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𝗖𝗼𝗿𝗲 𝗩𝗮𝗹𝘂𝗲𝘀: 𝗧𝗵𝗲 𝗜𝗻𝘃𝗶𝘀𝗶𝗯𝗹𝗲 𝗙𝗼𝗿𝗰𝗲 𝗥𝘂𝗻𝗻𝗶𝗻𝗴 𝗬𝗼𝘂𝗿 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻

𝘞𝘩𝘢𝘵 𝘦𝘯𝘢𝘣𝘭𝘦𝘴 𝘢𝘯 𝘪𝘯𝘴𝘵𝘪𝘵𝘶𝘵𝘪𝘰𝘯 𝘵𝘰 𝘴𝘵𝘢𝘺 𝘳𝘦𝘭𝘦𝘷𝘢𝘯𝘵 𝘧𝘰𝘳 𝟣𝟢𝟢 𝘺𝘦𝘢𝘳𝘴?

This Valentine’s Day, I was at the centenary celebration of Dr. Shroff’s Charity Eye Hospital in Daryaganj, New Delhi.

As I spoke to multiple people, from different eras, having navigated various challenges, one message got repeated as a quiet agreement across generations.

Every erstwhile CEO, including Umang Mathur had to say: Living the core values is the real pillar…
And summed up beautifully as one of them reminded: “The most important person in the hospital is the patient.”

When the values of an establishment (Dr. Shroff’s Charity Eye Hospital) aren’t just crafted for the brochure but lived every single day, it becomes…

PIPER: Patient First | Integrity | Passion | Excellence | Respect

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At Karma Lakelands, I’ve heard Ashwani Khurana mentioning this multiple times; Respect for Mother Earth comes before the customer.

They would rather let go a customer but won’t compromise on their values of Respect for Mother Earth | Customer Delight | Inclusiveness | Ownership | Continuous Learning | Integrity

Every signage at Karma Lakelands reads a silent reminder: No Honking, No Littering, No Smoking, No Engine Idling, No Loud Sound (even during weddings).

Yes, a few clients walk away, but those who align, stay.

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Yet, here comes the uncomfortable reminder.

In his book Sustainable Sustainability, Rajeev Peshawaria talks about Enron with beautifully articulated values of Respect | Integrity | Communication | Excellence

But those values remained just on posters, in reports, and in speeches…
not in decisions, neither in behaviour.

That’s where the gap shows up.

Most leaders think defining core values is enough to shape culture.

In reality, culture is shaped by what leaders consistently tolerate and reinforce, every single day.

I see this pattern when values are launched with energy, written on walls,
but not translated into daily decisions, reviews, or consequences.

The cost?

Silent erosion… misalignment in teams, confused actions, and lack of trust.

When leaders feel their team is not aligned to company goals and direction, I look at three things:

1. Whether values are clearly defined and understood in simple, actionable language
2. Whether they are integrated into decision-making, reviews, and everyday conversations
3. Whether there are visible consequences, both rewards and corrections, linked to those values

If the gap between what is said and what gets done is frustrating you, feel free to reach out for a short conversation.

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Follow Amit Chawla for insights on turning core values from words on a wall into decisions that shape culture.

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𝗖𝗼𝗿𝗲 𝗩𝗮𝗹𝘂𝗲𝘀: 𝗧𝗵𝗲 𝗠𝗼𝗺𝗲𝗻𝘁 𝗜𝘁 𝗧𝘂𝗿𝗻𝘀 𝗜𝗻𝘄𝗮𝗿𝗱

There is something magical about Goa.

We were at Sohum spiritual resort, Goa, in December last year for a coaching retreat as part of 𝘉𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘔𝘢𝘴𝘵𝘦𝘳𝘺 by Saloni Singh

During one of those sessions, Devesh (a wonderful coach who had come from down under) asked us to pause, take a deep breath, and listen to our heart.

𝘞𝘩𝘢𝘵 𝘪𝘴 𝘺𝘰𝘶𝘳 𝘥𝘦𝘦𝘱𝘦𝘴𝘵 𝘤𝘰𝘳𝘦 𝘷𝘢𝘭𝘶𝘦?

I closed my eyes.

