Rachel Botsman

But over time, it actually leads to less trust.

But over time, it actually leads to less trust.

I'd really love to know why you chose to put me on your podcast, Malcolm. And you said, sure, I'll share that information. That's that's being open. But if equal, if you said, you know what, you don't really need to know or I can't really explain why. If I really trusted you, I wouldn't need to know.

I'd really love to know why you chose to put me on your podcast, Malcolm. And you said, sure, I'll share that information. That's that's being open. But if equal, if you said, you know what, you don't really need to know or I can't really explain why. If I really trusted you, I wouldn't need to know.

So the problem is with transparency is when leaders promise it and then an employee goes to them and says, well, I really want to understand what that person is being paid or how the bonus structure works or why you've changed the pricing mechanism or whatever it may be. And then the leader goes, I can't tell you that. Well, you promised to be transparent.

So the problem is with transparency is when leaders promise it and then an employee goes to them and says, well, I really want to understand what that person is being paid or how the bonus structure works or why you've changed the pricing mechanism or whatever it may be. And then the leader goes, I can't tell you that. Well, you promised to be transparent.

So there's this difference between being open and being visible and promising for transparency.

So there's this difference between being open and being visible and promising for transparency.

Well, the first thing, often people are trying to create high trust teams because they're trying to be innovative. They're trying to get those teams to be able to tolerate uncertainty. So high trust teams and creative teams, there's a real correlation there. So one of the things that you say is don't mistake reducing risk for increasing trust.

Well, the first thing, often people are trying to create high trust teams because they're trying to be innovative. They're trying to get those teams to be able to tolerate uncertainty. So high trust teams and creative teams, there's a real correlation there. So one of the things that you say is don't mistake reducing risk for increasing trust.

So what a lot of teams do is they figure out all the bad things that could go wrong right at the beginning. And it's a mindset. It's like, we'll just figure out how to mitigate risk before they've even happened. And if you create those kind of cultures in your teams, your trust mindset, your tolerance for uncertainty in the unknown actually reduces.

So what a lot of teams do is they figure out all the bad things that could go wrong right at the beginning. And it's a mindset. It's like, we'll just figure out how to mitigate risk before they've even happened. And if you create those kind of cultures in your teams, your trust mindset, your tolerance for uncertainty in the unknown actually reduces.

So one of the really powerful things to do is actually go, okay, how does this team expand their capacity to be in the unknown and to be in that creative space versus how much of our culture is actually wired to measuring and managing risks? That's a really big one.

So one of the really powerful things to do is actually go, okay, how does this team expand their capacity to be in the unknown and to be in that creative space versus how much of our culture is actually wired to measuring and managing risks? That's a really big one.

Is there another one?

Is there another one?

Yeah. That I mean, that was harder to do because I don't think many organizations think they think they're thinking about trust, but they're actually thinking about risk. So that shift is quite tricky. An easy one that you can put into practice tomorrow is to become a better expectation setter.

Yeah. That I mean, that was harder to do because I don't think many organizations think they think they're thinking about trust, but they're actually thinking about risk. So that shift is quite tricky. An easy one that you can put into practice tomorrow is to become a better expectation setter.

So, so many trust issues, and I think many managers and leaders are really bad at doing this, is how you set clear expectations that allow people to be empowered and to sort of live and work in the unknown. So it's like, this is what I expect of you within this timeframe, within these boundaries, now go play and go and do it. But we're often really bad at setting expectations.

So, so many trust issues, and I think many managers and leaders are really bad at doing this, is how you set clear expectations that allow people to be empowered and to sort of live and work in the unknown. So it's like, this is what I expect of you within this timeframe, within these boundaries, now go play and go and do it. But we're often really bad at setting expectations.