Rachel Botsman

Yeah, the question, what would be the number one question? I guess it's actually more about what happens when trust breaks down. And I think that's interesting in itself because trust is kind of like one of those things, a bit like air or oxygen. We don't really appreciate its value until it's gone.

Yeah, the question, what would be the number one question? I guess it's actually more about what happens when trust breaks down. And I think that's interesting in itself because trust is kind of like one of those things, a bit like air or oxygen. We don't really appreciate its value until it's gone.

Yeah, the question, what would be the number one question? I guess it's actually more about what happens when trust breaks down. And I think that's interesting in itself because trust is kind of like one of those things, a bit like air or oxygen. We don't really appreciate its value until it's gone.

And so I think that's why people tend to focus on that question is they know that feeling of not trusting someone or not being trusted versus being able to describe what trust is, which I think is really interesting in itself.

And so I think that's why people tend to focus on that question is they know that feeling of not trusting someone or not being trusted versus being able to describe what trust is, which I think is really interesting in itself.

And so I think that's why people tend to focus on that question is they know that feeling of not trusting someone or not being trusted versus being able to describe what trust is, which I think is really interesting in itself.

Yeah, that's a really good point because trust is cultural in terms of signals and the way it's earned, but the feeling of trust, that is universal. I love that.

Yeah, that's a really good point because trust is cultural in terms of signals and the way it's earned, but the feeling of trust, that is universal. I love that.

Yeah, that's a really good point because trust is cultural in terms of signals and the way it's earned, but the feeling of trust, that is universal. I love that.

Well, it depends on context. Context is really important when it comes to trust. So if you ask me that question, I would say, what kind of team? Is it a small team or is it a large team? Is it a team that works remotely or is it a team that comes together? Is it a new team or is it a team that's been together for a long time? What kind of work are they doing? So

Well, it depends on context. Context is really important when it comes to trust. So if you ask me that question, I would say, what kind of team? Is it a small team or is it a large team? Is it a team that works remotely or is it a team that comes together? Is it a new team or is it a team that's been together for a long time? What kind of work are they doing? So

Well, it depends on context. Context is really important when it comes to trust. So if you ask me that question, I would say, what kind of team? Is it a small team or is it a large team? Is it a team that works remotely or is it a team that comes together? Is it a new team or is it a team that's been together for a long time? What kind of work are they doing? So

It's not like there are general rules on how you earn trust as a leader. And one of the things that I often find when working with leaders is they don't think enough about context. They don't think enough about environment or conditions. And all those things really impact not just how you earn trust, but how much trust that you need. So There are like general principles that apply.

It's not like there are general rules on how you earn trust as a leader. And one of the things that I often find when working with leaders is they don't think enough about context. They don't think enough about environment or conditions. And all those things really impact not just how you earn trust, but how much trust that you need. So There are like general principles that apply.

It's not like there are general rules on how you earn trust as a leader. And one of the things that I often find when working with leaders is they don't think enough about context. They don't think enough about environment or conditions. And all those things really impact not just how you earn trust, but how much trust that you need. So There are like general principles that apply.

So one of the most important ones, regardless of the size of the team or whatever you're working on, is expectation setting. And I find it really interesting when I say to people, have you ever been taught how to set expectations, clear expectations of people? And I don't even think of it as a skill.

So one of the most important ones, regardless of the size of the team or whatever you're working on, is expectation setting. And I find it really interesting when I say to people, have you ever been taught how to set expectations, clear expectations of people? And I don't even think of it as a skill.

So one of the most important ones, regardless of the size of the team or whatever you're working on, is expectation setting. And I find it really interesting when I say to people, have you ever been taught how to set expectations, clear expectations of people? And I don't even think of it as a skill.

So they'll think of like communications as a skill or negotiations as a skill, but how you are clear with people about what you expect from them, the quality of work, when they should deliver it, not just sort of the what's, but how they approach work. Like this is absolutely key to trust.

So they'll think of like communications as a skill or negotiations as a skill, but how you are clear with people about what you expect from them, the quality of work, when they should deliver it, not just sort of the what's, but how they approach work. Like this is absolutely key to trust.