There’s a curious paradox in human behaviour that surfaces time and again—in boardrooms, villages, families, and even start-up ventures. Yep, I’ve personally bore witness to this a couple of times.
When resources are scarce, people often band together. They share, compromise, and look out for each other. But when the prospect of abundance looms—when the pile starts to look like it might become substantial—something changes.
Cooperation turns to competition. Altruism gives way to ambition. The same people who were content to share a crust suddenly start elbowing each other over the banquet.
This isn’t a new observation. Philosophers, economists, and psychologists have commented for centuries on the elasticity of human generosity. But in business, humanitarian work, and investment circles, it shows up in particularly sharp relief.
When There’s Little, People Share
In times of struggle—after a disaster, during a startup’s early bootstrapping phase, or in communities facing hardship—people naturally lean into collective survival. The “we” matters more than the “me.” Equity feels intuitive, not contractual.
Employees work extra hours with no bonus in sight. Partners forgo formalities and handshake deals suffice. There’s no jockeying for position because, frankly, there’s nothing to jockey for.
But When the Pile Grows…
Introduce the prospect of real wealth, political capital, or market dominance, and the temperature changes. The very people who once said, “Let’s just do good work together,” now want their share quantified, contractually locked down, and—ideally—more than the next person.
We’ve all seen it. Founders who suddenly redraw cap tables. Investors who start revisiting earlier handshake terms. Collaborators who once wanted to “change the world” now want board seats, royalties, and control.
It’s not always malicious—it’s just human.
What Can Be Done About It?
- Name it early. Be explicit at the start of any venture about how equity, recognition, and control will be handled if things go well.
- Codify values, not just terms. Legal agreements matter, but so do cultural norms. Build a culture where honour and trust matter.
- Reward loyalty, not just leverage. Remember the people who showed up when there was nothing to gain.
- Be the exception. Just because it’s common human behaviour doesn’t mean you have to repeat the pattern.
Final Thought
The true test of character isn’t how people behave when there’s little to go around. It’s how they behave when there’s suddenly more than enough.
Greed may be part of human nature. But so is generosity. The challenge is not to pretend we’re above these instincts—but to design systems and relationships that bring out the better angels of our nature when the pile starts growing.
The Tipping Point 