Three types of DO-ERs

While doing work there are three types of doers.

1. A Sattvik doer
2. A Rajasik doer
3. A Tamasik doer

You have to see, which category you come into at this moment. It is not going to be the same all the time, it changes.

Who is a Sattvik doer? A Sattvik doer is one who, whether work has happened or not happened, whether success or failure, they have not lost their enthusiasm. Utsaha means Enthusiasm, and dhriti is that something which uplifts you and upholds you. That which sustains life and prana, the presence of that energy is a Sattvik Karta (doer).

The second type of doer is a Rajasik doer, one who is always interested in the outcome. He is so attached to the outcome that if something goes up he jumps up to the ceiling, and if something goes down he goes down along with that. He feels totally destroyed when things don’t happen, and when things happen, his ego gets a boost, ‘See, I did it’. This is a Rajasik doer. Though he does everything with a lot of passion, but along with the passion there is a lot of Rajas. Rajas means, there is a lot of anger, ego, a sense of challenge, etc. Have you had this experience, if someone doesn’t do something and you just challenge them, they immediately get up and say, ‘I take it as a challenge’. That sense of challenge is a Rajasik Karta.

The Tamasik doer is one who is doing it because of some pressure, or simple because he has to do it, not because he wants to do it. He thinks that everything is always bad. One who is always regretting, ‘Oh, I should have done electrical engineering ten years ago, I made a mistake’. My dear, you have already crossed those ten years, what is the point of regretting.

Often you will hear mothers tell their children, ‘Since 10 years I am telling you.’ Or a wife tells her husband, ‘It’s been 30 years of our marriage and you’re still like this.’ So, Vishaadi means regretful or remorseful, and Dhirga Sutri means anything you tell them they would say, ‘Oh, that is not possible. It is very difficult you know’. They beat around the bush so much and then come up and say how things cannot work. They finds everything difficult, everything hopeless. This is Tamasik Karta.

These are the three types of doers. See at this moment, in your mind, what type of a doer is coming up? How do you move from being a Tamasik Karta to a Rajasik Karta, and then to being a Sattvik Karta? This is the challenge and this is the path.

Management : Chain of Command

In the military the term CCC (or “C3”) is sometimes used to include “communications” as the “third C”: Command, Control and Communications .



The order in which authority and power in an organization is wielded and delegated from top management to every employee at every level of the organization. Instructions flow downward along the chain of command and accountability flows upward.

Military forces are an example of straight chain of command that extends in unbroken line from the top brass to ranks. Also called line of command.
In the military the term CCC (or “C3”) is sometimes used to include “communications” as the “third C”: Command, Control and Communications .

Regardless of the degree of control or results achieved, and regardless of how the hierarchy is justified and rationalized, certain aspects of a command hierarchy tend to be similar:
rank – especially military rank – “who outranks whom” in the power structure
strict accountability – those who issue orders are responsible for the consequences, not those who carry them out.
strict feedback rules – complaints go up the hierarchy to those with power to deal with them, not down to those who do not have that power
detailed rules for decision making – what criteria apply and when
standardized language and terminology
some ethics and key beliefs in common, usually enforced as early as recruiting and screening of recruits

Modern management science has focused on reducing reliance on command hierarchy especially for information flow, since the cost of communications is now low, and the cost of management mistakes is higher – especially under globalization – than at any point in the past. It is also easier to replace managers, so they have a personal interest in more distributed responsibility and perhaps more consensus decision making.

Leadership : break positive feedback bubble and encourage honest feedback

Leaders should never surround themselves with people who only tell them what they want to hear.  Even though it’s tempting to exist in a positive feedback bubble, you need to fight this inclination and encourage independent thinking by others.  If you are always the smartest person in the room and your opinions are largely left unchallenged then something is wrong.  Sometimes the truth hurts, but it’s better to deal with reality than ignore it.  In addition, it’s been proven that a group regularly makes better decisions than any one individual.

It takes a very confident and self-assured person to admit when they are wrong or don’t know the answer.  It can especially difficult when someone else points this out to us.  Our defensive mechanisms tend to kick-in and we either ignore what’s being said or lash out in response.  It’s amazing what happens to a person’s body language when they feel threatened or challenged.  I’d encourage you to pay close attention when this happens and force yourself to fight these natural reactions and intentionally listen to what’s being said without judgment. Control your emotions and actually thank the person for their feedback.  Focus on the issue at hand and the desired end result not just how you feel about what’s being said.

Of course, everyone needs to feel safe to be vulnerable.  You need to make sure your feedback circles have your best interest at heart.  Some people just challenge things to challenge them and have their own personal insecurities for why the do this.  Sadly it’s much easier to criticize than create.  Avoid these individuals at all costs. Misanthropes only ever end up sucking all the positive energy out of a room and fostering cynicism in others.   However, there is nothing more powerful then a group of good people with positive intentions focused on common goals who are willing to be honest with one another.  As with most things, it all start with the cultural tone set by the leader and his/her willingness to model the behavior they want to become part of their organizational environment.