whether Survival is serving you or shrinking you.

From My Desk

Five weeks since the release of my book Mantras of a Happy Life, and the strongest reactions haven’t been about ambition. They’ve been about realization, realization that not every phase has to be heroic.

Keeping things simple, now my upcoming focus is on Delhi NCR market for connecting with my readers.

Next: a diagnostic-style piece - how to identify which state you’re in before trying to improve anything.

Small perspective corrections change identity more reliably than big decisions.

Insight

At recent conversations in Mysuru and Bengaluru, many readers spoke about wanting “a major shift.”

What I’ve observed instead: sustainable change starts quietly.

A different interpretation of your salary.
Your role.
Your marriage phase.
Your startup plateau.

The story you tell yourself alters the state you operate from. That’s the leverage point.

One Small Shift

Pick one frustration in your life.

Write two interpretations of it.

The first will be reactive.
The second — slightly more generous or strategic — is your 2% shift.

Observe how your emotional state changes instantly.

From My Desk

Four weeks post-release, the discussions are becoming more nuanced than promotional. The exchanges have been thoughtful, especially around identity and growth phases.

This framework is slowly turning into a lens people are testing in real time.

Full story at my Medium profile

Next topic: Survival Mode — why it deserves respect before transcendence.

Motivation without state awareness creates exhaustion, not growth.

Insight

Over the past month, during my interaction sessions, many readers told me they’ve tried multiple productivity systems. The pattern was consistent: high energy at the beginning, quiet drop-off later.

The issue wasn’t laziness. It was applying Self-Attainment tools while still operating from Survival or Superiority.

Misaligned fuel burns fast.

One Small Shift

Before adopting any new habit, pause and ask:

Is this solving fear?
Is this proving something?
Or is this genuinely aligned with growth?

The answer changes how long the habit survives.

From My Desk

Four weeks since release, and conversations are becoming deeper than the book itself. The interactions with my readers have been thoughtful.

I’m increasingly convinced this work is less about performance and more about inner calibration.

Next week: The 2% Shift Rule and how small perspective corrections alter life direction quietly but permanently.

You don’t always decide from logic. You decide from the state you’re in.

Insight

Over the last few weeks, I’ve been speaking to readers during book signings in Mysuru and Bengaluru. Many conversations were about career doubt, financial anxiety, and comparison pressure.

What struck me: the issue wasn’t capability. It was the internal state driving the decision.

Survival sounds like caution.
Superiority sounds like ambition.
But both can quietly control us.

Awareness changes that.

One Small Shift

Before your next important decision, write one line for yourself:

“I am currently deciding from ______.”

Fill the blank honestly:
Fear?
Validation?
Growth?
Contribution?

Don’t change the decision immediately; just observe the state.

From My Desk

It’s been four weeks since the book release. The response in Mysuru and Bengaluru was encouraging—warm conversations at Sapna Book House, Blossom, Bookhive, Navakarnataka, and others.

More than sales, what stayed with me were the discussions about inner maturity. This framework is becoming less theory and more lived dialogue.

Next week, I’ll write about why most self-help fails—not because it’s wrong, but because it addresses action before awareness.

For details on the topic, check the full article at https://medium.com/@unbinarylife/the-3-invisible-states-that-are-quietly-controlling-your-decisions-5f84559980ad

Success feels empty when the inner world hasn’t grown with the outer one.

Insight (50–80 words)

Many founders meet society’s expectations early—career, income, status—but feel unsettled afterward. This isn’t ingratitude. It’s a mismatch between external achievement and internal development. Without growth across emotional, relational, and physical dimensions, success struggles to feel complete.

One Small Shift

Ask quietly: Which part of my life improved because of this success—and which part stayed untouched?

From My Desk

I’ve been reflecting on how often dissatisfaction follows achievement, not failure.
Also sharing that Mantras of a Happy Life is now available across major platforms in India and as an ebook globally. I’m looking forward to hearing from the earliest, most curious readers.

_______________________________________________________________

I continue unpacking leadership, decision-making, and working on self through the 4S model in my upcoming book Mantras of a Happy Life and on my website. If this perspective is useful, we can connect at https://www.linkedin.com/in/unbinarykundan/

When leadership feels heavy, it’s often a signal of Survival—not failure.

Many leaders assume stress is a workload issue. Often, it’s a state issue. Operating continuously in Survival makes even small decisions feel urgent and emotionally costly. Over time, this drains clarity and patience—without any visible crisis.

One Small Shift

At the end of the day, ask: Which decisions felt heavier than they needed to—and what state was I in then?

From My Desk

I’ve been thinking a lot about how everyday behaviour trains leadership reflexes.
Also sharing that Mantras of a Happy Life is now available across major platforms in India and as an ebook globally. The earliest readers matter the most to me.

_______________________________________________________________

I continue unpacking leadership, decision-making, and working on self through the 4S model in my upcoming book Mantras of a Happy Life and on my website. If this perspective is useful, we can connect at https://www.linkedin.com/in/unbinarykundan/

Insight - Many leaders don’t struggle because they lack capability, but because constant pressure narrows their thinking. In Indian workplaces, certainty feels safer than curiosity. Over time, this shows up as control, reduced trust, and silencing teams towards disengagement—even when intentions are good.

One Small Shift: Before asserting a decision, pause and ask: What part of this reaction is about protecting myself rather than improving the outcome?

From My Desk: I’m spending a lot of time noticing how leadership problems are often state problems, not skill gaps. I have discussed this at length in my upcoming book Mantras of a Happy Life which and it is ready to reach its earliest readers—the most curious hands matter the most.

_______________________________________________________________________

I continue unpacking leadership, decision-making, and working on self through the 4S model in my upcoming book Mantras of a Happy Life and on my website. If this perspective is useful, we can connect at https://www.linkedin.com/in/unbinarykundan/

A quick snapshot if this article worth your time

Six senior executives from global companies like AWS, AT&T, Mastercard, IBM, Revlon, and Mejuri shared the books that shaped their leadership. What stands out is not the variety of books, but the common threads: emotional intelligence, ownership, courage, adaptability, and practicality. These themes align closely with what modern leaders but how India’s rapidly shifting leadership — need the most.

