Asian Games 2026

 

India’s showing at the 2026 Asian Games in Aichi–Nagoya, Japan was both impressive and significant, marking the country’s second‑best performance in its continental history. India finished 4th overall, securing 85 medals — 21 Gold, 27 Silver, and 37 Bronze. This achievement underscored India’s growing stature in Asian sport, though it did not surpass the record‑breaking tally of 106 medals at Hangzhou in 2023.

What went well: India continued its dominance in kabaddi, with both men’s and women’s teams clinching gold. The women’s cricket team added another prestigious title, while athletics contributed strongly, particularly in relay events. Shooting and archery remained reliable medal sources, with compound teams sweeping podium finishes. Importantly, India expanded into new disciplines: MMA, soft tennis, and sailing delivered historic first medals, signaling diversification beyond traditional strengths.

What could be better: Despite the strong overall tally, India's gold count (21) was lower than the 28 achieved in 2023. However, hockey was a major success, with India winning gold in both the men's and women's events. The lower gold tally was primarily due to a decline in some other sports compared with the previous edition. To climb further up the rankings, India must convert more silver and bronze finishes into golds, and deepen its talent pool in sports where margins are narrow.

Significant highlights: The Games showcased India’s versatility. Breakthroughs in non‑traditional sports demonstrated the country’s expanding competitive base, while continued excellence in kabaddi, cricket, and shooting reinforced legacy strengths. The women’s 4x400m relay gold symbolized continuity with India’s storied track tradition, echoing past legends.

In comparison, 2023 Hangzhou remains India’s best‑ever campaign (106 medals, 28 Gold, 4th place). Yet, the 2026 tally of 85 medals and 21 Golds confirms India’s ability to sustain high performance levels. The challenge ahead lies in building on this consistency, converting near‑misses into victories, and ensuring breakthroughs in new sports become long‑term success stories.

Person‑wise Highlights & Records

Athletics

Vithya Ramraj – Broke PT Usha’s 42‑year‑old national record in the women’s 400m hurdles; also won medals in both women’s and mixed 4x400m relays.

Kiran Pahal, M.R. Poovamma, Prachi Choudhary, Vithya Ramraj – Won gold in women’s 4x400m relay, India’s lone athletics gold.

Gulveer Singh – Secured silver in 10,000m and 1500m, plus a bronze in 5000m.

Baranica Elangovan – Won India’s first‑ever Asian Games pole vault medal (bronze).

Sawan Barwal – Marathon silver with a national record.

Archery

Kumkum Mohod – Became the first Indian woman to win individual recurve gold.

Chikitha Taniparthi, Jyothi Surekha Vennam, Prithika Pradeep – Won women’s compound team gold.

Chikitha Taniparthi & Sahil Jadhav – Secured mixed compound gold and an Olympic quota.

Shooting

Neeru Dhanda – Won women’s trap gold, India’s first in 48 years; later paired with Kynan Chenai to win mixed trap gold with an Asian record.

Suruchi Singh & Kamaljeet – Claimed India’s first Asian Games gold in 10m air pistol mixed team, setting an Asian record.

Golf

Pranavi Urs – Became the first Indian woman to win individual golf gold at the Asian Games; also won team silver with Aditi Ashok and Diksha Dagar.

Combat & Other Sports

Lovlina Borgohain – Won gold in women’s 75kg boxing, becoming only the second Indian female boxer to win Asiad gold.

Suchika Tariyal – Secured India’s first‑ever medal in MMA (bronze).

Jay Meena – Won India’s first‑ever medal in soft tennis (bronze).

Mirabai Chanu – Claimed silver in women’s 48kg weightlifting, India’s first Asiad weightlifting medal since 1998.

Team Sports

Men’s & Women’s Hockey Teams – Both won gold; women’s team ended a 44‑year wait for Asian Games gold.

Men’s & Women’s Kabaddi Teams – Both clinched gold, reaffirming India’s dominance.

Men’s & Women’s Cricket Teams – Both won gold, with Abhishek Sharma (61 off 28) and Tilak Varma (51*) starring in the men’s final against Pakistan.

India’s 2026 Asian Games campaign was defined by historic firsts — golf, soft tennis, MMA, women’s hockey, and trap shooting — alongside record‑breaking performances in athletics and archery. While the overall tally was lower than 2023, the breadth of achievements across traditional and new sports confirmed India’s emergence as a versatile sporting powerhouse.

India’s journey at the Asian Games has steadily evolved from modest beginnings in 1951 to becoming a consistent top‑10 nation. The best performance to date came at Hangzhou 2023, where India won 106 medals (28 Gold, 38 Silver, 40 Bronze) and finished 4th overall, its highest tally ever. In 1951 India had come second. India was the host nation twice once in 1951 and once in 80's when India was 5th in the medal tally. 

Flydubai Crash Bid

Flydubai Flight FZ1073 (Dubai → Tel Aviv, Sept 30, 2026) suffered a violent cockpit altercation when the Omani co‑pilot allegedly attacked Indian Captain Smit Machchhar mid‑air, forcing the plane into a steep dive. Passengers and off‑duty pilots subdued the attacker, and the aircraft diverted safely to Tabuk, Saudi Arabia. While authorities call it an attempted terror attack, conspiracy theories suggest deeper political motives. 

Chronology of Events:

08:35 IST – Flight FZ1073 departs Dubai with 174 passengers and 6 crew.

