Micro Musings by Bhumi

 

“Some people change the way we think — without ever knowing we exist.”

Inspired by Seth Godin, whose crisp wisdom has shaped how I reflect, communicate, and act—today I begin my own series: Micro Musings by Bhumi.

These are small, sharp reflections from life, leadership, spirituality, awareness, and everything in between.

Some will be poetic. Some will be blunt. All will be mine.

Here is to the unseen mentors—who move us, mold us, and ignite ideas that change our inner world.

If you are curious on Seth Gordin's blog, check it out here - https://seths.blog/2025/07/65-thoughts/

So here we go...

1. “Your bookmarks are a better autobiography than your bio.” 

We often present curated versions of who we are.

But what we save, search, and quietly obsess over reveals our rawest truths.

Look at your tabs. They are love letters to your curiosity.

Now ask: what is trying to emerge?

 

 2. “Spirituality without self-awareness is just noise in sacred packaging.”

You can talk about silence. You can even preach detachment.

But if you cannot read the discomfort in a room—or the hesitation in someone’s voice—what are you really teaching?

True presence is not just discipline. It is compassion.

Do not confuse control with clarity. They feel very different.

 3. “Even the name you cling to was not your choice.”

So much of what we are proud of—or fiercely protective of—was never ours to begin with.

The name. The lineage. The success we inherited or stumbled into.

What would happen if we stopped defending identity and started examining it?

Maybe freedom begins where attachment ends.

 4. “The microphone reveals more than just a voice — it reveals who gets space.”

Some people are scared of being seen. Others are tired of being overlooked.

When you pass a mic, you are not just asking for words. You are making power visible.

Facilitation is not about equal time—it is about equal dignity.

And sometimes, silence is a valid answer.

5. "If you cannot name what you are avoiding, it is already running your life."

Avoidance wears many outfits—busyness, sarcasm, and even endless planning.

But deep down, what we do not face quietly directs our choices.

Self-leadership starts with calling it out—before it calls the shots for us.

What pattern are you pretending is just a phase?

6. "We do not need more thought leaders. We need more thought finishers."

Ideas are everywhere—half-posted, half-done, half-held.

But the real impact lives in the follow-through, not the brainstorm.

You want to change something? Start by completing one idea well.

Clarity is the new charisma.

7. "Ghosting is not a communication style. It is a fracture in character."

Whether it is a beauty appointment, a marketplace meet-up, or a simple "yes" or "no," communication is currency.

When people stop responding, they are not avoiding discomfort—they are outsourcing it to someone else.

We have normalized silence as neutrality, but silence is rarely neutral. It leaves the other person waiting, guessing, questioning.

Close the loop. Say the hard thing. Choose clarity over comfort. That is adulthood.

8. "Closets are time capsules of who we hoped to become."

Every unworn dress was a maybe, a someday, a quiet little bargain with the future.

Now, I donate with a whisper: May this go to someone who actually needs it—not someone like me, hoping it will fix something it cannot.

Minimalism is not about less stuff. It is about fewer illusions.

Letting go is not waste—it is wisdom.

9. "We do not throw it away. We just move it to a quieter corner of guilt."

That broken kettle, the hair dryer, the vacuum—we save them all.

Not because we will fix them, but because part of us still believes we should.

Repair is not just a skill—it is a story of power, intention, and care.

Fixing together is not about things. It is about reclaiming the ability to act.

10. "What if fixing was never just about the object—but about remembering that we can?"

Most people do not avoid repair because they do not care.

They avoid it because they do not know how, or where, or if it is even worth it.

But every repaired item whispers a larger truth: you are not powerless here.

Fixing is not nostalgia. It is a quiet act of future-building.

11. "In high-performing teams, ideas do not need passports. They need good soil."

You may plant the seed. Someone else may water it.

Do not measure impact only by who delivers the final version.

Measure it by the health of the ecosystem you help build.

Growth is not linear. It is collaborative.

12. "Sometimes love means forgiving. Other times, it means finally choosing yourself."

The hardest decisions are not between right and wrong—but between caring for others and not losing yourself.

There is a quiet grief in giving love where it is not seen, not held, not returned.

But choosing distance is not bitterness. It is recovery.

Your peace matters too.

13. "If it always hurts, it is not love. It is a pattern."