1. The Innovator’s Dilemma — Clayton Christensen

Quick Summary:
Christensen explains why large, successful companies fail when new disruptive technologies emerge. The book shows how leaders often listen too closely to current customers and overlook smaller, emerging markets that later reshape industries. It is a practical guide to understanding disruption and designing teams that stay adaptable instead of defending outdated systems.

Takeaways:
• Success creates blind spots.
• Disruption rewards leaders who experiment early, not those who protect the status quo.

2. Emotional Intelligence — Daniel Goleman

Quick Summary:
Goleman argues that emotional intelligence — self-awareness, empathy, and relationship skills — is as important as IQ. He breaks down how leaders interpret emotions, react under pressure, and influence team climates. The book shows that competence without emotional maturity limits effectiveness, especially in environments that demand collaboration and trust.

Takeaways:
• Emotional literacy is a leadership advantage.
• Teams perform better when leaders manage their own reactions first.

3. Extreme Ownership — Jocko Willink & Leif Babin

Quick Summary:
Based on Navy SEAL combat experiences, this book teaches that leaders must take complete responsibility for outcomes — good or bad. It emphasizes clarity, disciplined execution, communication, and acting without excuses. The authors show how high-pressure leadership relies more on clear decision-making than on intensity or charisma.

Takeaways:
• Ownership reduces confusion and increases alignment.
• Leaders who blame others weaken the organization.

4. Dare to Lead — Brené Brown

Quick Summary:
Brown focuses on courage, vulnerability, and psychological safety in leadership. She argues that modern teams need trust, not authority-driven control. Through research-backed insights, the book shows how honest conversations, clear expectations, and empathy create cultures where people innovate without fear of judgement or punishment.

Takeaways:
• Vulnerability is a leadership skill, not a weakness.
• Trust grows when leaders communicate openly and consistently.

5. Quiet — Susan Cain

Quick Summary:
Cain explains how introverts contribute meaningfully in workplaces designed for extroverts. She shares research on deep thinking, listening, and calm problem-solving. The book helps leaders recognize that not all influence is loud and that quiet performers often drive stability, quality, and long-term results.

Takeaways:
• Introverts bring depth, focus, and thoughtful decision-making.
• Balanced teams outperform groups dominated by one personality style.

6. The Hard Thing About Hard Things — Ben Horowitz

Quick Summary:
Horowitz describes the uncomfortable truths of building and running a company — uncertainty, contradictions, and constant pressure. He rejects the idea that leadership is a smooth journey. Instead, he emphasizes resilience, tough calls, and learning to operate without perfect information or emotional comfort.

Takeaways:
• Real leadership is built during difficult decisions, not easy wins.
• There is no formula — leaders must stay steady in chaos.

Why India Needs Mantras of a Happy Life — (My upcoming book by Jan 2026)

Most leadership books come from Western contexts. Their lessons are useful, but they don’t fully capture the social, emotional, and cultural realities of Indian leaders — especially those in Middle India, where resources, expectations, and relationships operate differently.

Mantras of a Happy Life fills this gap by explaining leadership through four states of mindset:
Survival → Superiority → Self-Attainment → Spirituality.

Why it matters for India:

1. It blends emotional intelligence with cultural context.

India’s workplaces are emotional, interdependent, and relationship-driven. The 4S Model shows leaders how to shift from reactive states to reflective ones.

2. It teaches contextual judgment, not one-size-fits-all rules.

Unlike rigid Western frameworks, the book helps leaders understand when to push, pause, delegate, or release.

3. It enables courageous conversations without aggression.

Indian leaders often avoid conflict or escalate too quickly. The book provides a middle path for honest, calm dialogue.

4. It promotes ownership without burnout.

Leaders learn to take responsibility but also recognize when persistence becomes counterproductive.

5. It sets realistic expectations for a complex society.

Indian leadership is layered — with family expectations, hierarchy, resource constraints, and rapid growth.

The book addresses these realities directly.

Takeaways:
• Your life’s happiness index is not only your behavior outcome, but also depends on system and structure created around you.
• You are still at the center of your universe. Awareness of your system and resources will lead you towards the life you want.

Closing Thought

All the global books highlighted are giants and offer strong leadership foundations, but India needs its own framework too — one that understands our emotional patterns, our cultural wiring, and our decision-making behavior.

Mantras of a Happy Life (To be released by Jan 2026) is designed for that purpose: practical, human, and suited to the way India actually works.

_______________________________________________________________

If this sparked something for you, I share more reflections like this in my newsletter 4S: Life & Leadership Maturity. I’m building a space for leaders and seekers who want clarity, courage, and maturity in their choices. You’re welcome to join us: 👉 leadershipwith4s.substack.com

A quick snapshot if this article worth your time

The quote sounds motivating, but it oversimplifies leadership. When taken literally, it creates pressure to persist in everything, even when quitting or delegating would lead to better outcomes. Effective leadership requires judgment, not blanket rules. It requires the ability to recognize when to persevere and when to pivot.

If you are still around, let’s dive deeper:

Why This Quote Becomes a Trap

On the surface, the statement divides people into two fixed groups:

1. Those who quit easily

2. Those who never quit

Most leaders want to place themselves in the second category.

The problem is that it turns persistence into a default behavior rather than a conscious rational decision.

In Indian workplaces — especially among first-generation leaders, founders, and senior managers — this often leads to:

• Taking on too many responsibilities
• Avoiding delegation
• Pushing failing initiatives too long
• Confusing effort with effectiveness
• Feeling guilty for letting go of anything

This becomes a loop, a negative feedback loop where leaders keep proving they are “fighters,” even when the smarter choice is to exit, delegate, or pivot.