~11:01 IST – Transmits Squawk 7700 (general emergency).

11:08 IST – Changes to Squawk 7500 (hijacking code). Israeli fighter jets scrambled.

Cockpit struggle – Co‑pilot Hamam al‑Hammami allegedly stabs Captain Machchhar with the crash axe, sending the plane into a rapid descent (loss of ~14,000–17,000 ft).

According to passenger accounts reported after the incident, Tali Manes was the first person to raise the alarm about a disturbance in the cockpit of Flydubai Flight FZ1073. While accompanying her six-year-old daughter to the lavatory near the front of the aircraft, she reportedly heard unusual noises and banging from the cockpit area and alerted a flight attendant to check what was happening.

Captain opens cockpit door despite injuries, allowing passengers to intervene.

Passengers & cabin crew restrain the co‑pilot; off‑duty pilots take control.

11:44 IST – Distress call to Tabuk ATC; emergency landing cleared.

12:45 IST – Aircraft lands safely at Tabuk, Saudi Arabia. All 180 onboard survive; 6 injured. 

How It Was Controlled

Captain Machchhar – Heroic despite stab wounds, opened cockpit door.

Passengers (Yaniv Hayun, Assaf Rajuan, Shota Musaev, Zvika Manes) – Physically restrained the co‑pilot.

Cabin crew (including female attendants) – Coordinated passenger response, calmed cabin, assisted injured captain.

Off‑duty pilots (British & South African) – Took over controls, landed safely in Tabuk. 

 

Two off‑duty Flydubai pilots traveling as passengers (probably one South African, one New Zealander : Yet to be confirmed) took over, Assisted by passengers (including Yaniv Hayun, Asaf Rajuan, Shota Musaev) who physically subdued the co‑pilot. Together, they stabilized the aircraft and diverted to Tabuk.

Conspiracy Theories Circulating

Election timing in Israel: Incident occurred weeks before Israel’s Oct 27 elections; some allege it was politicized to boost security narratives. 

Pilot radicalization: Claims that the Omani co‑pilot was linked to extremist groups, though not independently verified.

False flag theory: Some commentators speculate the event was exaggerated or staged to justify closer UAE–Israel security cooperation.

Second flight diversion: Another Dubai–Tel Aviv Flydubai flight turned back the same day, fueling suspicion of coordinated threats. 

The official narrative is clear: a co‑pilot attack foiled by crew and passengers, leading to safe diversion to Tabuk. Conspiracy theories, however, frame it as either politically timed, linked to terrorism, or part of a larger regional security play.

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Aviation Restrictions & Crew Composition  

Israel’s aviation agreements stipulate that crews on inbound flights must hold passports from countries with normalized relations with Israel. Omani nationals are excluded from such roles, raising questions about how an Omani co‑pilot was rostered on Flydubai’s Dubai–Tel Aviv service. The Boeing aircraft used by Flydubai typically accommodates 172 people including crew, yet reports mention 174 passengers, adding to speculation.

The important point is that altitude on the flight tracker is not the same as cabin altitude.

The passenger oxygen masks are designed to deploy when the cabin pressure/oxygen conditions reach the required threshold. A rapid change in the aircraft's flight altitude does not automatically mean that the cabin has lost pressure.

So, if the aircraft descended rapidly while the cabin remained adequately pressurized, the masks would not necessarily deploy. Reply to why oxygen  mask  did not  come down.

The Co‑pilot’s Background  

The Omani co‑pilot, identified as Hamam Al‑Hammami, allegedly stabbed Indian Captain Smit Machchhar mid‑air, causing the aircraft to plunge thousands of feet. Arabic media and the Wall Street Journal reported that Hammami had been barred by Oman Air in 2024–25 for browsing extremist sites and expressing radical views. Despite this, Flydubai hired him without apparent vetting. His mother was of Syrian origin.

The Attack  

Accounts suggest Hammami asked the captain for permission to leave his seat to pray. Once granted, he attacked from behind with the cockpit crash axe — a tool meant for emergencies, not violence. The wounded captain managed to open the cockpit door, enabling passengers and crew to subdue the attacker. Off‑duty pilots onboard then took control and diverted the aircraft safely to Tabuk, Saudi Arabia.

Alleged Motives  

Reports claim Hammami admired figures such as Osama bin Laden, Abu Bakr al‑Baghdadi, and Pakistan‑based terrorist Masood Azhar. He allegedly visited Pakistan and Turkey in 2026 and was in contact with radical elements in Iran, Syria, and Turkey. Intelligence sources suggested his plan was not only to crash the plane but potentially to target a skyscraper in Tel Aviv or even the Burj Khalifa in Dubai.

Symbolism & Vetting Concerns  

Observers noted Hammami bore a zabiba (prayer callus) on his forehead, interpreted by some as a mark of intense religiosity. Critics argued this, combined with his flagged extremist history, should have disqualified him from cockpit duty. The incident highlighted failures in vetting and security clearance.

Conspiracy Theories  

Alternative narratives emerged:

Some claimed the hijacking was a false‑flag operation, orchestrated by Mossad or Israeli authorities to justify heightened security or influence upcoming elections.

Others argued Hammami was a Mossad agent with a fake identity, pointing to the oddity of his name (“Hammam” meaning bathroom in Arabic).

