Entitlement often starts with a subtle assumption, a quiet voice whispering that we deserve something more - something inherently ours.
It might be power, respect, or recognition that feels as if it should naturally flow our way. Yet, this feeling of entitlement, the belief that we are somehow special, separate from the effort of others, is a fragile illusion. In reality, each of us is simply one among countless others, a single speck of sand within a vast, interconnected world. Entitlement can become an invisible trap, one that convinces us we deserve something simply because we exist. It’s a creeping feeling. This creeping sense of entitlement doesn’t just affect individuals; it seeps into the heart of organizations and groups alike.
Entitlement often sneaks into the culture of organizations or groups that come to believe they hold a unique position, assuming the world owes them allegiance. There’s an unspoken assumption that because of who they are, their community should meet their expectations or even fulfill their demands. For organizations, this entitlement can shift from an individual mindset to a cultural norm, one that convinces groups they hold an irreplaceable position.
But entitlement is, at its heart, a disconnect!
Over time, the organization starts to see itself as exceptional, deserving of loyalty, attention, and respect from everyone around it without a corresponding sense of responsibility. It’s a blind spot that ignores the truth that no organization, no matter how influential, is immune to accountability or above the needs of those it serves. Just like individuals, companies are but parts of a larger ecosystem, interconnected and dependent on mutual respect, shared purpose, and continuous growth.
The Two Faces of Entitlement
In my years of professional experience, I’ve encountered both sides of this coin. I once worked with a company that, despite its size, assumed its reputation alone entitled it to unwavering support. The leadership believed that their historical achievements meant the community should naturally rally behind them, even as they cut corners on quality and ignored valuable feedback. Over time, they started noticing a shift. Their once-loyal base grew distant, sensing the lack of respect and reciprocity. Instead of reflecting on these changes, the organization doubled down on its entitlement, dismissing the departing clients as "exceptions" rather than acknowledging the underlying issues. As their core support weakened, they jumped to new clients and partners who were unfamiliar with the brand’s recent history and initially drawn by its reputation.
Resentment grows subtly at first: an ignored opinion, a missed acknowledgment, a dismissed concern, but these small moments accumulate, leading to a larger rift in trust. Rather than recognizing their role in the breakdown, the organization became irrationally defensive, viewing any criticism or loss of support as a sign of disloyalty or betrayal. This paranoia only fueled their denial, creating an environment where open communication was stifled and honest feedback was increasingly rare. As a result, people stopped voicing concerns, choosing instead to stay silent or quietly distance themselves. Isolated and unable to face their own shortcomings, the organization began resorting to questionable tactics. They framed departures as betrayals, spreading narratives that painted ex-partners as unreliable or unsupportive rather than addressing the real issues that drove people away. This strategy may have won temporary sympathy from uninformed outsiders, but it further damaged their credibility with those who knew the truth.
In contrast, I also had the opportunity to engage with a smaller organization that prioritized its mission and the well-being of its community. They listened intently, engaged authentically, and approached every interaction with humility, regardless of their status. Instead of assuming support, they cultivated it through consistent efforts to add real value. Their commitment extended beyond simple transactions. They took time to understand the unique goals of their clients and community, crafting solutions that truly resonated and met genuine needs. This approach didn’t just win them customers; it inspired ambassadors who shared their vision. People felt seen and valued, knowing that their loyalty wasn’t taken for granted but earned through genuine relationship-building.
Entitlement creates an emotional distance between us and those we serve. We become caught up in what we believe we deserve, overshadowing the needs and aspirations of our community. When we detach from the collective effort, we’re left with an illusion of superiority that erodes trust and goodwill, often irreparably.
Ask yourself: When was the last time I took feedback as a gift rather than a criticism?
The Silent Saboteur
When entitlement takes root, organizations risk losing sight of what truly matters: the trust and goodwill they build within their community, the value they genuinely add, and the respect they earn through integrity and effort.
They become trapped in an echo chamber where validation and admiration are expected rather than earned, creating an imbalance that can fracture relationships and alienate those who once supported their mission. It often reshapes an organization’s outlook, creating a sense of privilege disconnected from the foundational principles of responsibility, humility, and mutual appreciation. Ultimately, entitlement becomes a silent saboteur that drains the organization of its original purpose, isolating it from the people and principles that once defined its success. It becomes closed circle, focused on maintaining image rather than creating impact, thus severing ties with those who believed in its potential.
"Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships." S. Covey
The Path from Privilege to Purpose
Yet there’s hope when entitlement is replaced with a sense of responsibility. When entitlement is set aside, an organization can evolve into something far greater. The focus shifts from expecting loyalty to fostering it, from seeking admiration to deserving it.
In this way, they shift from a mindset of entitlement to one of responsibility, growing not by what they take but by the meaningful impact they offer in return. Listening with genuine intent is essential to building trust and connection, whether within the organization or with clients. It’s also important to measure impact beyond profits alone. True success shines through an organization’s social and ethical impact, reflecting its commitment to meaningful contributions beyond financial achievements. By focusing on employee satisfaction, customer loyalty, ethical practices, and contributions to the broader community, an organization can build a reputation based on integrity and a loyal following inspired by its mission. Finally, humility and accountability in leadership set the tone for a responsible culture, where entitlement is a foreign term. When an organization practices humility, it acknowledges that wisdom and insight are collective assets, not exclusive to any one role or title. This perspective encourages leaders and teams alike to remain adaptable, curious, and open to change, fostering a culture where every voice has value.
Food for Thought: What steps, big or small, can I take today to transform entitlement into responsibility in both my personal and professional journey?
Previously published at LinkedIn this article is shared here for our readers.