What Research Shows

Several studies call out the downside of “blind persistence”:

• Harvard Business Review (HBR) reports that leaders who persist without re-evaluation are more likely to fall prey to escalation of commitment — continuing a failing course despite negative evidence.
• A Wharton study (2019) found that strategic quitting improves long-term success by freeing attention from low-return efforts.
• Behavioral research from Stanford shows that high achievers often overestimate their ability to “push through,” leading to burnout and poorer decision quality.
• In India, IIM Bangalore’s study on first-generation entrepreneurs notes that “overcommitment culture” reduces innovation because leaders don’t make space for new priorities.

Remember, persistence is valuable, but without decision filters, it can soon become counterproductive.

Why Leaders Fall Into the Non-Quitter Identity

Three behavioral tendencies mostly drive this are:

1. Social Conditioning: Indian leadership culture values stubbornness — Try harder” is encouraged far more than “try differently.”

2. Identity Pressure: Leaders fear being seen as weak or inconsistent, so they stay committed to paths that no longer serve the organization.

3. Lack of Delegation Confidence: When leaders buy into the “never quit” mentality, they also internalize “I must handle everything myself.” This leads to slower teams and reduced capability building.

The Unbinary Perspective: Don’t Choose Between Quit or Persist

Unbinary leadership asks a simple question:

Why treat persistence and quitting as opposing behaviors?

Leadership is rarely binary. Sometimes the best choice is

• Persist on the core,
• Quit the nonessential,
• Delegate the operational,
• Redesign what’s failing,
• Pause what needs clarity,
• Restart what deserves a second look.

My answer is in the form of a question:

How about both or none (beyond), depending on the context?

In Unbinary Leadership, quitting and persistence are not identities — they both are tools for me.

Here is a quick contrast:

A Practical Framework for Leaders

Use this 4-step filter before deciding:

1. What is the expected return on continued effort? (HBR recommends periodic ROI review for leadership decisions.)

2. Is this activity aligned with long-term goals? If not, quitting is responsible, not weak.

3. Can someone else do this better or faster? This helps break the “do everything myself” loop.

4. What is the opportunity cost of staying with this? Stanford research shows leaders undervalue opportunity cost unless asked explicitly.

If the answers favor quitting or delegating, the rational decision is to let go — not push harder.

A More Accurate Leadership Statement

“Winners don’t quit everything; they quit the unproductive things.”

Closing Thought

The popular quote oversimplifies behavior and pushes leaders toward unnecessary overcommitment.

I call it borrowed intelligence when Leaders adopt the words from the long living quotes without validation of their system & structure.

Unbinary leadership suggests a more balanced approach — use persistence and quitting as flexible tools, not fixed identities. In a fast-growing India that is aiming for a 10 trillion USD economy, clarity and choice matter more than slogans.

_______________________________________________________________

If this sparked something for you, I share more reflections like this in my newsletter 4S: Life & Leadership Maturity. I’m building a space for leaders and seekers who want clarity, courage, and maturity in their choices. You’re welcome to join us: 👉 leadershipwith4s.substack.com

Many leaders default to a “who is right” mindset instead of “what is right.” This creates a win–lose frame that restricts clarity, slows decisions, and reduces the quality of collaboration. The alternative is a more objective, shared problem-solving approach — what I call Unbinary Leadership.

One morning at Dramantram, my two colleagues were debating a routine project decision. When I walked in, one of them turned and asked, “Kundan, who do you think is right and who is wrong here?”

I responded with: “For one to be right, why does the other have to be wrong?”

This shifted the entire room’s mood. People smiled — not because it was deep, but because it was relatable. Most workplaces in India, from small teams to CXO meetings, fall into this exact pattern where being right becomes a competitive sport.

But this is less about personality and more about conditioning.

Leadership and the Win-Lose Trap

I bet you must have seen the following at your workplace or may have been a part of it:
• Conversations becoming debates.
• Meetings become contests for intellectual territory.
• Focus on defending viewpoints instead of strengthening the better decision.

This is the second S in the 4S Model of my upcoming book Mantras of Happy Life — the Superiority State , where the mind unknowingly tries to win the moment instead of improving the outcome.

Research in organizational psychology shows a similar pattern:

• A Harvard study on team effectiveness found that teams focusing on “being right” underperform teams focusing on “getting it right.”
• A Stanford paper on cognitive conflict noted that ego-driven disagreements reduce solution quality and slow decisions by up to 50%.
• Indian management studies (IIM Ahmedabad, 2021) show that hierarchical cultures tend to treat discussions as status contests, not collaborations.

The behavior is common and predictable — which means it can be addressed.

Why being “More Right” Still Misses the Point

In fairness I do understand that my colleague wasn’t asking, “Who in the discussion was more right?” What he meant was, “Whose argument is stronger?”
But even this framing can bias teams without them realizing the impact of taking sides.

When leaders try to be “more right”:
• They subconsciously filter information to support their view.
• They hold back weak points in their own argument.
• They stop listening for insights coming from the other side.
• They try to win the exchange instead of improve the decision.

The cost? You lose the combined intelligence of the room.

This directly impacts teams, where collaboration is improving but still not instinctive. Many leaders grew up in environments, especially in a country like India, where being correct was rewarded more than being collaborative.

The Leadership Risk

A win–lose mindset may feel productive in the moment and feels heroic, but it gradually creates:
• Lower trust
• Hidden resistance
• Poor information flow
• Defensive decision-making
• Weak team ownership of outcomes

In a growing India where teams are younger, hybrid, and often cross-functional, this mindset becomes a bottleneck. This might have a larger impact on the overall goals of becoming 3rd largest or the largest economy in the world.

A More Useful framework: win-win

Instead of choosing sides, leaders can shift to an integrated approach, which is..

1. Surface the strongest points from each side.

2. Identify what assumption each person is operating with.

3. Challenge the problem, not the person.

4. Combine insights into a clearer path forward.

5. Make the final decision transparent, logic-based, and trackable.

This reduces ego friction and builds decision quality over time. This also creates a positive feedback loop, gradually becoming more a part of habit than a rational practice.

As a simple tool, during any disagreements evolving, ask one question:

“What part of the other person’s argument can improve our final decision?”

