Rachel Botsman

And I'll teach you how you can fix this problem. So let's start by unpacking what trust actually is. It's a word we use a lot in our lives. But if I asked you to write down one word to describe trust, what would it be? Maybe you're jotting down confidence, faith, or perhaps risk. Some people think of trust as a state or as an outcome or a feeling. But trust is a belief.

And I'll teach you how you can fix this problem. So let's start by unpacking what trust actually is. It's a word we use a lot in our lives. But if I asked you to write down one word to describe trust, what would it be? Maybe you're jotting down confidence, faith, or perhaps risk. Some people think of trust as a state or as an outcome or a feeling. But trust is a belief.

It's your belief about how someone will behave or how something will turn out. To go back to my definition of trust, it's a confident relationship with the unknown. So what does that mean in the workplace? Let me give you an example. Trust is a belief that when someone is working from home and you can't see what they're up to, they will behave in a way that you expect.

It's your belief about how someone will behave or how something will turn out. To go back to my definition of trust, it's a confident relationship with the unknown. So what does that mean in the workplace? Let me give you an example. Trust is a belief that when someone is working from home and you can't see what they're up to, they will behave in a way that you expect.

They can be trusted to be productive and not let you down. If you need to know exactly what someone is doing and are constantly checking in and monitoring them and asking them for updates, that's not trust. It's control. Once you see trust as your belief lens, it can have a profound impact on the way you make decisions and how you behave at work. Trusting another person is complicated.

They can be trusted to be productive and not let you down. If you need to know exactly what someone is doing and are constantly checking in and monitoring them and asking them for updates, that's not trust. It's control. Once you see trust as your belief lens, it can have a profound impact on the way you make decisions and how you behave at work. Trusting another person is complicated.

There's a whole host of factors that determine when and how trust forms. For instance, how long you've known them, what is the thing you're trusting them with or for, and how bad would it really be if they let you down.

There's a whole host of factors that determine when and how trust forms. For instance, how long you've known them, what is the thing you're trusting them with or for, and how bad would it really be if they let you down.

Stanford Business School professor Roderick Kramer found that eight out of 10 executives report being burned at least once because they trusted the wrong person at some point in their career. People tend to make poor trust decisions because they don't understand how trust dynamics really work. So let me give you a simple framework to help visualize how trust happens between two people.

Stanford Business School professor Roderick Kramer found that eight out of 10 executives report being burned at least once because they trusted the wrong person at some point in their career. People tend to make poor trust decisions because they don't understand how trust dynamics really work. So let me give you a simple framework to help visualize how trust happens between two people.

In any relationship, there are two players, the trust giver and the trust receiver. Let's start by focusing on what it means to be the trust giver. A trust giver is the person that is deciding whether to trust someone, a boss, a colleague, a friend, or in my dad's case, the nanny. As the trust giver, we have an important choice. Do we trust them or not?

In any relationship, there are two players, the trust giver and the trust receiver. Let's start by focusing on what it means to be the trust giver. A trust giver is the person that is deciding whether to trust someone, a boss, a colleague, a friend, or in my dad's case, the nanny. As the trust giver, we have an important choice. Do we trust them or not?

What influences our choices and decisions is called a trust signal. Trust signals are small clues we knowingly or unknowingly use to decide whether another person should be trusted. how someone speaks, the questions they ask, who they're with, what they're wearing, and even how they say, hi, how are you? These are all trust signals.

What influences our choices and decisions is called a trust signal. Trust signals are small clues we knowingly or unknowingly use to decide whether another person should be trusted. how someone speaks, the questions they ask, who they're with, what they're wearing, and even how they say, hi, how are you? These are all trust signals.

In other words, the way we make a trust decision is based on pieces of information we pick up from another person. The tricky thing is we don't always look for or interpret trust signals in the right way. Some trust signals are way louder than others because often we unknowingly tune into the signals that we want to see, that are familiar to us.

In other words, the way we make a trust decision is based on pieces of information we pick up from another person. The tricky thing is we don't always look for or interpret trust signals in the right way. Some trust signals are way louder than others because often we unknowingly tune into the signals that we want to see, that are familiar to us.

Becoming aware of the trust signals you're tuning into is the first important step in making smarter trust decisions. Here's a simple exercise to try. The next time you meet someone for the first time, try to stay aware of what you're tuning into. Is it their voice, their clothes, their demeanor, or their posture? Similarly, what questions do you ask them in the first few minutes?

Becoming aware of the trust signals you're tuning into is the first important step in making smarter trust decisions. Here's a simple exercise to try. The next time you meet someone for the first time, try to stay aware of what you're tuning into. Is it their voice, their clothes, their demeanor, or their posture? Similarly, what questions do you ask them in the first few minutes?

Just becoming aware of how you're looking for things that are familiar can be powerful. Making trust decisions based on familiarity is a tricky behavior to change because our assumptions about whom to trust are deeply wired. They're often biases that have been with us since we were very young.

Just becoming aware of how you're looking for things that are familiar can be powerful. Making trust decisions based on familiarity is a tricky behavior to change because our assumptions about whom to trust are deeply wired. They're often biases that have been with us since we were very young.