You keep showing up. Keep hoping this time they will too.

But love is not proven by how much pain you can tolerate.

It is felt in reciprocity—in being remembered, respected, chosen.

Stop auditioning for what should already be yours.

14. "Once, my birthday began a day early—because love could not wait."

When my parents were alive, they would call at midnight India time—just to be first.

Now, I measure love in silences. Missed moments. Gifts unopened. Words unsaid.

Grief is not always loud. Sometimes it is the quiet ache of not being remembered the way you once were.

Even now, I carry the love of those who remembered me first—and use it to remember myself.

15. "If you cannot meet me with love, I will hold mine closer. Not as punishment. As preservation."

We are taught to keep giving—to rise above, to take the high road.

But sometimes, the high road is simply the path that leads you back to yourself.

Withholding love is not always cruelty. Sometimes it is clarity.

Self-respect is not a wall. It is the soil love needs to grow in again.

16. "The hardest part of growth is grieving the version of you that made no one uncomfortable."

You smiled more. Said less. Gave endlessly.

But growth asks for tension. For boundaries. For truth over likability.

Let them squirm. Let them shift. Let yourself expand.

You were never meant to stay palatable.

17. "Do not tell me about your values. Show me how you treat people with less power."

The admin. The cleaner. The intern. The one who made a mistake.

Spirituality is not performance. It is posture—especially when no one is watching.

Respect is not transactional. It is foundational.

Without it, even wisdom feels hollow.

18. "Some days, self-care is just choosing not to explain yourself."

No justifications. No long texts. No proving you are good.

Sometimes, self-care is silence—not to retreat, but to protect the energy it took to stand up.

You owe no one a permission slip for your peace.

Let it be quiet. Let it be enough.

The Mentors Who Made Me

There are managers. There are leaders. And then—there are mentors.

I have been lucky to know all three. But the mentors? They shaped me. They saw parts of me I was still learning to understand. They held the flashlight when I could not see the path. They became mirrors, sounding boards, quiet cheerleaders, and sometimes, necessary disruptors of my comfort zones.

In a world that often asks us to specialize, to stay in our lanes, I was encouraged to roam. From engineering to marketing, to sales, to business development, to foresight and innovation, my career has been a journey of curiosity and courage. And every pivot, every transformation, carried the imprint of a mentor who said, “Try it. You can.”

One mentor took a chance on me early on—handed me the keys to marketing and trusted me to lead. But what moved me most was not just their faith in my abilities. It was their willingness to tell me, years later, that if I ever outgrew the role or the company, I should leave. Even if it meant losing someone they valued.

That was a lesson in leadership I will never forget. Real mentorship is not about possession. It is not about loyalty to a brand or to a boss. It is about radical care. It is about believing in someone's growth even when it means letting them go. That kind of selflessness is rare—and unforgettable.

Over time, I came to understand that mentors are not always the ones above you. Sometimes, they sit beside you. Sometimes, they are your managers, and sometimes they are not. But they all share one thing in common: they help you find your ikigai—your reason for being.

Equally important, though less talked about, are sponsors. These are the leaders—often within your organization—who speak your name in rooms you have not yet entered. Who advocate for you when visibility matters most. And yes, I learned the hard way that when a sponsor leaves, the impact can feel like a sudden silence. The best response? Build those relationships early. Genuinely. Not just for career advancement, but from a place of curiosity, shared values, and authenticity.

As an immigrant woman navigating corporate spaces that were not built with people like me in mind, mentorship has been more than a professional strategy. It has been a lifeline. The cultural nuances, the unspoken rules, the times I was told I was “too quiet” or “too bold”—mentors helped me decode it all. They gave me language, tools, and most importantly, permission to take up space.

Some became like family—gentle yet firm. Others like close friends—non-judgmental and grounding. Through their guidance, I learned to lead others with the same generosity. And yes, even when it meant letting go of a high-performing team member who was ready to grow beyond my team, I remembered what was once gifted to me: selfless belief.

That is mentorship at its core. A bridge. A release. A steady hand that reminds you, “You are allowed to evolve.”

Today, I urge everyone—especially women, immigrants, and those navigating systems not built for them—to create their own personal board of mentors. Not just one. A circle. A constellation of voices who see your wholeness, not just your performance.