This will help pull you out of the superiority state and into he 3rd S of 4S which is the Self-attainment Leader. It also improves decision outcomes without adding complexity.

A quick contrast

Closing Thought

Win-lose leadership feels natural and fun initially but limits collective intelligence. A win-win leadership is not an ideal theory but a need of the hour, and it requires unbinary intention.

With India moving toward a $10-trillion future, leaders need more integration and less superiority.

_______________________________________________________________

If this sparked something for you, I share more reflections like this in my newsletter 4S: Life & Leadership Maturity. I’m building a space for leaders and seekers who want clarity, courage, and maturity in their choices. You’re welcome to join us: 👉 leadershipwith4s.substack.com

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For the past 6 years, I’ve been wearing multiple hats — a founder, an anti-CEO, an aspiring author, and a facilitator.

From the outside, it might look like too many things at once but for me, it’s a single thread — each role feeding the other.

Now, with my first book Mantras of Happy Life about to ripple into the world, I feel it’s time to focus and intensify my knowledge-sharing. It’s time to step fully into the role of the Leadership Facilitator.

Why This Role Matters

As founder of Dramantram, I’ve applied most of the ideas from the book to build an organization that has stood strong for 10 years.

As the anti-CEO, I’ve lived facilitation daily — creating a culture where 30+ people grow, where systems ensure creativity doesn’t collapse into chaos, and where leadership isn’t only about vision alignment but designing environments where people evolve together.

As a facilitator, I connect psychology, philosophy, and neuroscience.

I test ideas in real rooms, with real people. And what’s emerged are workshops that don’t just inform — they transform.

The Unbinary (Leadership) Facilitation Process

Every workshop is designed under my Unbinary Facilitation umbrella, where Head, Heart, and Hand align.

Duration: 2 hours — 4 hours; In person.
Focus: 80% experiential (kinesthetic exercises, reflections, group explorations) and 20% distilled theory.

Upcoming Workshops:
🔹 The Self-Aware Leader — 4 States of Evolutionary Maturity
🔹 The Big Picture Leader — Leadership through the Ecosystem Lens
🔹 The Inside-Out Leader — Life Design Framework for leaders
🔹 The Abundance Leader — Mastering abundance beyond P&L numbers
🔹 The Getting Things Done Leader — Time, attention, and energy mastery

Who It’s For

• Senior managers preparing for CXO roles

• Founders & family-business leaders making big decisions

• MBA/EMBA students on the cusp of executive leadership

• Facilitators and coaches guiding senior executives

In short: current and aspiring senior executives navigating complexity.

Why Now?

What I have learned over time, and I believe most of you would agree with me is that

Leadership is not a title — it’s a practice.

A data from eLearning Industry says that 77% of organizations admit they have a leadership gap? Well, I want to do my part.

I want to do my part.

Join the Pilot

The workshops launch is in December 2025 with a 3-month pilot run. If you are a L&D managers, senior facilitators, and MBA colleges in Delhi NCR, I invite you to collaborate in the capacity you think will benefit you, and I’d love to have you in the conversation.

As a principle, I don’t conduct free sessions. But for eligible groups, I will offer the first session for a symbolic INR 1 — because for me commitment matters more than cost and the same gets translated into result.

_______________________________________________________________

If this sparked something for you, I share more reflections like this in my newsletter 4S: Life & Leadership Maturity. I’m building a space for leaders and seekers who want clarity, courage, and maturity in their choices. You’re welcome to join us: 👉 leadershipwith4s.substack.com

For me, he is the perfect example of what I call a Big Picture Leader.

Wish you a very satisfactory & blissful birthday Mr. Prime Minister.

When I look at him through my Life Design Framework, the six life pillars give us a useful lens:

Life Design Framework

• Physical: His energy levels, discipline, and stamina stand out. Even at 75, the pace he maintains would exhaust people half his age.

  Something every leader needs to learn when it feels easy to trade health for “just one more promotion.”

• Emotional: A composed persona in public, able to absorb both criticism and praise without too much leakage of emotion.

  At times, I have observed that he takes his time even to respond to burning questions or situation. May be he is working for action first than statement but either way it is brilliant, since one wrong statement can bring 10X or even 100X effects on global politics, market health, and ground-level followers.

• Financial: Personally simple with his lifestyle, though navigating and shaping the financial destiny of a giant economy.

  Many times when I work with leaders, financial well-being is confused only with accumulating as many assets or as much money as possible, but there is another side — lowering your spending. Balancing the two brings financial freedom.

• Professional: A relentless leader for sure. His work ethic has redefined what “public service” means in modern Indian politics. He maintains himself to a point where finding a better alternative in such a big country looks like an impossible task.

  Even when the U.S. is trying to twist India’s arm in the name of trade policies, the U.S. President makes sure to call our PM on his birthday.

• Relational: This pillar is about family and close circle, and he seems to be doing fairly good.

  Whether it is his mother, his past life, or his colleagues from work, there is a sense of respect reflected when seen around him.

• Social: A master of narrative, positioning himself as one with the people, not above them.

  He makes sure his relationships with citizens are nurtured through direct, frequent communication.

• But beyond the individual life pillars, what fascinates me more is his leadership style of operation. Let’s try that with my new framework I call The Bigger Picture Lens. Here it goes:

The Bigger Picture Leadership Lens

• System: He has tightened the machinery of governance, focusing on speed and efficiency. If you look closer, for every aspect of governance, he has tried to create a mini or micro system and branded it as a living entity.

• Structure: Centralized power, which allows decisive action but also sparks debates on checks and balances.

• Culture: Pushing pride in Indian heritage, from yoga to local languages, while sometimes risking exclusionary undertones.

• Resources: Bold in resource allocation — be it digital infrastructure, defense, or welfare schemes, and my favorite, the highway infrastructure creating milestones every day.

• External: Assertive foreign policy that positions India as a global voice rather than a quiet follower.

Based on my findings, I believe I can call him a Big Picture Leader. He is not merely reacting to problems; he is shaping narratives, steering systems, and placing India into conversations of the future.

