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Revenue numbers, quarterly goals, stretch KPIs are all very important. The problem starts when those become the only focus. When the focus should be on the TASK, we have people stressing about the ASK. 

When we obsess over outcomes alone, shortcuts replace discipline and anxiety replaces clarity.

The more obsessed we become with outcomes, the harder those outcomes become to achieve.

High performers know something counter-intuitive: results are not chased—they emerge.

Let’s relive this simple principle from an unexpected place that explains this beautifully. 

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When I heard that over the last 60 years, Japanese school children learn a story about a Sri Lankan athlete, I was intrigued.

Sports and sportsmen often teach us lessons that transcend way beyond sports.

The Olympics of 1964, held in Tokyo, taught us one such lesson. In a world obsessed with winning, this incident teaches us about the responsibility of finishing things. 

If I had to choose 10 of my favourite English words then grit and perseverance would surely feature in that list.


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Wishing your loved ones and you a year when your best stories are written. 

In one of my favourite non-fiction books, “Influence” by Robert Cialdini, he speaks about seven levers of influence—but today’s story is anchored in just one: Reciprocity.

This is a deeply human story. One that restores faith. And I couldn’t think of a better way to begin the year.

I hope you enjoy the story

As leaders step into a new year, here’s a question worth pondering on:

What is the one thing you value the most in your professional life—and under what circumstances would you be willing to put it at risk for a purpose larger than yourself?

Because that’s often where credibility is earned, trust deepens and influence quietly grows.

2026 is a blank page.

I hope you choose to write a courageous story in it.

See you next Saturday.



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Have you heard of the multi-purpose lubricant WD-40? Any idea why it’s called WD-40?
I’ll give you a hint: the number is the entire story.

Most of us look at successful products and assume they must have gotten it right the first time — a spark of brilliance, a stroke of luck, a single breakthrough moment. 
But the truth, more often than not, lies in the quiet, unseen grind of countless failed attempts.

In fact, the “40” in WD-40 stands for the 40th formula — after 39 failed tries.
Think about that.
What would you have done  after your 12th attempt had failed?
Or 27th?
Or 39th?

Across industries — from household products to high-tech breakthroughs — the same pattern emerges. Success rarely shows up dressed as success. It usually looks like stacks of discarded prototypes, rejected ideas, tightened budgets, and small, stubborn steps forward.

And that’s the heart of this week’s  story.

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Many years ago, a real estate broker in Kolkata surprised me simply by being on time. Being punctual has always been non-negotiable for me. While I tried to instil the same discipline in the teams I worked with, I had resigned myself to accepting a certain level of sloppiness from the rest of the world. So when a broker arrived on time for an inspection, I was genuinely taken aback. I complimented him, and he said something very interesting.

“My father, who was a small-time businessman, taught me this,” he said. “He always insisted that I be early for every meeting. He said most people will be late, and when you’re there on time, they will begin by saying, ‘I’m sorry I’m late.’ In that moment, you already have the upper hand.”

This was a reason I had never considered. But it made sense.

For me, punctuality has always been about respect—respecting other people’s time as much as I respect my own.

Today’s story is on the same theme.


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Necessity is the mother of invention.

Some of the biggest revolutions in business didn’t come from brilliant technology or billion-dollar R&D budgets.They began with frustration — someone standing at a bottleneck, asking,“Why does it have to be this way?”
That question changed the way the world trades today.
A single insight turned a slow, fragmented process into a seamless global system — and quietly became the biggest driver of globalisation in the 20th century.

The lesson? When something consistently irritates you at work, don’t just tolerate it. Pause. Ask a better question.
Because your daily annoyance might be the seed of your next breakthrough.

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Have you ever caught yourself chasing just a little more?
A little more polish before you send that deck.
A little more growth before you feel secure.
A little more success before you allow yourself to breathe.

It’s strange how “more” never seems to end.
It keeps moving the finish line just as we’re about to cross it.

This week’s Saturday Story is about two brilliant minds, a party, and one perfect word that questions the strive for “more”.

It’s a word that can feel small in business… but it’s what keeps teams sane, leaders grounded, and ambition sustainable.


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Imagine this.

You’re about to give a big talk. The curtains are down, the stage lights are warm, and your heart is racing. Out of nervous curiosity, you take a quick peek at the audience.

And what you see shocks you out of your wits.

What would you do?

Well, Brené Brown — the author of several bestsellers including ‘Dare to Lead’ — had this exact experience. And from it, she learned a lesson that’s as practical as it is powerful.

👉🏼 When you don’t know, ask.

Because a two-second question can save you from hours of stress, self-doubt, and even some very awkward moments.

It’s simple advice, but one we often forget — whether in meetings, with clients, or in front of an intimidating audience.

I unpack this story and lesson in this week’s episode of the StoryBank.

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In business, we often assume that people will choose what’s rational, efficient, or clearly beneficial. But if that were always true, every superior product would succeed, every sensible policy would be adopted, and every data-backed argument would win the day. Reality shows us otherwise.

Why? Because humans don’t make decisions like machines. We’re influenced by perceptions of status, scarcity, belonging, and curiosity. The way something is framed often matters more than its functional benefits.

Think about it:
* Why do limited editions sell out faster, even when the standard product is identical?
* Why does a higher price sometimes increase demand instead of reducing it?
* Why do brands that feel exclusive generate loyalty far beyond their logical value?
Today's story is about this lesson for leaders, marketers, and entrepreneurs - logic is necessary, but it’s rarely sufficient. To move people, you need to understand their psychology.

So the next time your idea, product, or message isn’t landing—don’t just push harder with reason. Step back and ask: How can I reframe this in a way that taps into human desire? That’s where the real magic often lies.

If you liked this story, then here is a similar one I read in Rory Sutherland's book Alchemy: 
When Mustafa Kemal Atatürk, the founder of modern Turkey wanted to modernise Turkish society in the early 20th century, one of the challenges was discouraging the use of the veil. Atatürk understood that direct bans or coercion would only create resistance. Instead, he applied psychology.
Rather than outlawing the veil, he made it mandatory for prostitutes to wear it. Overnight, what had been considered a marker of modesty and respectability became associated with something disreputable. Respectable women, not wanting to be mistaken for prostitutes, abandoned the veil voluntarily.
Another classic example of the fact that people are moved less by logic and more by psychology.

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In business, the questions we ask are often more powerful than the data we collect.

Most leaders ask: “What do the facts tell me?”
Great leaders also ask: “What if the opposite were true?”

That simple shift—entertaining a hypothetical you don’t necessarily believe—forces you to look at the same information through a different lens.

It’s a playful mindset, but far from frivolous.
Because it’s in those “what if” moments that blind spots are revealed, risks are uncovered, and sometimes, opportunities are discovered.

👉 The next time you’re sure of your conclusion, pause and flip it:
If I were wrong, what signs would prove it?

That single question might help you see what others completely miss.

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