Value

A Gift Worth Receiving

I've come to discover that it's very easy for us to show love and kindness to people who appear to us to be kind and loving. I’ll concede that this is by no means an earth-shattering discovery. You most likely have noticed this tendency with yourself and others.

I surely have.

Attributes such as love, kindness, and compassion tend to be reciprocal. When you receive love from someone, you tend to love them back. When someone respects you, you reflect that respect back to them. When someone acts towards you with humility, you want to reciprocate.

Even more, these attributes also tend to be transmissible from the recipient to a different person. When you receive kindness from someone, you tend to be kind toward other people. That's one of the reasons paying it forward at drive-throughs could go on for very long times.

Some of us would even go further and show kindness to others who have been neither kind nor unkind to us - those whose behaviors you consider neutral. Of course, the neutrality of such behaviors can only be determined by the person on the receiving end of that behavior. What one person deems neutral could come across to another as a positive experience, and yet by another as negative.

But my focus is neither on these neutral behaviors nor is it on those who show us kindness. I want to hone in on a different group - the ones we perceive as unkind.

How do we typically respond to these people? In most cases, we pay them back in kind (well, more like in unkindness). In other situations, we avoid them. I know these are my natural tendencies and I've observed the same in others too.

Of these two, because being unkind to people generally comes across as - to put it mildly - not good, I've found myself avoiding people who have been unkind or unpleasant to me. I tended to behave similarly towards people whose behaviors I didn't understand. If I didn't have to be around them, I would gladly avoid them.

However, I've since realized that when I did this, I didn't learn and I didn't grow. I missed out on the opportunities afforded me to learn from them because of that what I saw as their unkind behavior or approach.

It's natural for many of us to want or seek validation. We want to be around those who see the best in us and give us words of affirmation each time we encounter them. When done appropriately in the right context, this can be good for your self-esteem. But there's danger in it.

The danger of complacency and stagnation.

Whether we like to hear it or not, the truth is that no one is perfect and we all have areas of opportunity to be better. But when we avoid those in our lives whose behaviors tend to point out where our learning opportunities lie, we miss out on those moments to learn and grow.

So, who is it that you don't understand? From whom have you been keeping your distance because they tend to highlight where your growth opportunities are? Or maybe you avoid them because they're just plain rude or mean.

There are times when you may even realize that what these people are telling you is the truth. Maybe you already know that's an area you need to grow. You just don't like the idea of them (or anyone) pointing it out. It hits you hard, so you get defensive.

In our ego, we reject the truth of what they're saying because it's an indictment of us. We reject the message just because we don't like the messenger and maybe their manner of delivery. Sometimes, we even reject a new message that's both useful and delivered well because of our nasty experiences with previous deliveries.

I've noticed this with adult children whose parents are still around. After becoming independent individuals who feel they've finally been liberated from the shackles of their parent's control, they react negatively to most, and sometimes, any constructive feedback from their parents. They just don’t want to hear it.

What they fail to realize is that these are the people who most likely love them the most (having known them their entire lives), and who want the best for them.

Whether it comes from parents, mentors, or well-meaning friends, we must learn to appreciate feedback for what it truly is - a gift. I think it's a gift that is worth receiving irrespective of how we feel about the source or the delivery channel.

So, the next time any of these people (who you know truly have your back) share something that they think will help, listen with humility, and don't allow your earlier perceptions of them to discolor your receptiveness.

You could be missing out on a valuable gift otherwise.

Looking for Value

Photo by Jon Tyson on Unsplash

Photo by Jon Tyson on Unsplash

In April 2015, Dan Price, the CEO of Gravity Payments decided to cut his own salary by a million dollars. He made this decision so the minimum wage earner in his company could take home $70,000 a year.

Some wondered if he was crazy. Others accused him of orchestrating a clever publicity stunt. A few called him a socialist.

To make this happen, Price reduced his own $1.1 million annual pay to the new company minimum wage - $70,000. His own brother, a minority owner in the company sued him. Still, he didn't relent. He said his decision to establish a $70,000 minimum wage is "a moral imperative, not a business strategy."

But it paid off big time.

Within six months of this decision, company revenue grew at double the previous rate. Profits also doubled. Customer retention, already far above the industry average at 91%, rose to 95%.

Today, Dan Price continues to champion income equality. He does this because he sees the value in the people who work in his organization. By seeing the value in his people, and demonstrating that value in their wages, he discovered that the value gets returned to the company by the employees.

When it comes to valuing people, here's what I've found out:

When you see the value in people, you treat them with respect.
When you see the value in others, you help them excel.
When you see the value in people, you add more value to them.
When you see the value in others, you pay attention to how your behaviors impact them.

When you go a step further to demonstrate the value you see in people ( and not by just paying lip service to it), they will respond in kind and return value back to you.

Here are a couple of questions for you to ponder:

Do you see value in those around you?
If you lead teams, do you see the value in your team members?


If you look for value in others, you'll find value in them. You don't see value in others because you're not looking for it.

As for me, I'm learning daily to consciously look for, find and communicate the value I see in others.

I think you should too.