Giving is powerful. When someone gives wholeheartedly, with no expectation of return, it creates a sense of fulfilment within the giver. The one who receives naturally looks for ways to reciprocate. Over time, this cycle of genuine giving compounds, moving the whole ecosystem forward and making it healthier and more prosperous.
The inverse is also true. When people start looking for ways to take advantage of others, and others respond in the same way, a scarcity ecosystem emerges. Everyone tries to squeeze more from everyone else. No one truly wins, yet stress, defensiveness, and mistrust become normal.
There is a third group that understands both dynamics. Instead of choosing generosity or exploitation, they try to engineer the magic of giving. They give selectively and strategically—not to contribute, but to extract. Others sense this intent and respond with similar tactics. What forms is a superficial ecosystem: polite on the surface, low in trust, and high in drama.
As leaders, we always have a choice. Our choices quietly shape the culture of our organisations. We can give wholeheartedly, take meanly, or be superficially nice. Each choice triggers a very different set of behaviours and outcomes.
Whatever we choose, we should be intentional about it—because every action we take is teaching the organisation what kind of ecosystem it is becoming.