One word instantly jumped up.

𝗥𝗲𝘀𝗽𝗲𝗰𝘁.

I was surprised.

𝘞𝘩𝘺 𝘳𝘦𝘴𝘱𝘦𝘤𝘵?

As part of the exercise, the 12 of us, coaches from different journeys, were asked to 𝘭𝘪𝘷𝘦 our core value for 30 minutes.

I slow-paced across the resort and could see all 12 of us scattered across… each one trying to feel their value, not just think it. It was a serendipitous moment of reflection.

I lived 𝗥𝗲𝘀𝗽𝗲𝗰𝘁 for 30 minutes before I came back and stated:
“Respect for all; people, nature, everything around us.”

Then came the real test.

“Now look at each person here… with that value.”, Devesh directed.

I turned to my peer coach with respect.

A few seconds later, something shifted.

My eyes filled up.

I couldn’t hold the gaze for even 30 seconds.

It wasn’t discomfort.

It wasn’t awkwardness.

It was something deeper.

Later that evening, I was contemplating…

It wasn’t about my ability to 𝘰𝘧𝘧𝘦𝘳 respect.

It was about my ability to 𝘳𝘦𝘤𝘦𝘪𝘷𝘦 it back.

And that’s when it hit me:

In “𝗥𝗲𝘀𝗽𝗲𝗰𝘁 𝗳𝗼𝗿 𝗔𝗹𝗹”…
the word 𝘈𝘭𝘭 includes me too.

𝗥𝗲𝘀𝗽𝗲𝗰𝘁 𝗳𝗼𝗿 𝘀𝗲𝗹𝗳.

…………………………………………..

Sometimes, our core values don’t challenge how we treat others,
They reveal how we relate to ourselves.

𝗠𝗼𝘀𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘁𝗵𝗶𝗻𝗸 𝘁𝗵𝗲𝗶𝗿 𝘃𝗮𝗹𝘂𝗲𝘀 𝗮𝗿𝗲 𝗮𝗯𝗼𝘂𝘁 𝗵𝗼𝘄 𝘁𝗵𝗲𝘆 𝘁𝗿𝗲𝗮𝘁 𝗼𝘁𝗵𝗲𝗿𝘀.

In reality, values are first tested in how you treat yourself.

I see this pattern when leaders show empathy, respect, and care outwardly… but are harsh, critical, and dismissive towards themselves.

The cost of this is silent burnout, low self-worth, and an invisible ceiling on their impact.

𝗪𝗵𝗲𝗻 𝘆𝗼𝘂 𝗳𝗲𝗲𝗹 𝘀𝘁𝘂𝗰𝗸, 𝗱𝗿𝗮𝗶𝗻𝗲𝗱, 𝗼𝗿 𝗱𝗶𝘀𝗰𝗼𝗻𝗻𝗲𝗰𝘁𝗲𝗱 𝗳𝗿𝗼𝗺 𝘆𝗼𝘂𝗿 𝗼𝘄𝗻 𝘃𝗮𝗹𝘂𝗲𝘀, 𝗹𝗼𝗼𝗸 𝗮𝘁 𝘁𝗵𝗿𝗲𝗲 𝘁𝗵𝗶𝗻𝗴𝘀:

1. Where are you over-delivering to others but under-serving yourself?
2. What is the inner narrative and language you are running about your own worth?
3. Are you able to receive appreciation, respect, and support without deflecting it?

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Connect Amit Chawla to discover your core values, and build organizations anchored in them.

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𝗧𝗵𝗲 𝗥𝗲𝗴𝗿𝗲𝘁

“I believe we all have a lot to say, but finding ways to say it is more than half the battle.”
― Criss Jami, Salomé: In Every Inch In Every Mile

I was in a deep conversation with one of my friends about life, her dreams and ambitions.

She paused. Closed her eyes. And said, very quietly:
“In this life, I don’t want to die with any regret in my heart.”

Tears rolled down her cheeks.

“I don’t want to be on my deathbed saying…
‘I could have done this… I could have become this… I could have contributed more…’
I have so many ideas, dreams, aspirations… I don’t want to leave without even taking a stab at them.”