Skeptics questioned whether the stabbing was staged, or whether Saudi media colluded with Israel to exaggerate the threat.

Aftermath  

Despite the swirl of theories, the undeniable fact remains: the captain’s resilience, passengers’ intervention, and off‑duty pilots’ skill prevented catastrophe. All 180 onboard survived, though the incident continues to fuel debate about vetting failures, extremist infiltration, and possible political manipulation.

The Real Luxuries

 This illustration titled “the real luxuries” beautifully captures the essence of simple joys that often go unnoticed in our fast‑paced lives. Instead of equating luxury with wealth or possessions, it reframes the idea to highlight everyday experiences that nurture peace, connection, and fulfillment.

Each panel shows monks immersed in tranquil activities — a good night’s sleep, slow mornings, freedom to choose, and a good conversation — reminding us that true richness lies in rest, autonomy, and human bonds. The inclusion of favorite home‑cooked meals and long walks emphasizes nourishment and movement as sources of comfort and grounding.

Other frames celebrate mindful pleasures: a good book, time for fun and play, listening to birds singing, and colorful sunsets. These moments connect us to creativity, nature, and joy. Finally, the depiction of a calm mind and freedom of expression underscores the importance of inner peace and authenticity.

Religion, Politics and World Today

 Gandhiji had said, "Those who say religion has nothing to do with politics do not know what religion means.”

Gandhi often emphasized that politics and religion are inseparable, because for him religion meant ethics, morality, and truth — not sectarianism.

He believed that politics without moral grounding would become corrupt, while religion divorced from social responsibility would be hollow.

This line is one of his most cited remarks on the fusion of spiritual values with public life.

Ethical Politics: Gandhi argued that true politics must be rooted in values like truth (satya) and nonviolence (ahimsa).

Religion as Morality: He used “religion” in the broad sense of dharma — moral duty — rather than ritual or dogma.

Modern Relevance: The quote is often invoked in debates about whether ethics, spirituality, or morality should guide governance.

There is a political denunciation, mixing religious appeals, accusations of election fraud, and criticism of BJP’s treatment of Muslims and its broader narrative strategies.

These are rants and a rant is a speech or piece of writing that is emotional, angry, and often repetitive, usually aimed at criticizing someone or something. It tends to use charged language rather than calm analysis. Rants often mix facts, opinions, and emotions without clear separation. They can highlight real grievances but usually exaggerate or generalize.

To evaluate a rant:

Check facts independently (verify claims with credible sources).

Separate opinion from evidence (what is emotional vs what is factual).

Understand intent (is it to inform, persuade, or provoke?).

Highly critical political rant targeting Indian Prime Minister Narendra Modi and the BJP. It accuses them of:

• Collusion with Israel’s Netanyahu to repress Muslims in India.

• Employing extremist thugs to commit atrocities against Muslims and destroy mosques.

• Rigging elections with the help of the Election Commission.

• Spreading false narratives that BJP members alone are truthful while ordinary citizens lie.

• Using sycophants, zealots, and journalists to spread misinformation and stage political theatrics.

• Hypocrisy regarding Hindus abroad: criticizes BJP for disliking Muslims while many Hindus live and work peacefully in Muslim-majority countries like Bangladesh.

• Inciting division between Hindus and Muslims, while ordinary communities coexist peacefully.

• Targeting Muslim celebrities (e.g., Shah Rukh Khan, Salman Khan, Saif Ali Khan) as an example of BJP’s anti-Muslim stance.

Epstein files is an analogy for exposing politicians’ misdeeds, suggesting that dishonest leaders hide behind staged dramas.

A side by side comparison would look like below:

Theme	Islamic Terrorist Threat Rant
Violence & repression	Claims extremist groups unleash atrocities against civilians, destroying communities and places of worship.
Hypocrisy of leaders	Condemns those who claim to defend Islam but commit violence, corruption, and oppression.
Recruitment & manipulation	Accuses groups of brainwashing youth, exploiting poverty, and twisting religion for political power.
Global destabilization	Frames terrorism as destabilizing nations, economies, and international peace.
Propaganda narrative	Says extremists spread lies that they alone are “true believers,” branding others as infidels.
Media & misinformation	Criticizes propaganda videos and online radicalization that glorify violence.
Community relations	Highlights that ordinary Muslims live peacefully, but extremists incite division and hatred.
Celebrity/figure examples	Points to attacks on public figures, journalists, or aid workers as proof of indiscriminate violence.
Overall charge	Portrays terrorism as a destructive ideology that spreads fear, chaos, and undermines Islam itself. Just as the rant you shared about Modi/BJP portrays them as destabilizing society, a rant against Islamic terrorism portrays violent extremist groups as the destabilizers — accusing them of hypocrisy, manipulation, and destruction of peaceful coexistence.

Creating New Growth Platforms (NGPs)

 Many large corporations struggle to sustain growth once they reach maturity. Traditional methods like new product development or acquisitions often fail to deliver long‑term results. Research shows that most Fortune 50 companies experience sharp declines in growth after initial success, with acquisitions destroying value in 65% of cases.

The authors argue that sustainable growth comes from New Growth Platforms (NGPs) — strategic frameworks that allow companies to build families of products, services, and businesses by leveraging existing capabilities and acquiring new ones. NGPs differ from traditional product innovation because they focus on unmet customer needs, forces of change (technology, regulation, social trends), and assembling capabilities into scalable business models.

