Cost of giving benefit of doubt

 I have always believed in giving people the benefit of doubt.

Sometimes to an extent where I have erred — and erred repeatedly.

A few proved me right.

Most proved me wrong.

Yet, I kept mistaking people for being fundamentally good.

I have faced this both in my personal and professional life. Since most of my waking hours are spent at work, my experiences there are far more pronounced.

I never doubted people unless they explicitly did something wrong to me.

But over time, I’ve realised that many are pleasant on the face — and think nothing of gossiping, undermining, or speaking against you behind your back.

What’s changed recently is that the behaviour is no longer subtle.

The jealousy, insecurity, and toxicity have become visible — even direct.

All I want is simple:

• to work
• to work smart and work hard
• to add value to my organisation
• and to make both my presence and absence felt

Work pressure is tolerable.

Deadlines are manageable.

But toxic behaviour and toxic people are not.

They reduce productivity, morale, and mental peace — not just mine, but overall.

Each such incident affects me depending on its severity and frequency. Professionally, I manage to recover. I recalibrate, catch up, and move forward. Sometimes, it even works in reverse — I push myself harder and deliver more.

But on the personal front, it lingers.

It stays longer than it should.

It takes away mental peace.

So I motivate myself again.

I find ways to bounce back.

I do what I can — because giving up is not an option.