In that moment, I could sense something powerful.
Not fear.
Not confusion.
But a deep, undeniable desire to act.

Because she had finally met her biggest unspoken fear: regret.
This was in 2022.

Today, when I see her living with intention and purpose… I feel happy for her.
Because I know she is no longer negotiating with her life.

Regret is a difficult emotion.
(It may be uncomfortable to admit, but it carries weight.)

Because it whispers:
You missed your moment.
And if that realization comes at the end of life… there’s no time left to respond.

Two perspectives on regret that have stayed with me:
From the book The Unopened Gift:
• Story behind regret: Life would be better if I had or had not done x.
• Our reaction: To punish myself for doing or not having done something in the past
• Its deeper purpose: To reflect on choices we made and use them as guides in future ones

And from Jeff Bezos’ Regret Minimization Framework:
“Imagine yourself at 80 and ask; will I regret not doing this?
If yes, do it. If no, let it go.”

Simple.
But not easy.

So, if you find yourself at a crossroad in your life or career…
You know what you want.
You know who you want to become.
And yet, the question holding you back is:
“Is this the right time?”

Here’s the truth:
Clarity often comes after action, not before.
I see this pattern with many leaders.
They sit on ideas.
Delay decisions.
Overthink their next move—waiting for certainty.

The cost?

Not just missed opportunities…
But a slow, silent build-up of regret.

When someone feels stuck or hesitant, I usually explore three things:
1. What is the fear they are avoiding?
(Failure, judgment, loss…)
2. What is the smallest step they can take today?
(Bias to action—move, even if it’s imperfect.)
3. What will their 80-year-old self say about this decision?
(Regret is a powerful lens.)

Because in the end…
Life doesn’t punish us as much for the wrong decisions we made —
as it quietly reminds us of the ones we never made.

So I’ll leave you with this:
What is that one thing you’ve been postponing…
that your future self won’t forgive you for and you will regret?

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Follow Amit Chawla to turn regret into bias to action—before it’s too late.

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𝗕𝗶𝗮𝘀 𝘁𝗼 𝗔𝗰𝘁𝗶𝗼𝗻

I had started my coaching journey in 2017 and was enjoying the freedom, contributing to people’s lives, building something of my own.

A year later, it so happened that I shared my journey (with childlike excitement) with a senior coach one day. But what she said dragged me down to the ground in a jiffy:

“𝗠𝗼𝘀𝘁 𝗰𝗼𝗮𝗰𝗵𝗲𝘀 𝗱𝗼𝗻’𝘁 𝗹𝗮𝘀𝘁 𝗯𝗲𝘆𝗼𝗻𝗱 𝟯 𝘆𝗲𝗮𝗿𝘀. 𝗧𝗵𝗲𝘆 𝗴𝗼 𝗯𝗮𝗰𝗸 𝘁𝗼 𝗷𝗼𝗯𝘀.”

I was petrified. I was 52 by then. I had no plan to go back to job.

All of a sudden, I was staring at a possibility I never fathomed - no coaching practice, no job. Next was what?

I was at a fix. It’s never an easy situation to be in.

I struggled, I juggled for over a week. Her remarks kept haunting me.

And then came a decision: 𝘐 𝘩𝘢𝘷𝘦 𝘢 𝘺𝘦𝘢𝘳. 𝘐 𝘮𝘶𝘴𝘵𝘭 𝘧𝘪𝘨𝘶𝘳𝘦 𝘵𝘩𝘪𝘴 𝘰𝘶𝘵.

I declared 2019 (to myself) as my 𝗠𝗮𝘀𝘀𝗶𝘃𝗲 𝗔𝗰𝘁𝗶𝗼𝗻 𝗬𝗲𝗮𝗿.

No overthinking. No waiting for perfect clarity. 𝗝𝘂𝘀𝘁 𝗮𝗰𝘁𝗶𝗼𝗻.