Because with the right mentors, your journey is not just onward and upward—it is deeply yours.

Sustainability Should Not Spill

 There are few things more disheartening than watching your lunch hit the pavement. Especially when it is not your fault. Especially when you are hungry, short on time, and really looking forward to those roasted veggies with that perfectly spicy hot salsa with some guac and sour cream, all bursting with flavors from Chipotle.

The first time it happened, I brushed it off. Maybe the bag had a tear. Maybe it was a fluke. But when the same thing happened again—and then a third time—I could no longer convince myself this was a one-off. The pattern was clear: Chipotle’s new “sustainable” paper bags and the associated paper bowl containers were failing. And they were failing fast.

For context, I live less than a mile from my local Chipotle. A short five-minute drive. No hills. No potholes. Nothing dramatic. Yet every single time, that brown paper bag came back soggy at the bottom, stained and weakened by the heat and moisture trapped inside. And it was not just the bag—it was the paper container inside it. The box that held the burrito bowl was equally unfit for the job, especially when it came to holding hot salsa or just carrying the weight of the meal. Together, they formed a perfect storm of seepage and failure.

If it were just the bag giving way, I might still have salvaged the meal. But when the container itself starts soaking through and giving up, there is no coming back. The bag collapses, the contents spill—and suddenly, dinner becomes disappointment.

I have had this food spill in my garage. Once, on my apartment walkway. I am lucky it has not happened inside the car. But each time, the aftermath is the same: wasted food, wasted money, wasted time, and a growing sense of frustration with a brand that claims to champion sustainability. And don't even get me started on having to clean all this up, while I am absolutely starving now, and hangry!!

Now, I am someone who believes deeply in sustainable design. I just recently founded a repair enablement platform, FixTogether. I have spent time in manufacturing, where packaging goes through rigorous tests—compression, drop, humidity. If you are going to label something “sustainable,” should it not also be functional? Should it not consider the real-life journey of a takeout order—from kitchen counter to customer’s hand?

Because here is the thing: sustainability is not just a checkbox on a product label. It is a system. And when that system fails, it creates more waste than it saves. A bag that breaks and spills food is not sustainable—it is performative. A box that cannot hold its contents without leaking? That is not innovation. That is oversight.

It makes me wonder: are companies testing these “green” solutions in real-life conditions? Are they pressure-testing them not just in climate-controlled labs but in warm kitchens, humid cars, and short drives that somehow mimic a small monsoon inside a brown bag? Are they weight testing them at all?

When I worked in manufacturing, we ran packaging through every scenario we could imagine. We dropped it. We shook it. We heat-tested, weight-tested, moisture-tested. Why? Because packaging is not a formality—it is a promise. A promise that the product inside will reach you whole.

Food, arguably, carries even more sensitivity. It is personal. It is comfort. It is need. And when packaging fails—not just once but repeatedly—it is not just a bad design. It is a breach of trust.

Which brings me to the question I cannot stop thinking about:
Who is sustainability really serving here—people or marketing?

Because when sustainable packaging leads to more food being wasted, more customers left scrambling, more moments of frustration rather than ease... is it really sustainable? Or is it just a feel-good label slapped on something no one bothered to stress-test?

And perhaps more importantly:
Are these companies actually listening to customer feedback? Or have they created the illusion of listening—surveys, help chatbots, PR statements—without the will to act?

True sustainability is not just about biodegradable materials. It is about systems thinking. Collaboration. Co-designing with the user in mind. It is asking: does this work for the customer, for the environment, and for the economics of waste?

Right now, it feels like Chipotle—and perhaps others—are skipping that last mile of thoughtfulness. And that last mile, quite literally, is where the bag breaks.

I get it—change is hard. And sustainability is messy. There is no perfect solution. But perfection is not what customers are asking for. We are asking for awareness. For responsiveness. For products that consider the entire lifecycle—from the manufacturing floor to the apartment floor where someone might be picking up spilled rice and guacamole, wondering if dinner is still salvageable.

If you claim to care about the planet, then you must care about people too. Because the two are not separate. They are deeply intertwined. Real sustainability holds both in balance: the ecological and the emotional, the systems and the stories.

