कर्मण्ये वाधिकारस्ते मा फलेषु कदाचन
मा कर्मफलहेतुर भूर मा ते संगोस्त्व अकर्मणि
These words from the Bhagavad Gita were first spoken by Lord Krishna to Arjuna at Kurukshetra. They roughly translate to: you contol your actions, but not their more remote consequences. So take the remote consequences off your mind, act, and fulfill your sacred destiny.
These words were also the theme of a corporate leadership development program I was at earlier this week. A bunch of successful and well-compensated executives spoke to us developees about how leadership is about service, about having a bias for action, and not obsessing about moving up the corporate ladder. Absolutely. Following the blockbuster success of Emotional Intelligence, Amazon is now selling a book on Spiritual Intelligence.
Yeah, right…but this program was not naïve. It recognized that the developees cared about money. After all, these were people in corporate jobs. The program advised setting very specific goals on how much wealth one wanted to build.
This advice, from Jack Weber at the Darden School in Virginia, was based on an interesting longitudinal study done by Harvard Business School. The study sampled a class of HBS MBAs at graduation. It asked the graduates to rate how much they cared about money on a scale of 1-10. It also asked them how much they thought their net worth would be in 5, 10 and 15 years. The answer to the second question could also be “don’t know”. The study then went back and measured the net worth of these graduates in 5, 10 and 15 years. The finding was that the first question had no predictive power: the MBAs all cared about making money. The second question was a strong predictor of future net worth, with the people who didn’t know what they would be worth performing even worse than those who had put down modest targets. As an aside, I would love to know if the students with the highest wealth expectations also had the highest variance in wealth outcomes, because of having made lower probability bets (I couldn’t locate this study through googling).
A third perspective on careers that emerged came not from the faculty but from a fellow developee, chatting after work. Her boss had told her, “Our company is an ocean with many currents running through it. The key to success is to find a current that will become as big as the Gulf Stream, and to ride it.” This makes even more sense if company were replaced by industry or society. Some realpolitick here: how does one respond to mundane work that moves the company forward, but is unlikely to grow into a career-enhancing Gulf Stream?
Maybe staying sane is about balancing these perspectives. Or maybe it is about these elements coming together: ride the Gulf Stream to get wealthy, which enables the generosity of spirit needed to think in terms of मा कर्मफलहेतुर भूर.