𝗠𝘆 𝗺𝗮𝘀𝘀𝗶𝘃𝗲 𝗮𝗰𝘁𝗶𝗼𝗻𝗲𝗱 𝗮𝗴𝗲𝗻𝗱𝗮:

• Launched my group coaching program in January
• Built my coaching space, 𝘊𝘭𝘢𝘳𝘪𝘵𝘺 𝘏𝘪𝘷𝘦, in Gurgaon in April
• Wrote and published my book 𝘛𝘩𝘦 𝘊𝘭𝘢𝘳𝘪𝘵𝘺 𝘍𝘪𝘳𝘴𝘵 in September
• Started consciously building my identity as a Business Clarity Coach

Assets I created that year still serves me today. Most of my core modules were built then. They continue to compound in value even now.

Three years later, I reviewed my journey. All boxes got ticked.
And I continued.

Recently, during my Designing Your Life (DYL) coaching certification, that Action era moments flashed up. One principle stood out clearly: 𝗕𝗶𝗮𝘀 𝘁𝗼 𝗔𝗰𝘁𝗶𝗼𝗻.

I’ve lived it. And I’ve seen it transform those I coach. In fact, in my very first session, I start with my favourite quote: 𝗜𝗳 𝘆𝗼𝘂 𝗱𝗼𝗻’𝘁 𝗵𝗮𝘃𝗲 𝗮 𝗯𝗶𝗮𝘀 𝘁𝗼 𝗮𝗰𝘁𝗶𝗼𝗻, 𝗱𝗼𝗻’𝘁 𝗲𝘅𝗽𝗲𝗰𝘁 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀.

Most leaders think they need more clarity before they act.

𝗜𝗻 𝗿𝗲𝗮𝗹𝗶𝘁𝘆, 𝗰𝗹𝗮𝗿𝗶𝘁𝘆 𝗼𝗳𝘁𝗲𝗻 𝗰𝗼𝗺𝗲𝘀 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝗼𝗳 𝗮𝗰𝘁𝗶𝗼𝗻, 𝗻𝗼𝘁 𝗯𝗲𝗳𝗼𝗿𝗲 𝗶𝘁.

I see this pattern repeatedly: Leaders spend weeks refining strategies, decks, and plan…but delay the first real action.

And the cost of this is lost momentum, missed opportunities, and a slow build-up of self-doubt.

When leaders feel stuck and fail to take action, I look at three things:
1. Clarity of direction: Is the “why” strong, or still vague?
2. Energy level: Are they physically and emotionally ready to act?
3. Size of the next step: Is the action too big or undefined?

Most inaction isn’t laziness.

It’s unclear direction, low energy, or oversized steps.

So here’s a question for you:
What is that one action you’ve been postponing in the guise of “better clarity”?

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Follow Amit Chawla for more on building clarity and taking action that actually moves the needle.

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𝗞𝗮𝗿𝗺: 𝗧𝗵𝗲 𝗦𝗮𝗻𝗰𝘁𝗶𝘁𝘆 𝗼𝗳 𝗔𝗰𝘁𝗶𝗼𝗻

These days, many organizations are completing their annual ritual of setting goals for the new financial year.

I call it a ritual because the pattern is almost always the same.

The Founder or CEO comes with aspirational numbers.
The management team comes with achievable numbers.
Then comes discussion, debate, negotiation…
And finally, everyone agrees somewhere in between.

Numbers are locked. Everyone feels the job is done.

But I often feel the real conversation is not about the number.

Two things usually get missed:
• Why this number? How is it connected to the larger purpose and vision?
• How will we achieve it?

Let me talk only about the second part today — the 𝗵𝗼𝘄.

There is a famous shlok from the Bhagavad Gita:
कर्मण्येवाधिकारस्ते मा फलेषु कदाचन।
मा कर्मफलहेतुर्भूर्मा ते संगोऽस्त्वकर्मणि॥

You have a right to action, not to the fruits of action. Do not make the result your only motive, and do not fall into inaction either.

It is amazing — this wisdom is thousands of years old, yet in modern organizations we persistently do the opposite.

We spend 90% of the time discussing the result,
And 10% of the time discussing the action.

But results don’t come from goals.
Results come from daily actions.

If goals are set, then the real questions should be:
• What are the day-to-day actions required? (the boring but important stuff)
• What mindset shifts are required?
• How will we create positive emotional energy in the team while working on tough goals?
• Do people know how organizational goals connect to their personal goals Do we know their personal goals?
• What core values must we live while achieving these goals?
• How will we ensure the team also enjoys and have fun during this journey?
• What is the theme of the year that will guide the organization forward?