Case studies include UPS, which created its Service Parts Logistics (SPL) unit by reframing itself beyond parcel delivery into supply chain management, and Medtronic, which expanded from pacemakers into broader healthcare platforms. Companies like Procter & Gamble institutionalized NGP units with dedicated leadership and resources.

The article also highlights common reasons for failure: resistance from business units, short‑term earnings pressure, lack of credible leadership, and weak organizational support. Successful NGPs require independent yet embedded units, strong CEO commitment, and empowered senior teams with authority to act.

Each circle represents a strategic dimension for identifying new business opportunities:

• 🟠 WHAT — Trends and enablers such as emerging technologies, regulatory shifts, and social changes that expand markets.

• 🟢 WHERE — Customer problems and unmet needs that define potential markets.

• 🔵 HOW — Capabilities, know‑how, and assets that enable execution and differentiation.

At the center, where all three overlap, sits the New Growth Platform — the hunting ground of opportunity space where innovation thrives by combining market trends, customer needs, and organizational capabilities.

Learning Points

• Growth gap: Mature companies often face a mismatch between investor expectations and internal growth capacity.
• NGPs vs. products: Platforms are broader, scalable frameworks that generate multiple products/services, unlike one‑off innovations.
• Forces of change: New technologies, regulations, and social pressures create opportunities for unmet customer needs.
• Capability assembly: Growth requires redeploying internal talent, leveraging external partnerships, and acquiring targeted assets.
• Leadership role: CEOs must frame growth challenges and dedicate time/resources; credible senior executives should lead NGP units.
• Team over idea: Success depends more on empowered, entrepreneurial teams than on isolated “big ideas.”
• Failure causes: Short‑term cost focus, unit resistance, lack of collaboration, and weak organizational design derail NGPs.
• Institutionalization: Embedding NGP processes ensures repeatable innovation and long‑term strategic growth.

Sustainable corporate growth requires moving beyond incremental products or acquisitions to strategic platforms that harness capabilities, meet unmet needs, and adapt to change. Success depends on leadership commitment, empowered teams, and organizational structures that balance independence with integration.

Oneness

 Dasaji began the class by showing us a video of a devotee from America who had joined the Dharma many years ago and was sharing the experiences he had gone through since then. It was beautiful to see the clarity of his state of consciousness.

He used to participate in all the programmes of the Dharma with discipline, determination, dedication and complete devotion. He was also continuously undergoing cleansing. What we saw in that video was the result of all these practices.

We are speaking twenty-four hours a day. The inner dialogue never seems to stop. Unless this inner dialogue comes to an end, we cannot dissolve our sense of division and separation. Only when the inner dialogue stops can the first level of Oneness be attained.

The second level of Oneness is creating a sense of unity and oneness with our family.

The third level is creating Oneness with birds, animals and all living beings.

The fourth level is Oneness with Nature.

And finally, the fifth level of Oneness is Oneness with God, the Supreme — becoming one with Paramjyothi.

Our journey towards this must continue.

As we move forward on this journey, the sense of “I” will gradually disappear. The sense of “we” will also disappear. That is the truth.

The outer world is a reflection of the inner world.

When we are able to attain Oneness within ourselves, we can become connected with everything in the outer world as well. A deeper level of Oneness begins to manifest.

Existence + Consciousness + Chit — that is the Atma.

It is towards this level that Bhagavan is taking us.

The language of the unconscious mind is mantras. That is why we are told that we should participate in the Omams at least four times a year.

The unconscious mind is said to be far more powerful than the conscious mind. When this becomes a lived understanding, we move beyond our limited sense of identity — beyond the body, beyond the mind, beyond the self, beyond thoughts and so on.

We become merely a witness — a witness to everything.

And that is when we reach Satchidananda Parabrahma.

That is why we participate in the Omams, why we contribute towards building the Kalki Devasthanam, and why we seek to reach the World Mukti Centre.

Through this journey, we move towards Satchidananda Parabrahma and ultimately experience Oneness and harmony with Paramjyothi.

For this to become possible, we need to cultivate twenty-four qualities within ourselves. Dasaji has explained these beautifully through this class as well.

Through this teaching, Bhagavan is once again guiding us towards Paramjyothi.

My heartfelt gratitude and pranams to you, Dasaji.

Namaskaram.

One Moon

Two worlds. One moon.

Different shadows, the same light.

Through tangled branches, the moonlight came,

above the city, it shone just the same.

Trees may hide it, towers may rise,

but the moon belongs to all our skies.

Different worlds beneath its light—

one wrapped in trees, one dressed in white.

Perhaps that is the quiet wonder of night:

however different our worlds may be,

we all look up at the same light.

The city reached for the moon to-night,

while every window carried its own little light.

The moon came looking for the night,

and found a thousand leaves to hold its light.

Somewhere between shadow and light,

the world pauses for a moment at night.

 

Now

When I'll be dead.....,
Your tears will flow,..
But I won 't know...
Cry for me now instead !

You will send flowers,..
But I won't see...
Send them now instead !

You'll say words of praise,..
But I won't hear..
Praise me now instead !

You'll forget my faults,..
But I won't know...
Forget them now, instead !

You'll miss me then,...
But I won't feel...
Miss me now, instead

You'll want to say Love You...
But I won't be able to hear ...
Say it now, instead

You'll wish...
You could have spent more time with me,...
Spend it now instead !!

