Sadhguru: From my experience of people what I have seen is, if you pull somebody who is doing great at one level up to the next step with all the necessary preparations, he can still do so badly because his internal organization does not allow him to function at a different level. In our kind of organization (Isha Foundation), for example, from one level of performance to another is a completely different skill level. What you knew in your previous level just doesn’t fit into this. It needs a completely new human being altogether. There is no easy solution unless you have a  certain way of reading people for what they will be tomorrow. What they have been until now may be wonderful, but what are they going to be tomorrow is something that a leader should be able to read. I know we are getting into mushy ground. You would like three principles with which you can make your judgment. But I am telling you if you have three principles like that, all of them could go wrong. You need something else to figure out a human being. Somebody may not be doing so well his position, but you give him a leadership position and that guy is suddenly going like a bomb.

萨古鲁：鉴于我对人的经验，我看到的是，如果你把在某一个层次做得很好的人拉向更高一个的层次，即便做了一切必要的准备，他还是会做得很糟，因为他的“内部结构”使他无法在另一个层次上运转。例如，在我们Isha基金会这样的组织里，从一个层次到下一个层次是完全不同的能力等级。你在之前那个层次知道的东西根本不适合这个层次。它需要一个完全不同的人。因此你要知道如何读懂一个人，知道他们明天会如何，此外没有简单易行的解决之道。他们到现在为止的表现可能非常好，但一个领导者应该要能读出他们明天会怎样。我知道这是非常模糊的东西。你想依据三个原则来帮你做判断。但我告诉你，如果你依据三个原则，最后所有的判断可能都会是错的。你需要一些别的东西来看一个人。有人可能在他现在的位置上做得没那么好，但是你给他一个领导职位，那个家伙会突然像炸弹一样爆发。

When so many operations and investments are involved, maybe you can’t risk it with whatever speaks in your gut, your heart or your head. So I think one of the most important things is a very close observation of human beings – not their performance, not their activity, what they are doing and not doing. Simply observing how they sit, how they stand – observing them as human beings is a very important aspect before you give them deeper responsibilities. Because when they fall apart or when they do something which is not proper, it is not only a question of his career; it is going to affect everything across. And many times it is very difficult to make corrections after a little mess up has been done.

当牵涉到如此多的运营和投资时，也许你不能冒险去听从自己的直觉、内心或脑袋。 所以我认为最重要的事情之一是对人的密切观察 - 不是他们的表现、不是他们的活动、他们做什么或不做什么。 仅仅是观察他们如何坐、如何站立，在你给他们更大的责任之前，只是简单地观察他们作为一个人是如何的，这点非常重要。 因为当他们分崩离析或是做了不合宜的事，这不仅是他的事业的问题; 它将影响相关的一切。很多时候，即使只出了一点混乱也难以修补。