I see a similar pattern across organizations.
Most leaders think leadership is about setting big targets and achieving them.
In reality, Leadership is about designing the system of daily actions that will achieve those targets.

I see this pattern when teams know the numbers quite clearly, but don’t know what they should do differently on a Monday morning.

As a result, people chase numbers all year, but neither mindset nor behaviour changes — and without that, results rarely change.

Goals are not achieved in annual meetings.
Goals are achieved on ordinary days, through ordinary actions, done consistently.

That is 𝗞𝗮𝗿𝗺.

So, as you start the new financial year, don’t just ask:
“What is our target?”

Also ask:
“𝗪𝗵𝗮𝘁 𝘄𝗶𝗹𝗹 𝗯𝗲 𝗼𝘂𝗿 𝗞𝗮𝗿𝗺 𝘁𝗵𝗶𝘀 𝘆𝗲𝗮𝗿?”

𝗬𝗼𝘂 𝗮𝗿𝗲 𝗺𝘆 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗧𝗵𝗲𝗿𝗮𝗽𝗶𝘀𝘁!

Of all the feedback I’ve received over the years, this was definitely a first of its kind.

𝗦𝘄𝗮𝘁𝗶, a fashion entrepreneur who started 𝗦𝗪𝗔𝗧𝗜 𝗖𝗼𝘂𝘁𝘂𝗿𝗲 some 25 years ago, to dress the burgeoning Indian-American community in Silicon Valley, approached me with one simple goal — 𝗚𝗲𝘁 𝗵𝗲𝗿 𝗺𝗼𝗷𝗼 𝗯𝗮𝗰𝗸. The spark in her had taken a back seat after several difficult experiences in the past. She didn’t lack talent, ideas, or capability — she lacked energy and belief.

It was fascinating to see the difference between creative versus logical minds. Not that she was bad at it, but numbers, targets, financials seemed intimidating for her. She would lean back.

But when the conversation shifted to her vision of her company, something magical happened.

Her eyes lit up.
Her face transformed.
Her voice became musical.

She came alive.

Her exuberance peaked and at one point I literally had to bring her back to the ground over the zoom call.

She was just so lively, so unaplogetically real.

That’s interesting — when our true passion oozes, our whole body recalibrates. The mind knows. The energy changes. The person changes.

Every person has a different way to connect with their purpose, their work, and their energy.

Unlike many others who would write business plans or spreadsheets to strategize and set goals, she had her own unique ways.

She synced her vision through her paintings, visualizing it, and immersing herself into it in her own unique way.

Most entrepreneurs think they need to become a different kind of leader to grow.
In reality, they need to become more of who they already are.

I see this pattern when people try to lead in ways that are not natural to them.
And the cost is loss of energy, confidence, and joy in the journey.

When entrepreneurs feel stuck, I usually look at two things:
• Are they trying to run the business in a way that is not natural to them?
• Are they disconnected from the original vision of why they started?

And thank you, 𝗦𝘄𝗮𝘁𝗶, for the kind words and the testimonial.

I am looking forward to seeing her continue to grow, create, and shine in the years ahead.

Honestly, I have learned as much from my mentees as they may have learned from me.

𝗖𝗹𝗮𝗿𝗶𝘁𝘆 𝗧𝗵𝗿𝗼𝘂𝗴𝗵 𝗪𝗮𝘆𝗳𝗶𝗻𝗱𝗶𝗻𝗴

Some accidental discoveries become the most incidental turning points in life. It took me almost 7 years to figure out what I really wanted to become until one day it occurred.

Around 10 years back, during a lunch break walk, a colleague casually mentioned that he was going to learn coaching. I had no real idea what coaching was back then, although I had experienced it once earlier.

But something clicked.

A few months later, I did something that felt very uncomfortable at that time — I invested to learn coaching myself.

That decision changed everything.

𝟳 𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝘃𝗲 𝘆𝗲𝗮𝗿𝘀

Before that eureka moment, something in me kept me restless throughout.

