Malcolm Gladwell

After more than 15 years teaching trust to CEOs, entrepreneurs, world leaders, and all kinds of students, she's now sharing these powerful lessons with you in her new audiobook. You're going to get a chance to hear one of her lessons from that audiobook in just a moment. But first, I want to speak with a woman herself. Rachel Botsman, welcome to Revisionist History.

After more than 15 years teaching trust to CEOs, entrepreneurs, world leaders, and all kinds of students, she's now sharing these powerful lessons with you in her new audiobook. You're going to get a chance to hear one of her lessons from that audiobook in just a moment. But first, I want to speak with a woman herself. Rachel Botsman, welcome to Revisionist History.

Tell me a little bit about your interest in trust. How did you come to this subject?

Tell me a little bit about your interest in trust. How did you come to this subject?

And you were drawn to this because is this something we do naturally and well or something that we're bad at?

And you were drawn to this because is this something we do naturally and well or something that we're bad at?

What would be some of the most common mistakes we make when we're trying to kind of make a trust evaluation?

What would be some of the most common mistakes we make when we're trying to kind of make a trust evaluation?

Yeah. I'm reminded of years ago, I read this study of student evaluations of professors and how the evaluation a student makes after like five seconds is the same as their evaluation they make at the end of the term. And they're clearly not making a reasoned decision about whether this teacher is good or whether they should trust this information or

Yeah. I'm reminded of years ago, I read this study of student evaluations of professors and how the evaluation a student makes after like five seconds is the same as their evaluation they make at the end of the term. And they're clearly not making a reasoned decision about whether this teacher is good or whether they should trust this information or

they never get beyond the initial question of, do I like this person? The snap judgment. Yeah, the snap judgment. They never transcend the snap judgment.

they never get beyond the initial question of, do I like this person? The snap judgment. Yeah, the snap judgment. They never transcend the snap judgment.

Yeah. You spend a lot of time on the question of transparency. Can you talk a little bit about what do we gain from adding transparency into these? And what do you mean by transparency in this context?

Yeah. You spend a lot of time on the question of transparency. Can you talk a little bit about what do we gain from adding transparency into these? And what do you mean by transparency in this context?

but does that you know when you said earlier that um one of the things we need to do is to not make decisions quickly and gather more information what's the difference between gathering more information and transparency it's a great question so it sounds like semantics but there's a difference between openness and transparency so if i came to you and said um

but does that you know when you said earlier that um one of the things we need to do is to not make decisions quickly and gather more information what's the difference between gathering more information and transparency it's a great question so it sounds like semantics but there's a difference between openness and transparency so if i came to you and said um

Oh, I see. Yeah. Yeah.

Oh, I see. Yeah. Yeah.

Yeah. So just put this in the context of leaders who are managers trying to create high trust teams. What advice do you give people who are trying to do that?

Yeah. So just put this in the context of leaders who are managers trying to create high trust teams. What advice do you give people who are trying to do that?