''Spend time with every person around you, your families, friends, lover, acquainted....

Make them feel  Special ,
Because  you never know when time will take them away from you forever''..

Life is too short.
Love  all   and   Forgive all.

Building influence at work

 Success in the workplace is not simply a matter of technical skill or diligence; it is equally about cultivating influence, credibility, and authentic relationships. The framework for building power at work rests on three interconnected pillars: establishing a power base, laying the groundwork, and leveraging the echo chamber.

The first step is to build your power base. Influence begins with social proof — signaling to others who you are and what you are capable of. This can be achieved by leading initiatives such as local charities, publishing articles, or ensuring that your contributions are visible and recognized. Alongside visibility, goodwill with peers is essential. By paying genuine attention to colleagues, seeking their advice rather than favors, and adding value through small gestures, one builds trust and mutual respect. At the core of this foundation lies authenticity. True power emerges when individuals stop covering, embrace their genuine selves, and encourage others to do the same.

The second pillar is to lay the groundwork. This involves defining clear workplace goals and modeling the behaviors of those you admire. Identifying gaps in skills and working deliberately to close them ensures steady growth. A practical exercise, such as pre‑writing your resume, helps clarify what you are working toward. Equally important is mapping the organization’s decision makers. A “power map” allows you to visualize who holds influence, who listens to whom, and how relationships are interconnected. Building relationships then becomes a matter of staying familiar and relevant — being present in social circles, keeping in touch, and maintaining visibility.

Finally, influence is consolidated by leveraging the echo chamber. This requires understanding what your company values, observing what behaviors are rewarded, and aligning your strengths with those opportunities. If your values diverge significantly from the organization’s, it may be necessary to reassess long‑term fit. Developing social capital is equally critical. Networks that bridge across groups, as well as those that bond within them, expand reach and credibility. Becoming a connector — someone who organizes gatherings, includes colleagues, and attends to their preferences — enhances both goodwill and influence.

Together, these strategies highlight that workplace power is not about manipulation but about authenticity, visibility, and connection. By building a strong base, laying thoughtful groundwork, and leveraging organizational dynamics, professionals can create influence that is both sustainable and meaningful.

Finance Modelling

 The main lesson is that financial modelling can identify the changes needed to improve a company’s cash flow, but the model itself cannot create the improvement. People and execution do.

Simple Summary

At the end of 1985, Home Depot had serious operating cash-flow problems. Forecasting showed that if the company continued operating as it had been, its cash position would deteriorate further.

Instead of looking for one magic solution, the exercise considers making several operational improvements simultaneously:

• Inventory: reduce days of inventory from 108 to 66 days
• Receivables: collect customer dues faster, from 14 to 9 days
• Payables: take slightly longer to pay suppliers, from 48 to 50 days
• Gross margin: improve from 26% to 28%
• Overheads: reduce from 22% to 20% of sales

When all these reasonable changes are incorporated into the financial model, the forecasted operating cash flow changes dramatically. Home Depot would generate enough internal cash to support growth and become more attractive to lenders. The actual 1986 results also showed improvements in margins and operating expenses.

The most important lesson

The spreadsheet makes the transformation look easy—but every number in the spreadsheet represents a real-world action by someone.

For example:

Reducing inventory requires better inventory management.
Collecting receivables faster requires people to follow up.
Reducing costs requires operational discipline.
Improving margins requires purchasing and pricing decisions.

So:

Financial modelling → identifies possible solutions
Management → chooses the solutions
People → execute them
Execution → creates the actual financial results

One-line takeaway

A financial model can show you what needs to change; only people can make those changes happen.

This is also a useful finance lesson: forecasting is not the end of financial analysis—it is the starting point for operational action.

Building Confidence

 Think of self-confidence as an asset.

Just as you protect and invest in a valuable asset, you need to consciously protect and strengthen your confidence.

The course's approach can be reduced to:

Own → Accept → Act → Manage → Stay Positive → Plan

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1. Own the situation

The first step is personal responsibility.

Instead of saying:

“My boss made me feel inadequate.”
“My colleague destroyed my confidence.”
“That client made me feel incompetent.”

Ask:

“What can I do about how I feel and how I respond?”

This does not mean blaming yourself.

The course makes an important distinction:

Taking responsibility ≠ taking all the blame.

Every outcome has multiple contributing factors. You are only one of them.

When confidence takes a hit:

1. Accept your part in the situation.
2. Remind yourself of your self-worth.
3. Look at your past achievements and strengths.
4. Decide what behaviour or action can make you stronger.

Key lesson

Don't give other people control over your confidence.

---

2. Embrace your imperfections

Nobody is perfect.

Mistakes, failures and difficult learning experiences are part of professional and personal growth.

Instead of seeing a mistake as:

“I am not good enough.”

Try seeing it as:

“What is this experience teaching me?”

The course describes mistakes as feedback.

The important distinction

Not every weakness deserves equal attention.

When you make a mistake, ask:

• How important is this skill?
• Will I need this skill in the coming years?
• Is this something I personally need to master?
• Is somebody else better suited to handle it?

If the skill matters → learn it.

If it doesn't matter much → learn the lesson and move on.

This is particularly valuable because confidence can suffer when we spend too much energy trying to fix every imperfection.

Key lesson

A mistake is an event, not an identity.

---

3. Articulate a path forward

When confidence falls, don't wait months to recover.

