Jimmy Wales

inside an organization, you have to have a lot of trust.

People have to trust each other.

And one of the stories we talk about in the book is the story of Uber, which went through a real crisis of trust, both internally, externally.

The different executives were kind of at each other's throats and didn't trust each other.

And they had the problem of the decision-making wasn't uniform.

So we interviewed Frances Fry, who's a professor at Harvard, but who came into Uber to help them during this moment of crisis, moment of trust.

The company was in turmoil and they had to figure out how to trust each other.

And one of the things she talks about is, you know, she basically took everybody for an away retreat and said, we're not leaving this room until we agree on what we're doing.

Like, what is our strategy here?

Because what was happening before this is one person would come to Travis with a great idea, convince him he would say yes.

Somebody would come the next day, convince him of the opposite.

He would say yes.

That kind of uncertainty is worse in most cases than making a decision that's slightly suboptimal, you know, like like completely whipsawing back and forth.

So what are the principles that you need, you know, in order to build trust?

It's fundamental to relationship.

And in business, it's fundamental to actually getting things done.

And I mean, I think most of us have worked at some point in our life in a workplace environment that was in some ways toxic.

And there was a low amount of trust, both trust between maybe rank and file and the management environment.

trust between different equals in the company and things like that.

And it's terrible.