Are you satisfied with your career success…

How do you define your career success, even with all the achievements we rarely pat our backs and say we have done well.

So, why does career success so rarely lead to satisfaction? If you’re prone to dissatisfaction in moments when you expect to finally feel satisfied (after a raise, promotion, or award, for example), you can shift your mindset in three ways to achieve a more sustainable inner peace. 

Stop counting – First and foremost stop counting what you’ve accrued (money, awards, followers, etc.) and start measuring what you’ve contributed (Whose life have you positively impacted? What ideas have you generated?). Lasting joy comes from giving, not taking. 

Comparison to Compassion – Secondly, start by shifting from comparison to compassion. Rather than chiding yourself for what you haven’t achieved, show yourself kindness for the progress you’re making on your own journey. And instead of resenting someone for what they’ve achieved, acknowledge that their success doesn’t come at the expense of yours—they’re on their own journey, and being happy for them won’t cost you anything. 

Contempt to Connection – Finally, shift from contempt to connection. Growing insatiably ambitious, no matter how much money or power you earn along the way, will lead to bitterness and loneliness. Remember to appreciate the relationships in your life—especially the ones that have nothing to do with your career success.

Pre and Post Mortems…

Learning about the past and inspecting the future is critical for any project. Pre and Post Mortems help us do that very effectively.


These conversations are used to help identify and mitigate risks for specific projects, goals, or initiatives upfront. Ask your team: How can we make sure we enable the drivers that will contribute most to our success? How can we address or mitigate risks that could cause us to fail?


This is a chance to step back, take a more objective perspective, and challenge the team’s assumptions. First, focus on your successes. What went well, and what was the impact of these things going well? What behaviors, factors, or conditions contributed to their success? Then shift to failures or shortfalls. What didn’t go well, and what was the impact of these things not going well? What behaviors, factors, or conditions led to that outcome? How can we avoid these issues going forward?

Am I hard to work for?

Nobody wants to be a bad boss. Here are a few questions to help assess whether you are difficult to work with as a boss.

Are your standards unrealistic? 

Expecting excellence isn’t a bad thing. But if your standards are too high, you’re setting your team (and yourself) up to fail. Consider whether you have perfectionist habits that frequently impact your team. 

Are you a micromanager? 

Do you tell your employees exactly how things should be done, leaving no room for creativity or initiative? If so, shift your focus to outcomes. You can provide feedback and guidance along the way, but leave the process and execution to your team. In other words, don’t do the work for them.

Do you only delegate busy work? 

Everyone wants to grow, and if you raise the bar and let go of a little control, you will be surprised by how people respond. Use delegation as a tool for development.

Is your feedback overly negative? 

Aim for a 6:1 ratio of positive to negative feedback. If you don’t often deliver positive feedback, start by acknowledging your employees’ strengths and successes in a specific and timely way.

Ask these questions frequently and keep improving to become a better boss and manager.

Connect with people to connect with yourself…

There are a lot of ways to connect with yourself.

You can connect using meditation.

You can connect using music.

You can connect using religion.

You can connect using sports.

Anything with a lot of dedication and hard work helps us connect with ourselves. 

But one of the best ways to connect with ourselves is by connecting with others; specifically with the people who need us the mosts, knowing them, knowing their pain, helping in their distress, and being with them in thick and thin.

Wings of Fire…

I have read many books on self-help, management, and leadership, of US companies, and of billionaires.

But of them all, “Wings of Fire” by A. P. J. Abdul Kalamji is one of the top books I read in all the verticals.

It’s not just the story of a man – Kalamji, a leader, a visionary but a story of the definition of vision, the definition of wealth, the definition of impact, the definition of management, and most important definition of one’s destiny to achieve success.

In contrast to today, where wealth is defined by How rich you are? How much money did you collate? Where u travel? Where u live? Where u work?

It shows a journey, where wealth is defined by how much impact you have on your country, on your team, and on your people.  

I run a company where we have impacted 10 million students, and we have helped them succeed in their education. We have very less revenue and we are on a verge of closure. But this book guided me to see this as a success rather than a failure.  Impacting 1 Crore student’s education in India is a dream come true thru my company. Yes, we couldn’t raise funds, and yes we couldn’t generate enough revenue. But if there would have been really good governance in India, it would be a different story. (But this is a story for another day).

Read this book to understand what really wealth is, or could be. Understanding how your destiny helps you to take a path that sometimes baffles you. 

Also to learn how to manage people. Learn how to be a humble leader at the same time a visionary leader and learn how our faith can help us achieve anything in life.

Input Metrics vs Output Metrics…

Our end goal metrics are output metrics, for example – Revenue, Cash inflow, Traffic, or No. of Active users are output metrics.

Input metrics are controllable metrics that drive these Output metrics.

If traffic is your output metrics then input metrics can be “no. of quality content posted in regular intervals”. 

For revenue, “no. of qualified lead calls per day” can be input metrics.

There can be different input metrics to achieve the same output metric. 

Also, we have control over output metrics only thru input metrics. To control output, we must understand how inputs affect the outputs of the system. And which one to use for achieving our output metrics.

Moreover, it’s not just “no. of content” posted per day. We identified no. of quality content posted per day. The “Qualifier” is critical because we don’t want any “content” we want “quality content” that can engage users and also in regular intervals daily, weekly, monthly, etc. So both the qualifier and interval are critical parts of the input metrics.

In general, our plans be it for external or internal teams are for output metrics; revenue, users, etc. But unless we break it into controllable input metrics and put targets for input metrics, we will not be able to achieve our output metrics.

Identifying Input metrics is hard because what seems obvious can lead to different output metrics or may not even achieve it. It takes time, analysis, and hard work to really understand and identify the core input metrics. And that’s what creates a big differentiator between successful and unsuccessful companies.

A successful company has more clarity on input metrics and how it drives output metrics.

Avoid These Phrases in a Tough Conversation…

Navigating Through Tough Moments

Difficult conversations are difficult for a reason, and when you’re anxious or stressed out, it’s easy to say the wrong thing. To keep the interaction from going sideways, avoid these common mistakes.

  1. Don’t assume your perspective is obvious. Steer clear of phrases like “clearly,” “obviously,” or “without a doubt,” which are likely to insult your counterpart.
  2. Don’t exaggerate. Skip any statements that start with “You always…” or “You never…” They’re rarely true.
  3. Don’t challenge someone’s character or integrity. You’ll just make the person defensive if you tell them they’re “unprofessional,” “wrong,” or “unethical.”
  4. Don’t tell others what they should do. People feel judged by “should” statements. Try saying “You might consider…,” “One possibility is…,” or “Have you thought of…?” instead.
  5. Don’t say “It’s not personal.” Recognize that even when it’s not personal to you, it might be for the other person.