Corporate Andhali Koshimbir

Pramod was brilliant with clients.

Put him in front of a customer, and he could read the room beautifully. He knew when to speak, when to pause, when to push, and when to listen. He could build trust, handle objections, and close conversations with confidence.

But something changed the moment his supervisor entered the room.

The same Pramod, who was sharp, articulate, and convincing with clients, suddenly became hesitant. He would over-explain simple points, lose his train of thought, avoid making bold statements, and sometimes even go completely blank.

To the organization, this looked like a communication issue. Maybe weak articulation. Maybe poor executive presence. Maybe lack of confidence.

But what if that was only the surface?

What if Pramod was not struggling with communication? What if he was playing Andhali Koshimbir?

Most kids from Maharashtra in the 90s would remember this game. One person is blindfolded and has to catch others by following voices, sounds, and directions. Everyone around tries to confuse, distract, and misguide the blindfolded person.

As children, it was fun.

But as professionals, many of us continue playing Andhali Koshimbir without even realizing it. Except now, no one else blindfolds us. We blindfold ourselves.

With our limiting beliefs. With our old narratives. With our need for approval. With our fear of judgement. With our desire to maintain a “good image.”

Pramod’s real challenge may not have been public speaking. Deep down, he may have been carrying a strong need to be seen as capable in the eyes of authority. With clients, he could perform because he felt in control. But with his supervisor, the emotional stakes changed.

Now, it was not just a presentation. It became a test of his worth.

“Will he think I am good enough?”
“Will he acknowledge my effort?”
“What if I say something wrong?”
“What if I disappoint him?”

That is where the blindfold tightens.

To compensate, Pramod may start trying to impress his supervisor in other ways. He may share sharp business insights in one-on-one conversations, give strong perspectives on people and processes, and keep reminding himself, “I am getting the business. Why is the organization not giving me my dues?”

But beneath that frustration, there may be an emotional pattern quietly operating. A need to be validated. A fear of being exposed. A good image syndrome. An identity that says, “I must be seen as good.”

This is why I often say that most leadership challenges are emotional patterns in disguise.

What looks like weak communication may be fear of authority. What looks like poor executive presence may be self-doubt. What looks like lack of confidence may actually be an identity struggling to protect itself.

And until leaders remove the blindfold and look within, they may continue blaming the room, the supervisor, the organization, or the environment.

Maybe the real work begins when a leader pauses and asks:

“What am I not seeing about myself?”
“What emotional pattern is directing my behaviour?”
“Where am I still playing Andhali Koshimbir in my leadership journey?”

Because sometimes, leadership evolution does not begin by learning a new skill. It begins by removing the blindfold.

Leaving you with this food for thought.

Where in your professional life are you still playing Andhali Koshimbir?