Take action quickly.

The course proposes three levels of goals:

🟢 Small wins

Start with something simple, specific and achievable.

For example:

• Complete an important task.
• Reconnect with someone.
• Speak up in a meeting.
• Finish something you've been postponing.

Small wins rebuild the feeling:

“I can do this.”

🟡 SMART goals

Once momentum returns, move to larger goals that are:

S — Specific
M — Measurable
A — Aligned
R — Reachable
T — Time-bound

🔵 Big dreams

Don't stop at small goals.

When confidence falls, people often become excessively cautious.

The course says:

Don't forget to dream.

Big ambitions reconnect you with purpose and possibility.

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4. Manage your context

Your environment affects your confidence.

The course recommends dividing the people around you into:

Positive influences

People who:

• Encourage you
• Help you
• Make you feel capable
• Bring constructive energy

Negative influences

People who:

• Constantly create stress
• Undermine you
• Drain your energy
• Create unhealthy interactions

You may not be able to eliminate difficult people, particularly at work, but you can often manage the amount of time and energy you give them.

Manage your time too

A particularly useful recommendation is:

Do meaningful work first.

Don't begin the day by hiding in easy administrative tasks.

Instead:

Important work → routine work

Track your time for a week and see how much goes toward work that genuinely matters.

And presentation matters

The course also connects confidence with how you present yourself—clothing, grooming and appearance.

The point isn't that there is one “correct” appearance.

It is about asking:

“How do I want to present myself, and does that make me feel good about myself?”

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5. Feed your positivity

Confidence needs reinforcement.

The course suggests several techniques.

Visualise success

Spend 30 seconds or a couple of minutes imagining yourself successfully completing an unfinished goal.

See:

• Yourself completing the task
• The successful presentation
• The positive response
• The feeling of accomplishment

When confidence is shaken

Use this mental sequence:

1. Recognise the feeling.
“My confidence has been shaken.”

2. Remind yourself it is temporary.

3. Remember that the incident doesn't define you.

4. Recall your recent successes.

5. Move forward.

Connect with someone positive

Think of the person who naturally lifts your spirits.

Call them.

You don't necessarily need advice or counselling. Sometimes a simple conversation with someone who believes in you can restore perspective.

Celebrate small progress

Don't wait for a huge achievement.

If you successfully move yourself from:

negative → neutral → positive

that itself deserves recognition.

---

6. Put together your plan

The final section turns everything into action.

The course recommends three things:

① Get one small win

Do something today that makes you feel capable again.

② Talk to a mentor

Tell someone you trust:

“I'm struggling with my confidence.”

Explain the situation and then listen.

Their perspective may help you see something you cannot see yourself.

③ Change one behaviour or routine

Introduce something symbolic that represents a new beginning.

It could be:

• Changing your work routine
• Trying a new approach
• Changing how you organise your day
• Meeting different people
• Learning something new

The purpose is to break out of an old pattern.

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The whole course in 7 lines

1. Own your feelings and your response.
2. Don't confuse responsibility with self-blame.
3. Accept that imperfection is human.
4. Turn mistakes into learning.
5. Rebuild confidence through small wins.
6. Protect your environment and feed your positivity.
7. Keep acting—confidence grows through action and experience.

Current workplace guidance similarly emphasises that confidence isn't the absence of doubt; it involves trusting your ability to act, adapt and learn even when outcomes aren't certain.

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One particularly powerful idea for you

I think the most important distinction in this course is:

“I made a mistake” is very different from “I am a failure.”

The first statement creates a possibility:

What can I learn?

The second creates an identity:

There is something wrong with me.

The course is essentially teaching us to stay with the first version.

And that connects beautifully with another idea running through the material:

Confidence doesn't necessarily come before action. Sometimes action comes first—and confidence follows.

That is why the course's emphasis on small wins is so practical. Contemporary workplace guidance also recommends building confidence through manageable challenges, practice and progressive experiences rather than simply trying to “feel confident.”

A simple personal confidence formula

Self-worth + Responsibility + Learning + Small Wins + Positive Relationships + Action = Stronger Confidence

Not perfection.
Not pretending.
Not never feeling doubt.

Just learning to trust yourself a little more, one experience at a time.

Machine Learning — Simple Summary

 

1. What is Machine Learning?

Machine Learning (ML) is a branch of Artificial Intelligence in which computers learn from data and experience rather than being given explicit instructions for every situation.

Traditional programming works like:

Input → Rules/Instructions → Output

Machine learning works more like:

Data → Algorithm → Patterns/Learning → Prediction/Decision

The machine examines data, identifies patterns, receives feedback, and adjusts its model so that it can improve over time.

A simple analogy from the course is learning to assemble IKEA furniture: you try something, see whether it works, learn from the feedback, and use that experience when assembling the next piece.

2. Why do we need Machine Learning?

Some problems cannot easily be solved by writing explicit rules.

For example, identifying spam emails is difficult with simple instructions because spammers can change words, use images, or disguise certain terms.

Instead, ML can examine thousands of emails, learn characteristics associated with spam, and then predict whether a new email is spam.

The basic process is:

Training data → Build model → Test model → Make predictions

An important concept is keeping training data separate from test data.

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3. Machine Learning and Data

Machine learning is essentially about finding patterns in large amounts of data.

