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By:

Divyaa Advaani 

2 November 2024 at 8:58:38 am

Your First Impression Is Delegated

A prospective partner called your office last week. You do not know his name. You were not told he called. The phone rang four times before it was answered, he was asked to repeat himself, and he was promised a callback that arrived two days later as a message with no greeting. He formed an opinion of you in under three minutes. You were not in the room, and you will never know that opinion existed. Most founders believe their personal brand begins when they walk into a meeting. It does not....

Your First Impression Is Delegated

A prospective partner called your office last week. You do not know his name. You were not told he called. The phone rang four times before it was answered, he was asked to repeat himself, and he was promised a callback that arrived two days later as a message with no greeting. He formed an opinion of you in under three minutes. You were not in the room, and you will never know that opinion existed. Most founders believe their personal brand begins when they walk into a meeting. It does not. It begins at the first point of contact, and in any business of real size, that point is almost never the founder. It is the assistant who manages your calendar. The sales executive who sends the first proposal. The person who handles your WhatsApp, the receptionist, the coordinator who confirms the meeting. These people speak for you every day, in your name, using your reputation, and most of them have never been told what that reputation is supposed to feel like. Many are loyal, hardworking and capable. That is not the issue. The issue is that nobody ever showed them what a first impression of this founder should feel like. Here is what a prospective client experiences. They do not separate you from your team. They cannot. To them, the speed of a reply is how seriously you take them. The tone of the first email is the tone of your leadership. A proposal with a spelling error, a late response, a careless "will check and let you know" becomes evidence about the person at the top. If this is how the organisation presents itself while trying to win my business, they reason, this is how it will treat me once I have signed. And they never tell you. They simply go quiet. The deal that stalls after a promising first call. The partner who becomes "busy". The client who chooses a competitor and offers a reason that has nothing to do with the real one. Across a year, that is every enquiry that stalled, every proposal left unanswered, every introduction that never became a meeting. This is a personal brand problem, not a staffing one. A founder can spend years refining how they present in a room and still lose the room before they enter it, because the impression was formed by someone else, in a conversation the founder was never part of and never heard about. The founders who avoid this are not the ones with the most polished staff. They are the ones who have made their brand legible to the people around them. Their team knows how the founder speaks, what the business stands for, what warmth looks like in a reply, how a delay should be explained and how a client should feel in the first thirty seconds. The team is not following a script. They are carrying a standard, because someone took the time to define it. When did you last experience your own business the way a stranger does? Not a test call arranged with your team's knowledge. A real one. Send a first enquiry from a number nobody recognises. Notice how long it takes to be answered, what the tone is, and whether you would want to do business with whoever replied. Then ask yourself honestly whether that person sounds like you, and whether you would be proud to be represented that way. If the answer is uncomfortable, it is worth acting on now. Every week of that experience is a week someone forms a verdict about you without your knowledge. Your personal brand is not only what you say. It is everything said on your behalf. If you have a suspicion about how your business is being experienced before you ever walk in, that suspicion deserves a direct, focused brand consultation, not a casual chat. Book yours here: https://www.calendly.com/divyaaadvaani/founder-brand-audit — Divyaa Advaani, Personal Branding Strategist (The author is a personal branding expert. She has clients from 14+ countries. Views personal.)

The Inner Voice of a Silenced Queen

Dec 28, 2025
3 min read

Pratibha Ray restores Draupadi’s voice, placing her inner life at the centre of the epic.

Yajnaseni: The Story of Draupadi by Pratibha Ray is a striking work of literary reimagining. First published in Odia in 1984 and later translated into English, the novel revisits one of India’s most complex figures in mythology through a deeply personal lens.


A recipient of major honours such as the Moortidevi and Sarala Awards, Ray retells the Mahabharata not as a grand epic of heroic men but as an intimate narrative of a woman whose voice has long been silenced. The novel brings Draupadi’s inner life to the centre of the story.


