Rachel Botsman

And what I realized is that in the field of trust, you sort of have people who study like cells and negotiation. So essentially, how do you manipulate trust to get something from someone? Or you have the other end, which is like the Esther Perel end, which is like the therapist. Let's repair trust when it breaks down. There wasn't a lot in between, which I found fascinating.

And what I realized is that in the field of trust, you sort of have people who study like cells and negotiation. So essentially, how do you manipulate trust to get something from someone? Or you have the other end, which is like the Esther Perel end, which is like the therapist. Let's repair trust when it breaks down. There wasn't a lot in between, which I found fascinating.

It's a good question. Most of us trust naturally. It's a very intuitive thing. Most of us do it badly because we rely on intuition and not information. And especially in high stakes situations or high risk situations, we're not really taught how to trust well, how to give our trust to the right people and products and information, which is a big one.

It's a good question. Most of us trust naturally. It's a very intuitive thing. Most of us do it badly because we rely on intuition and not information. And especially in high stakes situations or high risk situations, we're not really taught how to trust well, how to give our trust to the right people and products and information, which is a big one.

And everything about our society and technology now is speeding up those decisions. So our trustmaking is getting worse, not better.

And everything about our society and technology now is speeding up those decisions. So our trustmaking is getting worse, not better.

Well, speed is the enemy of trust. So making it too quickly or under pressure is a really big one. So most big decisions we have to make because we've got to hire someone or whatever that might be. So that's number one. The second is intuition over information. So I still believe in trusting your gut, but what is information? Yeah.

Well, speed is the enemy of trust. So making it too quickly or under pressure is a really big one. So most big decisions we have to make because we've got to hire someone or whatever that might be. So that's number one. The second is intuition over information. So I still believe in trusting your gut, but what is information? Yeah.

There's a lot of evidence around charisma and confidence, overweighting capability. And I think we're seeing that play out in sort of leaders that are getting elected. So those that seem like bold and disruptive versus steady and capable or maybe even bland, that really influences trust. They'd be my top three.

There's a lot of evidence around charisma and confidence, overweighting capability. And I think we're seeing that play out in sort of leaders that are getting elected. So those that seem like bold and disruptive versus steady and capable or maybe even bland, that really influences trust. They'd be my top three.

And sometimes it's not even like, does this person feel familiar? Like they can't even get beyond that. And it's the person that feels strange or unfamiliar that sometimes we just can't or choose not to trust. And that's a real problem.

And sometimes it's not even like, does this person feel familiar? Like they can't even get beyond that. And it's the person that feels strange or unfamiliar that sometimes we just can't or choose not to trust. And that's a real problem.

Or what do we lose as well? I think it's one of the biggest myths around trust that needs blowing up. So, well, transparency, I always think of disclosing information, right? So disclosing lots of information so you understand why something is happening or good transparency is understanding the context behind a decision. So why did you choose to do that thing?

Or what do we lose as well? I think it's one of the biggest myths around trust that needs blowing up. So, well, transparency, I always think of disclosing information, right? So disclosing lots of information so you understand why something is happening or good transparency is understanding the context behind a decision. So why did you choose to do that thing?

But transparency in practice can feel like surveillance. So if you think about transparency, you're trying to get visibility into something. You're trying to understand where someone is by tracking them maybe on their phones. You're trying to understand what they're up to and what they're doing. And that is the very opposite of trust.

But transparency in practice can feel like surveillance. So if you think about transparency, you're trying to get visibility into something. You're trying to understand where someone is by tracking them maybe on their phones. You're trying to understand what they're up to and what they're doing. And that is the very opposite of trust.

So the way I define trust is a confident relationship with the unknown. So if you think, Malcolm, of people in your life, your professional, your personal life that you deeply trust, you don't need to know where they are. You don't need to know what they're up to. It's that visibility is a form of control and that control can be a sign of lack of trust.

So the way I define trust is a confident relationship with the unknown. So if you think, Malcolm, of people in your life, your professional, your personal life that you deeply trust, you don't need to know where they are. You don't need to know what they're up to. It's that visibility is a form of control and that control can be a sign of lack of trust.

So I think it's, I'm not saying transparency is completely a bad thing, but this idea that you fix trust issues, systemic trust issues, trust issues in an organization, even in a relationship by making things transparent, it has a backfire effect where it might work initially because you think, oh, that person's being more open or I have more visibility into that situation and therefore more control.

So I think it's, I'm not saying transparency is completely a bad thing, but this idea that you fix trust issues, systemic trust issues, trust issues in an organization, even in a relationship by making things transparent, it has a backfire effect where it might work initially because you think, oh, that person's being more open or I have more visibility into that situation and therefore more control.