An outlook rooted in trust, generosity and a long-term view could improve the quality of leadership decision-making
Recently, I came across a TED Talk by historian and author Rutger Bregman. While his talk was focused on the argument for universal basic income, what stuck with me was something more foundational: how perceived scarcity can change the quality of decisions that we make.
Bregman referenced a study of sugar cane farmers, in which farmers’ IQ scores were found to have dropped during ‘poor’ seasons – only to rise again after the harvest. This was not because they became less capable – but because the mental load of scarcity, whether it be of money, time or resources, impacts decision making.
This made me think about parallels in the corporate world. What if the same principle applies to how we work? What if the way we perceive time, resources or opportunity in our organization actually shapes the quality of our decisions – as individuals, teams and as organizations?
New York Times columnist Frank Bruni has characterized our era as “the age of grievance.” Grievance need not be a negative; it has been a powerful driver of positive social change throughout US history. Yet today, grievance is felt profoundly differently. Online, in politics, and even at work, we see people looking at others’ successes – and interpreting them as losses for themselves. Social media fuels this tendency. Someone else’s highlight reel can feel like your missed opportunity. This is the scarcity mindset at scale.
As Bregman emphasized, this phenomenon does not just impact morale. Scarcity impacts how we think and changes the quality of decisions. So for organizations, the question is: what would it look like to intentionally cultivate an abundance mindset instead? Not the kind of abundance that is about excess or blind optimism, but the kind that is rooted in trust, generosity and a long-term view. And what role can leaders play in creating that shift? Here are three ways to start.
Encourage volunteerism Giving time, skills or attention to others benefits both the recipient and giver. Volunteering signals to your brain and body that you have something to give. It is a psychological cue of abundance. Leaders who create space for employees to volunteer do more than help the community. They are helping build a culture of internal generosity and trust.
Highlight what you do have It is easy to look at what others have and think that you or your team is lacking by comparison. But this is a trap – it draws your focus away from your unique strengths. Leaders who consistently draw attention to what’s working, the resources that are available and the remarkable things that their people can do, are creating a lens of possibility.
Stay grounded during the ups and downs Scarcity tends to creep in during turbulent times. Yet that is often when organizations most need clear, values-based leadership. Leaders who remain steady and avoid being swept away by short-term highs and lows demonstrate that worth does not fluctuate with market cycles. Neither should our capacity for generosity or collaboration.
Leaders have an opportunity to intentionally create environments that counter scarcity culture. Through the language we use, the stories we tell, the structures we build and the values we possess, we can signal abundance. When we do, we unlock smarter, more collaborative and more creative teams.