Yajnaseni thus emerges as a feminist revisioning of the epic. Where Vyasa’s narrative presents Draupadi largely through male speech and action, Ray restores her narrative authority, positioning her as subject rather than object.


Draupadi is given space to think, feel, question, and critique the forces that shaped her destiny. The novel’s epistolary form—a long letter to Lord Krishna written in her final hours at the foothills of the Himalayas—is not merely a stylistic choice but a means of laying bare her inner world.


Through these letters, Draupadi reveals her inner conflicts, emotional resilience, and intellectual depth. No longer a distant mythic figure, she emerges as fully human, grappling with questions of agency, dignity, love, loss, duty, and identity.


Her voice is marked by clarity and candour. When she recalls Yudhishthira’s words during the Pandavas’ final journey—“Do not turn back to look! Come forward!”—they become a symbol of existential betrayal, signalling a refusal to acknowledge her suffering by those who owed her their lives.


In anguish, she asks why she must endure “the whole world’s mockery, sneers, innuendos, abuse, scorn and slander.” The question reflects her acute awareness of the unrecognised emotional and moral labour demanded of women in cultures that prize self-sacrifice yet offer little compassion.


This inner voice also carries a sharp social critique. Draupadi’s marriage to the five Pandava brothers—one of the epic’s most contentious episodes—is presented not as destiny but as a violation of consent and autonomy. Ray makes explicit what the traditional text only implies: Draupadi had no real choice, and polyandry, far from ennobling her, exposed her to enduring social scorn.


In questioning Lord Krishna—“Did I have no say?” and “Was I man’s movable or immovable property?” —Draupadi exposes how patriarchal dharma enforces wifely submission at the cost of personal will and dignity.


This aspect of her inner voice lies at the heart of the novel’s power. Ray refuses to romanticise Draupadi’s suffering, portraying her anger, alienation, and resentment as both legitimate and necessary, and replacing the ideal of the self-sacrificing woman with a figure who challenges rigid cultural norms.


Ray’s Draupadi is not merely reactive but reflective and intellectually engaged. She repeatedly interrogates the moral frameworks used to justify her humiliation. Why should dharma excuse injustice? Why must loyalty to others override her own aspirations? These questions form the core of her inner life, not rhetorical ornament.


By placing Draupadi’s internal monologue at the centre of the narrative, Ray bridges ancient and contemporary debates on gender, identity, and autonomy. Speaking to Krishna, Draupadi reflects not only on past betrayals but also on the meaning of womanhood in a world shaped by male authority. This act of reclamation resonates with modern feminist thought, positioning her voice within wider struggles for self-definition.


The significance of Yajnaseni extends beyond literary innovation. As Draupadi questions and critiques the norms of her time, Ray invites readers to confront enduring cultural patterns, with her inner voice reflecting society’s unresolved tensions around gender, power, and moral hypocrisy.


Her reflections on humiliation, loyalty, justice, and dignity challenge not only the epic’s characters but also its readers, prompting a re-examination of values that continue to shape gender relations. In this way, the novel speaks as forcefully to the present as it does to the past.


Ray’s Draupadi refuses to be reduced to a passive symbol of virtue or victimhood. She embodies a balance of strength and vulnerability—loving Krishna, respecting her husbands, yet questioning them with intellectual resolve. Her emotional journey is one of self-assertion rather than endurance, giving the novel lasting relevance in contemporary discussions of women’s agency.


Yajnaseni is thus more than a retelling of an ancient epic. It is a powerful act of reclaiming silenced voices and reworking cultural memory. Through Draupadi’s inner voice, Ray reveals the psychological and emotional depths of a heroine who has long been overshadowed by male-centred narratives.


Speaking with intelligence, passion, and moral urgency, Ray’s Draupadi makes the novel both an intimate meditation and a forceful social critique. In an age that increasingly challenges monolithic histories and foregrounds marginalised voices, Yajnaseni stands as a vital work—one that reminds us how inherited stories shape our present and affirm women’s enduring struggle for dignity, autonomy, and the right to speak.


(The writer is an assistant professor of English literature. Views personal.)

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