Before I close, I want to clarify that this newsletter is written from the lens of leadership traits and appreciation for the PM of my country. This newsletter shouldn’t be associated with or affiliated with any political party.

As a citizen and a novice observer — I feel there are many areas where we could do better. The polarization around language, the rise of religious fault lines, and the sharp divisions in political discourse sometimes worry me. But that’s my personal discomfort.

My respect and support for the role of Prime Minister remain, for leading 1.4 billion diverse voices. People who are leading even 140 or even 14 people can relate.

Whether history places him as a great leader or not is something people and time will decide. My intent here is not to pass verdicts but to show how the frameworks of Life Design and The Bigger Picture Leadership Lens help us understand why he embodies Big Picture Leadership.

And here’s the most important part — these are not just traits you’re born with.

These are skills. They can be developed.

For every influential leader — whether you are running a company, an institution, or even a family — building your life pillars and shaping your ecosystem with clarity is the path toward becoming a Big Picture Leader yourself. We practice all these and nurturing leaders at my organization Dramantram!

I’m exploring both these frameworks — Life Design and the Bigger Picture Leadership Lens — more deeply in my upcoming book Mantras of Happy Life. It’s about designing life with clarity while navigating the complexity of systems and structures around us.

I’d love to hear your questions, challenges, or reflections on these ideas.

_______________________________________________________________

If this sparked something for you, I share more reflections like this in my newsletter 4S: Life & Leadership Maturity. I’m building a space for leaders and seekers who want clarity, courage, and maturity in their choices. You’re welcome to join us: 👉 leadershipwith4s.substack.com

A couple of months ago, I decided to go on a four-month trip across Australia and Asian countries like Indonesia, Thailand, and Malaysia.

The idea was simple: take a digital detox, explore the world, meet fellow leaders, and work on my second(again-yes I need to rewrite everything) and start the third book.

After two months of this journey, I was in Bali when I finally turned back to my phone to catch up on things I had left behind. In one of my IAF group conversations, I was surprised to see a flurry of activity. But honestly, I couldn’t make sense of it all. So I picked up the phone and bombarded Pragya, my fellow colleague from IAF Delhi with questions:

“Hey Pragya, what’s happening? I hear there’s something in Bali… am I going to miss the India conference tickets because I wasn’t around? Did I miss the dates? What’s going on?”

Pragya asked me to calm down. She reminded me not to worry about the India conference right away but to focus on the big IAF Asia Conference that was happening right there in Bali. Even she was packing her bags for her flight then.

My jaw dropped — it was just three days away. A huge event where people from across Asia, Australia, and even Europe come together to celebrate learning.

For those who don’t know, IAF stands for the International Association of Facilitators. It’s a wonderful community of facilitators from all over the world. The culture, the people, and the learning are the real highlights. And the way IAF conferences work is fascinating: they release “early bird” tickets first, then regular ones for members and non-members.

The fun fact? Tickets usually sell out within hours or, at best, a couple of days. And there I was — months later — sitting in Bali without a ticket.

But something about it felt like a calling. Friends from the IAF Delhi circle warned me (out of love) not to miss this. So I quickly wrote to the IAF Asia contact email. To my luck, Pragya told me that someone from India had canceled their plans and was ready to transfer their ticket. If I acted fast,

I could grab it. That’s what I call the universe aligning the path for you.

I didn’t waste a second — connected with the person, grabbed the opportunity, and felt grateful. Two days later, I got another call, this time from IAF India chair. Because of some issues, he might not be able to travel, and if needed, I’d have to step in and support his co-facilitator in conducting a session.

Inside my head I exclaimed, “Conduct a session?!” That was more than just the universe aligning — it was the universe pushing me to take the next big step.

And I said yes. Partly because of the opportunity, but also because of the people involved. Chander Sir, the IAF Chair has a charismatic presence, and Kavita, the now lead facilitator has this warm, supportive energy.

Fast forward: day one was filled with fantastic sessions, fantastic people, and… okayish food.

By evening, Kavita and I sat down to prepare for day two. Chander Sir called in to reassure me that I can do it. Kavita, with her calm approach, made sure I didn’t feel pressured — she let me choose what I was comfortable with while guiding me gently. We worked together until 1 a.m.

The next morning (technically the same morning now), I was up at 5 a.m., revising the entire process in my head. By 7, I was at the venue, setting things up for our 8 a.m. session. That’s when I saw Amito entering the room. She whispered to me, “I’m here to see you in action.” I could only smile and hope I would do justice to my role as co-facilitator.

Just then, a text message came from Chander Sir: “Enjoy and romanticize this session.”

I did exactly that.

I tried to bring out the honeybee inside me — buzzing, collaborating, feeling more alive — and take the participants on a journey of romance in facilitation. The core idea was simple:

facilitative sessions aren’t just about tools, methods, and outcomes. By adding an element of romance and the hardworking spirit of bees, we can elevate facilitation from good to great.

The session ended on a high note. At the group photo shoot afterward, you could feel the energy — joy, love, and connection floating in the room.

And it wasn’t just about this session. There were more magical moments: meeting Amito, connecting with Dr. Stewart Desson, the founder of Lumina Learning, meeting Mrunal’s family, meeting Babita from Pune, and much much much more. Each encounter added depth to the experience.

Now however lucky I sound or make this story sound, there is a major learning for me.

Situations are aligning continuously, sometimes in favour, sometimes against. The BIG QUESTION is, how prepared are you when it is in favor of you, and how prepared are you when situations aligning against you?

As I reflect on those two days, I realize I’ve gathered enough insights to share with my professional network in the coming months. For now, I’m settling back into my book projects — one about to be released, another shaping up as a draft. Almost everyone I met felt excited about my upcoming self-help book based on the 4S Framework, which explores how humans mature.

With lots of love, I hope my upcoming book helps you understand life and yourself a little better — and maybe feel a little prouder of we being connected.

Stay tuned, keep working on yourself, and remember:

when the universe carves a path for you, make sure you’re ready to walk it.

