There is a well-documented psychological phenomenon called the Pygmalion effect: when people are expected to perform well, they tend to. When they are expected to fail, they often do. The expectations we hold about people are not passive observations. They actively shape how we behave toward those people, which in turn shapes how those people respond to us, which then confirms our original expectations. The loop is self-reinforcing. This means that how you see people matters beyond the accuracy of your perception. If you see a team member as unreliable, you will give them less responsibility, which gives them fewer opportunities to demonstrate reliability, which confirms your view. If you see someone as capable and trustworthy, you will give them more room to operate, which creates more chances for them to grow into that expectation. You are not just observing. You are participating in the outcome. Changing how you see people is therefore not just an act of charity. It is a practical intervention. Begin with the question: what is the most generous interpretation of this person behaviour that is still consistent with the facts? It does not have to be the only interpretation. But choosing it as your working assumption, and acting from it, often produces a very different result than the alternative.