Examples mentioned in the course include:

• Search engines
• Weather applications
• Netflix recommendations
• YouTube recommendations
• Amazon product recommendations
• Automatic translation
• Speech-to-text
• Personalized social-media feeds

A particularly important point is that machines can sometimes discover patterns that humans may not notice.

Therefore, the quality and diversity of data are extremely important.

Poor data → Poor learning → Poor predictions

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4. Four Ways Machines Learn

The course introduces four important approaches.

Type	How the machine learns	Simple example
Supervised Learning	Learns from labelled examples	Spam vs. non-spam
Unsupervised Learning	Finds patterns in unlabelled data	Customer groups
Semi-supervised Learning	Uses some labelled + lots of unlabelled data	Partial classification
Reinforcement Learning	Learns through actions and rewards	Playing a game

These distinctions are also consistent with current standard descriptions of ML learning paradigms.

Supervised Learning

Think of a teacher.

The machine receives examples where the correct answer is already known.

For example:

Email → Spam

Email → Not Spam

The machine learns the relationship and then classifies new emails.

Two common applications are:

• Classification — predicting categories
• Regression — predicting numerical values

Unsupervised Learning

There is no teacher providing the correct answer.

The machine looks at unlabelled data and tries to discover patterns or groups on its own.

For example, it might discover different groups of customers based on their behaviour.

Semi-supervised Learning

This combines the two.

You provide some labelled data, while the machine learns from a much larger quantity of unlabelled data.

Reinforcement Learning

This is essentially learning by doing.

The machine takes an action, receives a reward or penalty, and gradually learns which actions produce better results.

The course uses games such as Pong, Space Invaders and Go to explain this concept.

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5. Q-Learning

Q-learning is introduced as an important reinforcement-learning technique.

The machine considers:

State → Action → Result/Reward

It gradually learns which actions produce better outcomes.

The course uses AlphaGo and AlphaGo Zero as examples of how reinforcement learning can allow machines to improve through enormous numbers of simulations.

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6. Popular Machine Learning Algorithms

The course introduces several algorithms:

• Decision Trees
• K-Nearest Neighbour (KNN)
• K-Means Clustering
• Regression
• Bayesian algorithms / Naive Bayes

Very simple distinction

Decision Tree:
Makes decisions through a sequence of questions.

KNN:
Looks at nearby/similar examples to determine the likely classification.

K-Means:
Groups similar observations into clusters.

Regression:
Studies relationships between variables and can be used to predict numerical outcomes.

Naive Bayes:
Uses probability to estimate the likelihood of different outcomes, particularly for classification.

The source specifically notes that Naive Bayes assumes its predictors are independent of one another.

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7. Bias and Variance

An important part of applying ML algorithms is understanding bias and variance.

They represent different types of prediction problems.

The goal isn't simply to eliminate one completely. Instead, the model needs to achieve an appropriate balance so that it performs well on new, unfamiliar data.

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8. Three Major Challenges

The course identifies three practical challenges:

1. Asking the right questions

Having sophisticated ML technology isn't enough.

The business must first identify interesting and useful questions that machine learning can actually help answer.

The course gives a memorable analogy: having a Formula One race car but using it only to parallel park.

2. Separating training and testing data

You should not mix your training data with your test data.

Otherwise, the model may appear highly accurate because it has effectively already seen the answers.

The objective is generalizability — the model should perform well on unfamiliar data.

3. Don't become obsessed with selecting the “perfect” algorithm

Different algorithms have different strengths.

The course suggests that practitioners should focus on solving the business problem rather than spending excessive time searching for a theoretically perfect algorithm.

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The entire course in one picture

Artificial Intelligence

↓

Machine Learning

↓

Machine learns from data instead of receiving every instruction explicitly

↓

Data → Algorithm → Pattern → Model → Prediction/Decision

And the four major learning approaches are:

Supervised → Learn from labelled examples
Unsupervised → Discover patterns
Semi-supervised → Some labelled + lots of unlabelled data
Reinforcement → Learn through actions and rewards

---

 The 5 things I would remember for an exam/interview

1. Machine Learning = learning patterns from data rather than relying entirely on explicit instructions.
2. Training data is used to build/refine the model; test data evaluates it on unfamiliar data.
3. Supervised = labelled data; Unsupervised = unlabelled data; Reinforcement = rewards/penalties.
4. Common algorithms include Decision Trees, KNN, K-Means, Regression and Naive Bayes.
5. Successful ML is not just about algorithms — good data, good questions and proper testing are equally important.

For someone coming from a finance/FP&A background, the most useful next step would be to translate these concepts into finance examples—forecasting, fraud detection, credit risk, customer segmentation, anomaly detection and financial reporting. That would make the course much easier to remember and apply.

Movie Review

 Watch → Review → Develop an idea → Publish → Build an audience → Monetise

1. Don't become just a “movie reviewer”

This is the biggest opportunity I see for you.

From the way you've been discussing Bethlehem Kudumba Unit, Hanuman Ansh, Daayra, Peddi, Krishnam, etc., your natural strength isn't simply:

“I liked this movie — 4/5.”

You tend to ask:

Why did this film work?

Why did audiences connect with it?

Is the story really original?

What makes something “cringe” to one person but charming to another?

Why does one film have longevity while another opens strongly and falls?

What does the film say about society?

What can we learn from its making?

Is success about the star, the director, or the team?

That is a much more interesting niche.