Stay blessed!!

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If this sparked something for you, I share more reflections like this in my newsletter 4S: Life & Leadership Maturity. I’m building a space for leaders and seekers who want clarity, courage, and maturity in their choices. You’re welcome to join us:

Subscribe now

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I’m Kundan, also known as Unbinary Kundan—an entrepreneur turned anti-CEO of Dramantram a creative agency, and a modern-day philosopher.

Through my 4S model (Survival → Superiority → Self-Attainment → Spiritual), I explore how leaders and individuals can evolve in an age of AI, noise, and constant change.

With my upcoming book, I am trying to reach to Leaders from all areas of life especially those who want to work on themselves towards self-mastery.

To start with, I will be posting twice a week and if you subscribe, you’ll Receive:

• Practical frameworks from the 4S model to apply in life and leadership

• Behind-the-scenes insights from my upcoming books (Mantras of Happy Life, Unbinary Thinking, and more)

• Reflections on philosophy, self-mastery, and leadership maturity

• Invitations to conversations, events, and experiments where we grow together

TCS Layoff: What Triggered It?

As per recent news, Tata Consultancy Services (TCS) will cut approximately 12,000 jobs — about 2% of its global workforce — through FY 2026, targeting mainly middle and senior management roles (LinkedIn, India TV News). CEO K. Krithivasan described the decision as “one of the toughest” but necessary to build a “future-ready” organization, pointing to skills mismatch, bench-time constraints, and weak client demand, rather than straight AI automation (Moneycontrol).

Will Others Follow TCS as Market Leader?

With TCS viewed as an industry leader, I believe other firms like Infosys, Wipro, and HCLTech may pursue similar cuts amidst demand softening, rising operational costs, and AI-driven restructuring (Reuters). However, Infosys CEO Salil Parekh recently insisted his company will not lay off staff, favoring investments in AI, cloud, and reskilling, while planning to hire fresh graduates aggressively (The Times of India).

AI: A Cost‑Cutting Reality or Hoax?

TCS leadership maintains that the layoffs aren’t driven by AI replacing people. Instead, they cite rolling out AI at scale AND realizing that some roles lacked future relevance or redeployment feasibility (India Today). Still, AI is already reshaping workforce needs across up to 700 professions, displacing traditional roles and shifting pay structures (The Economic Times).

Although AI is in its nascent state to bring big changes to professional agents, I believe that many organizations might use the individual vulnerability to their advantage for job cuts or updating responsibilities.

Could the Real Numbers Be Higher?

While 12,000–12,200 could be the stated figure, I too speculate internal exits — through forced attrition, non-performance evaluations, or onboarding freezes — could edge actual numbers toward 24,000 or much more. TCS headcount increased 36% since 2020, lifting per-employee cost ~25% — so deeper churn may be disguised beneath the official cuts (Reuters).

To my positive surprise, I am happy that it is being monitored or at least announced that it is being monitored.

Risk of Managers Sacrificing Productive Staff

My biggest concern in any such initiatives is that if layoffs are funneled through hierarchical channels, pressure on managers to meet quotas may promote firing visible performers, while the insiders survive. This risks rewarding internal politics over productivity.

I had been a part of TCS for 12 years and I have observed inefficiencies in the name of job security. Rather than being obliged to the organization for creating a secure place, the majority of employees could be seen active during the appraisal durations.

Such employees, including mid-managers, formed a tribe controlling the narrative for senior management, which many a time cost TCS to lose the whole business relationship.

Finally, I also had to leave TCS after 12 years of service and I still hold great gratitude for that organization.

Career Resilience: Practical Suggestions

No matter which side you fall upon, layoff or no layoff, the truth remains that you need to work towards moving out of the survival zone. The whole world is shifting towards more ethical business practices and adding value, so you will have to. Here are a few pointers for your attention:

• Upskill continuously: 73% of employers expect to retrain more than 5% of staff; AI fluency improves job security most significantly (AIPRM).

• Expand your network: Reach beyond immediate teams — mentors and external peers often open hidden doors.

• Enhance your impact: Blend technical, strategic, and emotional intelligence to stay indispensable.

• Maintain visibility intelligently: Track and deliver measurable outcomes — not just effort — so your contributions can’t be dismissed.

• Embrace adaptability: Shift from task-based roles to outcome ownership. (The Times of India).

Visualizing the Context (with help of GPT)

• The chart above shows global tech-layoff volume surging across major firms in early 2024, including Amazon, Meta, Google — highlighting a broader pattern beyond TCS.

• Industry data shows executive estimates that 21%–44% of AI-implementing companies expect layoffs in 2024, though many also plan hiring — with AI-skilled candidates most sought after (springboard.com, AIPRM).

Conclusion

Having served 12 years at TCS, I hold deep respect for its legacy — but I also experienced internal office politics and hidden inefficiencies that demotivated performers.

Many high-performing peers chose to leave, navigating groups of unproductive networks within their “tribes”. I too moved on and now run my own firm.

Having ~25 people, I understand that layoffs are a fact of creating healthier businesses if done right & ethically.

Whether you’re in a corporate job or entrepreneurship, personal development is not a luxury — it’s essential survival. Those who lean into comfort under the illusion of job security often get blindsided.

My humble request is that you commit yourself to continuous self-mastery so you grow whether you’re inside or outside any organization.

Let me know if you are being affected by the recent changes and how are you making yourself safe?

Sources: Reuters; The Economic Times; The Times of India; India Today; Money Control; Springboard.com

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Hi, I am unbinarykundan, a Life coach and an entrepreneur. I help high-impact individuals and Leaders make transformative decisions that reflect wisdom, strategy. I bring my corporate and entrepreneurship experiences on the table to guide the solution with human insights and AI collaboration.

You can reach me at “hello@unbinarylife.com” or connect at my LinkdIn profile. Do check my Podcast “UnbinaryLife” at all major platforms for more about life and me!

Zoom image will be displayed

Every year, Dramantram hits the big pause button to turn inward. We switch off from the chaos of Business as usual, project calls and emails to immerse ourselves in a self-refreshing sprint.

