Asteya in Leadership: Stop Stealing Time and Credit

When we hear the word "stealing" in a corporate context, our minds usually jump to embezzlement, fraud, or perhaps walking out of the supply closet with a box of pens. Most leaders pride themselves on their integrity. We don’t cook the books. We don’t rob the petty cash. Therefore, we assume we are practicing the third Yama, Asteya, or non-stealing.

But in the nuance of leadership dynamics, theft is rarely about physical objects. It is far more subtle, pervasive, and damaging. Asteya challenges us to look beyond material possessions and consider what else we might be taking that doesn't belong to us. Are we stealing credit for a team member’s idea? Are we stealing time by running inefficient meetings? Are we stealing opportunities for growth by failing to delegate?

Applying Asteya to leadership requires a deep introspection into how we value the resources, energy, and contributions of the people we lead. It shifts the focus from "what can I get" to "what can I give," transforming a culture of scarcity into one of abundance and trust.

The Invisible Theft of Time

Time is the one non-renewable resource in business. Once spent, it is gone forever. Yet, leaders often treat their team’s time as an infinite commodity available for their consumption. This is a violation of Asteya.

Every time a leader arrives ten minutes late to a meeting, they are stealing ten minutes from every person in the room. If six people are waiting, that is an hour of collective productivity—and life—vanished. It sends a silent but powerful message: My time is more valuable than yours. This arrogance erodes respect and breeds resentment.

The Meeting Trap

Consider the standard weekly status meeting. If the agenda is vague, the discussion circular, and the outcomes unclear, you are stealing focus. You are taking people away from their "deep work"—the state of high concentration where real value is created—and trapping them in a shallow pool of inefficiency.

To practice Asteya regarding time:

• Start and end on time: Treat the calendar as a contract.

• Cancel unnecessary meetings: If it can be an email, let it be an email. Give people their time back.

• Respect "off" hours: Sending urgent requests on weekends or late at night steals your team's recovery time. It robs them of the rest they need to be effective.

Giving Credit Where Credit Is Due

One of the most common complaints in exit interviews isn't about salary; it’s about lack of recognition. When a leader presents a team's work as their own, or fails to explicitly acknowledge the individual contributors behind a success, they are committing intellectual theft.

This often happens subconsciously. A leader might say "I achieved these results" instead of "We achieved these results." They might absorb a brilliant idea in a brainstorming session and later present it to the board as their own epiphany.

The Impact on Innovation

Stealing credit is a quick way to kill innovation. When employees realize their contributions will not be recognized, they stop offering them. They hoard their best ideas or execute them minimally. Why invest discretionary effort if the ROI (Return on Investment) of recognition goes solely to the boss?

Asteya demands radical generosity with credit. A secure leader understands that shining a light on others does not dim their own. In fact, it makes the entire team shine brighter. When you practice Asteya, you become a "loud" advocate for your team's work, ensuring their names are mentioned in rooms they haven't entered yet.

Hoarding Opportunity and Growth

Perhaps the most insidious form of stealing in leadership is the theft of opportunity. This happens when leaders hoard responsibilities, refuse to delegate, or fail to provide mentorship.

We often justify this behavior with phrases like, "It's just faster if I do it myself," or "They aren't ready yet." While seemingly practical, this mindset is often rooted in a desire for control or a fear of irrelevance. By clutching every important task, you rob your team members of the struggle and triumph of learning something new. You steal their potential to grow into leaders themselves.

The Succession Void

Failure to plan for succession is also a violation of Asteya. If you are not actively training someone to replace you, you are stealing the organization's future stability. You are making the team dependent on your presence, which creates a fragility in the business structure.

Practicing non-stealing means actively looking for ways to give power away. It means stepping back so others can step up. It involves asking, "Who needs this challenge to get to the next level?" and then handing over the reins, even if it means they might stumble initially.

Actionable Tips for Practicing Asteya

Integrating the principle of non-stealing into your leadership style requires conscious effort and a willingness to examine your own ego. Here are practical ways to start.

1. Conduct a "Time Audit"

For one week, track how you interact with your team's time.

• Did you start every meeting on time?

• Did you interrupt anyone's workflow with non-urgent queries?

• Did you send emails after hours that created pressure to respond?Identify one area where you are "stealing" time and make a commitment to stop.

2. The "Credit Check" Protocol

Before every major presentation or report submission, pause and do a "credit check." Ask yourself:

• Who contributed to this data?

• Whose idea sparked this strategy?

• Have I explicitly named them in the document or speech?Make it a habit to publicly praise specific individuals. Instead of a general "good job, team," try, "Sarah’s analysis on the Q3 trends was pivotal to this strategy."

3. Delegate for Development, Not Just Dumping

Review your to-do list. Identify tasks that you are holding onto because you want them done "perfectly." Now, look at your team. Who has the potential to handle this, even if they need guidance?Hand the task over, but frame it as a growth opportunity. "I want you to lead this client call because I think you're ready to handle high-level negotiations. I'll be there to support you, but you have the floor." This gifts them experience rather than stealing their autonomy.

4. Respect Boundaries

In a remote or hybrid world, the line between work and home is blurred. Leaders must be the guardians of that line. Practice Asteya by not stealing mental space. If you have an idea at 9 PM, schedule the email to send at 8 AM the next morning. Let your team's evening belong to them.

Conclusion: The Abundance of Non-Stealing

When we stop stealing time, credit, and opportunity, we create a vacuum that is quickly filled with trust. Employees who feel their time is respected become more productive. Teams that know they will be credited become more innovative. Individuals who are given opportunities become loyal and engaged.

Asteya invites us to lead with an open hand rather than a clenched fist. It reminds us that leadership is not about accumulation—of power, praise, or control—but about distribution. By ensuring we take nothing that isn't ours, we create a culture where everyone has exactly what they need to thrive.