Why We Undervalue What We See Every Day (And How It Costs Us Growth).
The Invisible Genius Among Us.
We can agree that it is not easy to believe in something that is said to be working when said by those we don't know. Strangers can sometimes feel like experts simply because they are unknown to us. Their distance creates a sense of credibility.
What is funny again is that we so often ignore ideas that genuinely work when they come from people we see every day. Familiarity, instead of building trust, can blind us to value.
A friend of mine once experienced this in a way that left me thinking deeply about how we treat the people around us. He wrote a strategic book filled with unique solutions for colleges with ideas that could transform their approach to life if only they had supported him by buying it. But they ignored it. They dismissed him, perhaps because they had seen him every day as a colleague and couldn’t imagine that he had the brilliance to create something exceptional.
A few years later,the world began to recognize the value in his work. The book went viral. Suddenly, the same workmates who had ignored it were asking him how he did it.
This isn’t just about a book. It’s a reflection of how often we miss opportunities for growth because we undervalue what is familiar.
The Trap of Familiarity Bias.
What happened to my friend is common. Psychologists call it “familiarity bias.” It’s when we discount ideas from those we know because we can’t separate who they are in our minds from what they are capable of doing.
We think, “How can someone I see at the coffee machine every day be the person who changes the game?”
We attach their past roles and behaviors to their potential. We forget that people evolve. We forget that skills are learned, and brilliance can be developed.
This bias makes us wait for external validation. We only appreciate someone’s work once the world tells us it’s valuable. But by the time we recognize it, the opportunity to support and grow with them may already be gone.
Bias Goes Deeper Than Familiarity.
This isn’t just about knowing someone too well. Bias shows up in other forms:
- Hierarchy bias: Thinking a subordinate can’t be smart enough to create a winning strategy simply because of their job title.
- Ethnicity bias: Assuming someone from a different culture or background cannot perform at the level you expect, even when they’re proving their capabilities right in front of you.
- Age bias: Believing that only those older than us have the wisdom to lead, dismissing the possibility that a younger person could see things differently and better.
These are dangerous mental traps. They not only harm relationships but also close the door to innovation and progress.
The Digital Era Has Changed Everything.
We live in a digital era where knowledge is more accessible than ever before. Any skill of value can now be learned by anyone with discipline and consistency.
I can learn a high-level leadership skill, master a technical craft, or study a niche market from my phone or laptop. With the right mindset, I could exploit confidence in it more than someone who has been doing it for years but hasn’t evolved.
This shift means that the old way of evaluating people—by age, job title, or the length of time they’ve been around—is obsolete.
The ability to digest skills today doesn’t come from tradition. It comes from consistency, focus, and the discipline to apply what is true.
The Power of Open-Minded Leadership.
If we can have an open mind and look up to the value in what others are showing us, rather than letting personal cognitive biases cloud our judgment, we can learn so much more.
When you shut someone down because of their title, their age, or because you see them every day, you miss the chance to grow from their perspective.
When you dismiss a junior employee’s suggestion because “they don’t understand the bigger picture,” you might be overlooking the very insight that could transform your organization.
When you assume a colleague from a different cultural background can’t perform at the highest level, you not only harm them—you harm yourself by cutting off valuable contributions.
Learning to Learn Again.
A young and talented COO I once spoke with said something profound:
“We grew up seeing some professionals in certain fields. We can now stand alone in leading a productive team after having worked under them for a while.”
This is the essence of growth. You learn, you gain experience, and then you step up into leadership yourself. But you only get there if you remain open to learning, regardless of who the teacher is.
What is very important for those willing to learn at a leadership level is not simply technical knowledge. It is patience, calmness, nimbleness, and the ability not to take constructive criticism as personal blame.
When you allow the hunger for what you don’t know to dominate any feelings of defensiveness or pride, you open the door to learning, relearning, and growing.
The World Is Full of “Invisible Talent”
Think about how many ideas, products, or solutions we have ignored because we were blinded by our own biases.
- How many start-ups were mocked until they became billion-dollar companies?
- How many employees were labeled as “average” until they left and thrived elsewhere?
- How many leaders failed to mentor someone because they assumed they “didn’t have what it takes”?
The world is full of invisible talent—people capable of incredible things—but they are invisible only because we choose not to see them.
Your Everyday Circle Could Be the Key.
Here’s the irony: the people you see every day could be the ones who change your life, if only you could see them without bias.
- The junior colleague you think is “too inexperienced” might be the one who spots a million-dollar opportunity.
- The friend you grew up with might write a book, create a product, or build a company that transforms your industry.
- The younger sibling you tease might have the clarity to guide you out of a difficult situation.
But you’ll only know this if you pay attention, if you are open enough to recognize value without waiting for the world to validate it.
What Stops Us? Ego and comfort.
Many times, it’s not even about malice. It’s about ego and comfort.
Ego whispers, “I should be the one with the best ideas here, not them.”
Comfort whispers, “I already know what works, so why should I listen to someone younger, newer, or different?”
These voices keep us stuck. They prevent us from embracing new perspectives, even when those perspectives could transform us.
A Challenge for Leaders (and Future Leaders).
If you are in a position of leadership—or even if you aspire to be—there’s a challenge here for you.
Ask yourself:
- Am I dismissing ideas simply because of who is presenting them?
- Do I subconsciously believe that someone’s age, ethnicity, or job title determines their ability?
- Am I willing to support the people around me before the world tells me they are worth supporting?
If the answer to any of these questions is uncomfortable, you’re not alone. But awareness is the first step.
How to Break the Cycle.
- Listen without labels. When someone presents an idea, try to separate it from their identity. Evaluate the idea on its own merit.
- Encourage experimentation. Create space for people to test their ideas without fear of ridicule or rejection.
- Be a supporter before the crowd. If you see value in someone’s work, advocate for them before they become “popular.”
- Challenge your assumptions. When you catch yourself thinking, “They can’t do this,” ask, “Why not?”
- Stay hungry for knowledge. The best leaders are the best learners. Let curiosity dominate pride.
Consistency and discipline are the great equalizers.
At the end of the day, mastering any skill—whether it’s leadership, strategy, or technical expertise—comes down to consistency and discipline.
You may have seen someone working in the same field for years, but if they are inconsistent, complacent, or unwilling to adapt, they may be less effective than someone who has been practicing diligently for a shorter time.
The digital era rewards those who keep learning. It rewards those who do not allow biases or pride to block their growth.
A Final Word: See the Value in Others Now.
Don’t wait until the world tells you that someone is brilliant before you believe it. Don’t wait for a book to go viral, a company to be acquired, or an award to be won before you recognize the value of the people around you.
Be the person who sees potential early. Be the leader who nurtures talent before it is obvious.
When you remove the blinders of bias, you open yourself up to growth. You create stronger teams. You build better relationships. And you unlock opportunities that would have otherwise passed you by.
Your Next Step.
The next time someone you know presents an idea, resist the urge to dismiss it. Instead, ask questions. Explore its potential.
Because the truth is, what you’re looking for could already be right in front of you.
And if you’re the one being underestimated? Stay consistent. Stay disciplined. Keep learning and building. Because once the world catches up to your value, the same people who ignored you will ask how you did it.