We call it Solutioning Week.

It’s our sacred time to align, clean up our processes, spark new ideas, and simply become better together.

Origin- This is a brain child of our anti-CEO who is in a constant quest to make life more meaningful. Moving from Tata group of companies to now head Dramantram, a creative agency, it took Kundan a couple of years to accept the everyday chaos, late nights and escalations.

Committed to our associate partners as our 1st client, we needed something that brings us closer.

Solutioning week came up as the answer.

Not an hour, a day but a whole week for us in the organization.

2025 Agenda and execution

DAY 1 — ALIGN & ARRIVE

📅 April 14th | ⏰ 10 AM to 6 PM

The energy was electric as we kicked off with breakfast, warm welcomes, and a powerful opening session by Kundan, reflecting on a decade of Dramantram and the next 10X vision. A special guest talk and a fun meet-and-greet set the tone for a collaborative week.

Each unit then assembled in focused team sessions, followed by deep dives into Process Robustness to strengthen our scalability game.

Here is a quick glimpse of the day.

#solutioningweek #teamculture #leadership | Kundan (Unbinarykundan) ..
Can't wait to share Day 1 highlights of our #solutioningweek. Thank you Agnelo Rodriguez and Devendra Sood sir for…www.linkedin.com

DAY 2–10X MODE ON

📅 April 15th | ⏰ 10 AM to 7 PM

Day 2 brought in strategic depth and actionable activities. A guest session from our vendor partner addressed collaboration and business expansion, followed by intense workshops on Innovation and Future Readiness.

A lovely blend of ideas flowed as we explored Team Excellence and Customer Delight.

With candid conversations, posters, laughter, and sticky notes passing around, the day ended with clear actionable and a lot of gratitude.

Here is a quick glimpse of the day.

#solutioningweek #teammate | Kundan (Unbinarykundan) ..
Day2 quick highlights. Solutioning week going healthy, growing stronger! #solutioningweek #teammatewww.linkedin.com

DAY 3 — GOOD TO GREAT

📅 April 16th | ⏰ 10 AM to 5 PM

Our final day in the Delhi office was all about transformation and a window outside Dramantram. A powerful external facilitator session had us introspecting, dancing, laughing, and growing with help of imagination and storytelling.

From thank-you notes to creative gossip over lunch, Day 3 was a reward of the progress we made. We wrapped with reflections, commitments, and of course — a well-earned cheer!

Here is a quick glimpse of the day.

#solutioningweek #leadership #teambonding | Kundan (Unbinarykundan) ..
If organizations are living entities, there must be a reflection sessions embaded in the culture. Day3…www.linkedin.com

TEAM TRIP — THE REBOOT RIDE

📍 April 16th Night — April 20th

After 3 packed days, we set off for some well-deserved reboot ride. We had a bus full of high energy people along with their families. Lots of noise and dance on the way.

From late-night travel and sunrise arrivals to jungle safaris, laughter over dumb charades game, and some soul-moving conversations. Summer was at peak with 42 degrees high, but the swimming pool compensated it. Our team retreat was the perfect breath of air after the deep work. Last day was all about rest.

We came back not just recharged — but more connected than ever.

Here is a quick glimpse of the trip.

#solutioningweek #teambonding #leadership #beyondleadership | Kundan (Unbinarykundan) ..
Structure controls behavior... how about a Structure that liberates you 🤔 Dramantram #solutioningweek Day 4 Enjoy the…www.linkedin.com

Closing Thought

When the inside is clean, the outside shines on its own.

Solutioning Week isn’t a break from work — it’s how we become better at it.

No matter how dreamy or good this 1 week sounds, unless it gets practiced rest of 51 weeks, this might soon loose its value. People at Dramantram don’t suddenly become nice, but these 7 days are the outcome of the safety net that we extend rest 358 days.

I hope Dramantram becomes big one day so that I can present world a live case study of Thoughtful leadership and that a business can be created with happy faces.

Signing off 2025!

#solutioningweek #leadership #teambonding | Kundan (Unbinarykundan) ..
Let this post be as peaceful as our Day 5 - Dramantram Solutioning week 2025. stay tuned! Picture abhi baki hai 😎…www.linkedin.com

PS: In case if anyone is interested to know more about Solutioning Week and want to implement at your organization, comment Solutioning Week and I will share the templates we have been using during the event planning.

#SolutioningWeek #PauseReflectRecharge #TeamDramantram #InsideOutTransformation

_______________________________________________________________

Hi, I am unbinarykundan, a Life coach and an entrepreneur. I help high-impact individuals and Leaders make transformative decisions that reflect wisdom, strategy. I bring my corporate and entrepreneurship experiences on the table to guide the solution with human insights and AI collaboration.

You can reach me at “hello@unbinarylife.com” or connect at my LinkdIn profile. Do check my Podcast “UnbinaryLife” at all major platforms for more about life and me!

Every creative agency thrives on deadlines, client calls, and everyday chaos. Being a humanistic leader, it took me a couple of years to accept it.

Still, the anti-CEO in me was not ready to give up so easily to the circumstances, and then Solutioning Week was born.

A week, a full 7 days days of process improvement and fun activities which include a 4 day trip.

At Dramantram, it has now become a ritual — once a year, we pause all client work and go inward for a full week of introspection, innovation, and internal upgrade.

The name Solutioning Week makes sense for us.

Objective

The main objective of Solutioning Week is to enhance team collaboration, creativity, and problem-solving skills through various workshops, brainstorming sessions, and team-building activities.

This dedicated time allows us to reflect on our processes, identify areas for improvement, and implement innovative solutions to better serve our clients.

To create a high-impact space where the entire team can:

• Reflect on the journey so far.

• Rethink internal systems and inefficiencies.

• Recharge creatively and emotionally.

• Reimagine what the next leap looks like.

All without external distractions.

How we do it

For the 1st 3 days, we silence work phones and inboxes to go fully heads-down on internal transformation.