I would position you as something like:

“Looking beyond the film — audiences, storytelling, culture and the business of cinema.”

That gives you considerably more territory than conventional reviews.

2. Use IMDb as your “calling card”

IMDb allows user reviews of at least 300 characters, and reviews can be sorted by helpfulness-related signals, review date, total votes and “Prolific Reviewer.” IMDb also says that Featured Reviews are selected using several user inputs and that negative reviews can be featured too.

So don't write the same review everywhere.

For example, suppose you watch Daayra.

IMDb — 300–600 words

Title:

Daayra: When a powerful subject meets a difficult audience

Then write a compact review concentrating on the film itself.

Your longer article — 800–1,200 words

Something like:

“Why Did Daayra Struggle Despite Kareena Kapoor, Prithviraj and Meghna Gulzar?”

Now you're no longer merely reviewing the film.

You're analysing cinema + audience behaviour + expectations + box office.

That's where your voice becomes distinctive.

3. Build one home for your longer writing

I would seriously consider Medium for you.

India is currently eligible for the Medium Partner Program. The current requirements include being 18+, having an active Medium membership, publishing at least one story, having a complete profile and meeting the payout requirements. Writers earn based on engagement from Medium members.

You could create a simple publication/theme:

Meera Watches

Three categories:

Cinema & Culture

Why films work, fail, surprise or become cult favourites.

The Business of Cinema

Box office, OTT, stars, producers, marketing, word of mouth.

People Behind the Film

Directors, writers, cinematographers, actors, musicians.

That last one would suit your curiosity particularly well.

4. Your Instagram becomes the discovery engine

Don't post the entire article on Instagram.

Give people one thought worth stopping for.

For example:

What is cringe to one may be charm to another.

That may explain popular cinema better than any box-office formula.

Bethlehem Kudumba Unit doesn't necessarily invent a new story. It takes familiar ingredients and mixes them differently.

Perhaps originality isn't always about creating something nobody has seen before.

Sometimes it is about making something familiar feel new again.

Then:

Full essay → link in bio

Now Instagram is bringing people to your longer writing.

5. Then introduce YouTube — but don't start with “movie reviews”

This is important.

You don't need to become another person sitting in front of a camera saying:

“Hi guys, today I'm going to review…”

Your strength is conversation and observation.

You could do:

5–8 minute videos

“Why did Bethlehem Kudumba Unit work?”

“How did Hanuman Ansh go from ₹10 lakh to a ₹300+ crore phenomenon?”

“Why did Daayra struggle?”

“What makes a film a cult film?”

“Is Shah Rukh Khan really an actor who became a businessman—or a businessman who happens to act?”

Those are ideas, not merely reviews.

6. And eventually there are several ways to earn

I would think of the income ladder like this:

Stage Platform Purpose

1 IMDb Credibility

2 Instagram Discovery

3 Medium/blog Long-form writing

4 YouTube Audience + video income

5 Newsletter Your own audience

6 Paid collaborations Revenue

7 Speaking/moderating Higher-value income

The crucial point is that ₹10,000–₹25,000 a month shouldn't be the immediate target.

First target:

1,000 people who genuinely want to read/watch your work.

Then 5,000.

Then 10,000.

Once you have an identifiable audience, monetisation becomes much easier.

7. I would give you a very specific 90-day experiment

Month 1 — Establish your voice

Every week:

2 IMDb reviews

2 Instagram posts

1 longer article

Don't worry about money.

Your goal is 8–10 good pieces.

Month 2 — Find your strongest subject

Look at what people responded to.

Was it:

cinema?

actors?

box office?

behind-the-scenes stories?

cultural observations?

comparisons between old and new cinema?

Then double down on the strongest category.

Month 3 — Add video

One YouTube video every week.

You don't even need sophisticated production.

Good script + good voice + relevant visuals + clean editing.

That's enough to begin.

And there is one thing I would NOT do

Don't become dependent on negative reviews to get attention.

“Terrible movie!”

“Disaster!”

“Waste of money!”

Those are easy to write.

Your advantage is something different:

“Let me understand why this happened.”

That is a much more mature reviewing voice.

And it fits the way you already naturally discuss films.

Your first 10 pieces could actually come from our conversations

You already have several excellent subjects:

Bethlehem Kudumba Unit: Its ingredients aren't unique. Its magic lies in the mixing.

What is cringe to one may be charm to another.

How Hanuman Ansh became a box-office phenomenon.

Why Daayra struggled despite a powerful team.

Shah Rukh Khan: From actor to entertainment entrepreneur.

Why some films have extraordinary legs at the box office.

Krishnam: The strange journey from real-life incident to film to Telugu remake.

Usha Uthup: The woman who refused to look or sound like a conventional playback singer.

Why teamwork matters more than a “hero” behind the camera.

Can a familiar story become fresh again?

Notice something?

This is already beginning to look like a column rather than a hobby.

And Medium's current programme makes India eligible for direct writer payouts, although earnings depend on reader engagement and are not guaranteed.

And I genuinely think this is worth trying—not as “becoming a reviewer,” but as building your own voice around cinema, books, culture, audiences and the stories behind success.

You already have something valuable: you don't just ask “Was the film good?” You naturally ask “Why did it work?” “Why did audiences respond?” “What made this film different?” That is a much more interesting space to occupy.

Start small. One review, one post, one idea at a time. No pressure to make it perfect.