To any company listening: your customer is not just a data point. He/She is a person standing in his/her garage, burrito bowl spilled, hungry, tired, and feeling let down by a decision you made in the name of “green.”

And to every reader who has had a similar moment—maybe with a compostable fork that snapped mid-meal, or a compostable straw which did not last more than 2 sips of your drink, or a recycled bottle that leaked in your bag—you are not alone. You are not too picky. You are not the exception.

You are the reality check that brands need.

So let us ask the harder questions. Let us not be pacified by the word “sustainable” until it is backed by design that works. Let us speak up—kindly, clearly, persistently—until companies realize that if sustainability is going to stick, it should not spill.

Seats of Empathy

It was not the delayed flight that disappointed me most, or the irony that the snacks—an entire box of Pringles, surprisingly generous—were among the best I had seen on a U.S. domestic airline.

It was something deeper. A fracture that went unnoticed by most, but impossible for me to ignore.

I had not flown United in nearly a decade. American Airlines had earned my loyalty over the years—with preferred status, seamless rebookings, and, on international partners like Qatar, small gestures that made me feel remembered. Valued. Seen.

But this flight with United reminded me how quickly trust can unravel when a brand’s culture is not lived out by the very people who carry it forward.

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Before I even reached the airport, United’s app was refreshingly transparent: our flight would be delayed by thirty minutes due to the crew needing mandatory rest. A reasonable delay, and one I appreciated being informed about in advance. That level of proactive communication gave me hope—perhaps things had changed since my last flight with them.

But what happened at the gate revealed something else entirely.

Five minutes before boarding, a new delay was announced. The flight attendants, it turns out, were not scheduled to be picked up from their hotel until after our original departure time. A logistical oversight that puzzled me: how could an airline miss such a basic detail? Do these scheduling gaps happen often? More importantly, who holds the accountability?

I watched time stretch and uncertainty thicken. Another delay followed—this time due to weather. What began as a short delay ballooned to over two and a half hours. I would miss my meeting. My day’s purpose was gone.

And yet, what struck me most was not the operational chaos. It was what happened next.

The plane finally boarded. I noticed several empty seats in the Economy Plus section. Some passengers—perhaps hoping for a small reprieve after hours of delay—had quietly moved forward, easing themselves into those unused spots. And then, the announcement came. Not as a welcome. Not as an accommodation. But as a warning, a correction.

“If you are seated beyond Row 21, please return to your assigned seat. Upgrades to the front are available for purchase.”

It was not just an upsell. It was a warning. A subtle but sharp reminder: empathy was not part of this equation.

That moment? That was the culture speaking. Loud and clear.

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I understand business models. I understand incentives. But I also understand people.

That announcement—on the heels of a frustrating series of events—landed like a slap. It told passengers that even after we had endured delays, missed connections, and a clear breakdown in scheduling communication, we were still being asked to pay more. No empathy. No acknowledgment. Just a script. Just a quota.

The airline might argue it was policy. But what is policy without wisdom?

Had the crew instead invited passengers with the tightest connections to move forward—to offer even the smallest chance at reclaiming lost time—it would have transformed the tone of the entire experience. Even if the delay was out of their hands, the empathy would not have been.

That is the moment when culture shows itself. Not in the livery, not in the lounge, but in the quiet, consequential decisions frontline employees make under stress.

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As a strategist, I could not help but reflect.

There is a profound disconnect when your people are not aligned with your brand’s values and empowered to live them. When KPIs reward the wrong behaviors, you are not just losing revenue opportunities—you are eroding trust. Alienating loyalty. Turning passengers into skeptics.

This is not just about airlines. This is a mirror for every business leader.

Are your metrics inadvertently encouraging short-term thinking over long-term brand affinity? Are your employees equipped—and trusted—to make decisions that reflect your company’s deeper promise?

Culture is not a plaque on the wall. It is a decision made at Row 21, seat by seat.

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So here is the question I leave you with:

If your frontline employee had to choose between earning a few dollars through a policy-driven upsell or saving the trust of a customer through a moment of empathy—which would they choose?

And more importantly—what have you trained them to value?

Because sometimes, the real upgrade a customer is seeking is not a better seat. It is a better experience. A brand that remembers why people fly in the first place: to get somewhere that matters.

On time. With care. And just enough humanity to feel like we are more than just a boarding group.