For this year this is how we structured it:

• Vision Reset: Celebrated 10 years of Dramantram and mapped the next 10X path.

• Unit-wise Deep Dives: Each team identified inefficiencies and redesigned workflows.

• Process & Culture Overhaul: Focused sessions on 6 pillars of

Revenue Driver, Process Robustness, Innovation, Team Excellence, Customer Delight and Brand Recognition

• Leadership Conversations: Guest speakers, market insights, and collaboration ideas

• Collective Thinking: Actionable strategies to boost revenue, brand presence, and future readiness

Why It Matters

In the race to deliver more,

we often forget to become better, especially at the cost of the human side of business.

Solutioning Week is our reminder: when we pause to upgrade ourselves, we return sharper, stronger, and more soulful.

We have seen amazing impacts where Solutioning Week has not only improved individual skills and team dynamics but also positively impacted overall business performance and customer satisfaction.

This investment in continuous learning and growth is essential for long-term success in today’s competitive landscape.

Being a corporate employee, then an entrepreneur, a facilitator, and now an aspiring author, I can assure you that this is one of the best initiatives I have curated that brings all the good learnings of my professional self.

This is not limited to a creative agency but for any organization that is willing to take a pause to focus on internal processes and respect the human side of business.

The end result is that we come back as a better team after a week to share better stories and ways of working with our awesome client partners.

What’s your way of aligning your vision with your team?

To see the solutioning week in action, here is a quick video from last year 2024.

_______________________________________________________________

Hi, I am unbinarykundan, a Life coach and an entrepreneur. I help high-impact individuals and Leaders make transformative decisions that reflect wisdom, strategy. I bring my corporate and entrepreneurship experiences on the table to guide the solution with human insights and AI collaboration.

You can reach me at “hello@unbinarylife.com” or connect at my LinkdIn profile. Do check my Podcast “UnbinaryLife” at all major platforms for more about life and me!

Hair loss is one of those things you don’t really think about — until it happens to you. And then, suddenly, it’s all you think about.

I know this because I’ve seen it happen to people around me, and let’s be honest, in a world where hair is tied to confidence, identity, and even youth, losing it can feel like a big deal.

That’s exactly why, in our latest episode of Unbinary Life, I sat down with Dr. Gaurav Solanki, a hair transplant specialist, to break down the facts, the myths, and the realities of getting a hair transplant.

Who is it really for? Does it work? Is it just a cosmetic fix or something deeper?

If you’ve ever considered it but felt overwhelmed by the process, this blog might help.

Why Do People Even Consider Hair Transplants?

Hair loss isn’t just about vanity — it’s personal. Dr. Solanki explained that

most patients he sees aren’t looking for a “perfect hairline”; they just want to feel like themselves again.

For some, it’s about restoring confidence. For others, it’s about career or social pressure. He’s had patients from every background — young professionals, actors, CEOs, even regular folks who just miss their old hairline.

But the real question is: Is a transplant the right solution for you?

Not Everyone Is a Good Candidate

One of the biggest takeaways from our conversation was that

not everyone should rush into a hair transplant.

Dr. Solanki was very clear about this — it’s not a magic fix.

Ideal candidates:

· Have stable hair loss (meaning it’s not aggressively progressing).

· Have a good donor area (the back of the head, usually).

· Understand that results take time — this isn’t an overnight transformation.

Who should NOT get a transplant right now?

· If you’re in your early 20s with rapidly thinning hair, a transplant might not be the best idea yet. Your hair loss pattern isn’t fully developed, so you might need another one later.

· If you have severe baldness and little donor hair, a transplant might not give the coverage you expect.

Dr. Solanki actually guides a lot of patients who aren’t good candidates yet.

It’s not about selling a surgery — it’s about doing it at the right time for the right person.

Does a Transplant Stop Hair Loss?

Here’s where things get interesting.

A transplant only moves hair from one place to another — it doesn’t stop your existing hair from thinning.

That’s why most people need ongoing treatments like minoxidil, finasteride, or PRP therapy to maintain the results.

Dr. Solanki strongly recommends a long-term hair care plan after a transplant. If you don’t take care of your remaining hair, you might end up with patchy bald spots around your transplanted hair, which is not the look anyone wants.

What Happens After the Surgery?

Dr. Solanki broke down the realistic post-surgery timeline:

📅 Weeks 1–2: Swelling, scabbing, and redness. You might look like you’ve had a “head injury” (his words, not mine).
 📅 Month 1–3: Shock loss — some of the transplanted hair falls out. This is normal!
 📅 Months 4–6: New hair starts growing, but it’s still thin.
 📅 Months 9–12: Full results start showing, with thicker, more natural-looking hair.

One thing he emphasized? It’s a waiting game.

A lot of people panic in the first few months, thinking it’s not working. But the real results take nearly a year to show.

The Emotional Side of Hair Transplants

This part of our conversation really stuck with me. We often think of hair transplants as a cosmetic procedure, but for many, it’s much deeper.

Dr. Solanki talked about how some of his patients struggle with self-esteem and even depression due to hair loss. For them, a transplant isn’t just about looking better — it’s about feeling like themselves again.

One of his most memorable cases? A young guy in his late 20s who had been wearing a cap for years to hide his receding hairline. After his transplant, he finally felt confident enough to go out without it. It sounds small, but for him, it was life changing.

Is It Worth It?

If you’re the right candidate, willing to commit to aftercare, and have realistic expectations —

then yes, a hair transplant can be 100% worth it.

But if you’re looking for a quick-fix miracle or ignoring long-term hair loss management, you might end up disappointed.

Dr. Solanki gave this great analogy:
 “A hair transplant is like planting a garden. You need the right soil (a good donor area), proper care (maintenance treatments), and patience. If you expect a full-grown tree overnight, you’ll be frustrated.”

That really sums it up.

If you want to hear more behind-the-scenes insights, personal stories, and expert advice, check out the full Unbinary Life episode with Dr. Gaurav Solanki.

Hair Transplants & Self-Confidence: The Psychology Behind it | Dr. Gaurav Solanki