During those wayfinding years, I had tried many different options:
• Thought of becoming a professor, spoke to a few people, and then let it go.
• Considered starting an NGO, worked with a few, and realized that was not my calling.
• Explored becoming an angel investor, spent 8–9 months in investor forums, listening to pitch decks, and then realized that I was not excited about making money from money; helping people with my experience bank was my calling.
• Thought of starting a farm-tech venture and spent months exploring it, but didn’t click.
• I mentored a few startup founders and that gave me a terrific satisfaction — the synergy of their energy and my experience felt amazing, but I still hadn’t found the right model.

And then in 2017, coaching happened.

Most people during a career transition think they must have complete clarity before they make a move.

And that costs a lot in the long run — lost time, drained energy, and missed opportunities while waiting for the “perfect” answer.

In reality, clarity rarely comes from sitting and thinking about the future.
Clarity comes from action. From experimentation. From trying, learning, adjusting, and moving again.

It is less like planning and more like wayfinding —
You move a little → learn something → adjust direction → take the next step.
Each step reveals the next step.

Looking back, what I thought were failures were actually prototypes.
What I thought was confusion was actually exploration.
What I thought was delay was actually designing my life.

Today, I help people get clarity in 4 months, something that took me 7 years to figure out.

So, if you are at a crossroads in your career, leadership, or business and trying to figure out the next step, I’d be happy to be your sounding board as you work towards clarity.

𝗣𝘂𝗿𝗽𝗼𝘀𝗲, 𝗣𝗿𝗼𝗳𝗶𝘁, 𝗮𝗻𝗱 𝗣𝗿𝗲𝘀𝗲𝗻𝗰𝗲: 𝗖𝗮𝗻 𝘁𝗵𝗲𝘆 𝗰𝗼𝗲𝘅𝗶𝘀𝘁?

While I reviewing over two years of work with Ashwani, something quietly settled within me.

Most leaders think they have to choose between purpose and profit as the organization grows.

But in reality, the challenge lies in owning clarity of intent, strong values, and the courage to say no to the misaligned business opportunities.

And the cost is humungous in the long run — because once purpose is diluted, growth may continue but meaning disappears.

What truly stands out with Karma Lakelands is not the land, it’s the intent. A deep, lived commitment to conscious living and environmental stewardship that you can actually feel when you walk the space.

Ashwani has steered Karma Lakelands into a new phase of exponential growth. With high-profile developers launching luxury residences within the ecosystem, sustainability and a “Nature First” philosophy sit at the heart of its identity.

Visit: https://www.karmalakelands.com

𝗜𝗻 𝗥𝗲𝘁𝗿𝗼𝘀𝗽𝗲𝗰𝘁

It was mid-2023, during a Designing Your Life workshop with Navyug Mohnot, I was sitting with a quiet dysfunctional belief: “I am not creating enough impact and I don’t even know how to.”

Then came a powerful reframe: “I don’t have to create large-scale impact alone. My role is to walk alongside those already creating impact and help amplify it.”

That shift changed everything.

In many ways, that thinking later became the foundation of AI, Amplify Impact, an initiative to support and amplify the work of impact creators who are already building meaningful change.

𝗧𝗵𝗲 𝗖𝗼𝗻𝗻𝗲𝗰𝘁

Ashwani’s vision is simple, yet powerful: “Humanity can prosper when in harmony with nature.”

He’s one of those impact creators who genuinely lives the Core Values of Karma Lakelands.

• Deep respect for Mother Earth that’s visible across the entire ecosystem.
• Inclusiveness in how he brings together partners and people across nationalities, beliefs, and ways of living.
• Strong orientation towards continuous learning.
• Strong ownership of commitment.

What’s even rarer is this combination, a deeply spiritual mindset alongside a sharp business lens: Purpose, profit and presence, coexisting.

As Ashwani leads the way, there are tips to take. As leaders you must have:

• Clarity of intent translated into small executable steps
• Ownership and accountability built into the system
• Environment, culture and core values designed to sustain the vision

As I step into a role now as an ambassador for Karma Lakelands, I feel both grateful and responsible, to continue amplifying this journey of conscious living and responsible growth, so that more such ecosystems can emerge and thrive.

And thank you, Ashwani, for your testimonial, it truly matters.