Rachel Botsman

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.

Well, that's a big one. And just going back to the context thing, the other really important point is often trust is broken when we take things out of context. Yes. And so, you know, when you work in those teams and that narrative starts to brew, it's because something that's been said or something that's been intended has been taken out of context.

Well, that's a big one. And just going back to the context thing, the other really important point is often trust is broken when we take things out of context. Yes. And so, you know, when you work in those teams and that narrative starts to brew, it's because something that's been said or something that's been intended has been taken out of context.

Well, that's a big one. And just going back to the context thing, the other really important point is often trust is broken when we take things out of context. Yes. And so, you know, when you work in those teams and that narrative starts to brew, it's because something that's been said or something that's been intended has been taken out of context.

So clarifying context and intent is also really, really good for trust. So you asked a question about security.

So clarifying context and intent is also really, really good for trust. So you asked a question about security.

So clarifying context and intent is also really, really good for trust. So you asked a question about security.

Yeah, this is a really important distinction between safety and security. So you've probably heard of Amy Emerson. She's a brilliant professor at Harvard, and she talks a lot about psychological safety. There is a really important difference between safety and security. Safety is creating the environment where people... I feel like they can take risks. They can make mistakes.

Yeah, this is a really important distinction between safety and security. So you've probably heard of Amy Emerson. She's a brilliant professor at Harvard, and she talks a lot about psychological safety. There is a really important difference between safety and security. Safety is creating the environment where people... I feel like they can take risks. They can make mistakes.

Yeah, this is a really important distinction between safety and security. So you've probably heard of Amy Emerson. She's a brilliant professor at Harvard, and she talks a lot about psychological safety. There is a really important difference between safety and security. Safety is creating the environment where people... I feel like they can take risks. They can make mistakes.

They can admit that they don't know something. All these things that some people might perceive as a sign of weakness in some cultures. And they can do all those things without fear of negative consequence. That's what every leader needs to create. That's fundamental. Psychological security or insecurity is actually very hard to control. That is about your inner thoughts.

They can admit that they don't know something. All these things that some people might perceive as a sign of weakness in some cultures. And they can do all those things without fear of negative consequence. That's what every leader needs to create. That's fundamental. Psychological security or insecurity is actually very hard to control. That is about your inner thoughts.

They can admit that they don't know something. All these things that some people might perceive as a sign of weakness in some cultures. And they can do all those things without fear of negative consequence. That's what every leader needs to create. That's fundamental. Psychological security or insecurity is actually very hard to control. That is about your inner thoughts.

And sometimes as a leader, you could create the safest environment. You could wrap someone in cotton wool and they are still going to feel insecure. And that's because of their upbringing. That's because of their conditioning. Often it's because they have trust issues, right? So it could be something that happened very early on in childhood that they just find it very hard to trust people.

And sometimes as a leader, you could create the safest environment. You could wrap someone in cotton wool and they are still going to feel insecure. And that's because of their upbringing. That's because of their conditioning. Often it's because they have trust issues, right? So it could be something that happened very early on in childhood that they just find it very hard to trust people.

And sometimes as a leader, you could create the safest environment. You could wrap someone in cotton wool and they are still going to feel insecure. And that's because of their upbringing. That's because of their conditioning. Often it's because they have trust issues, right? So it could be something that happened very early on in childhood that they just find it very hard to trust people.

So as a leader or a manager of a team, or even just being on a team, I It's actually more helpful to think about psychological safety, like how do you create the conditions and the environment that people feel safe versus people's inner emotions and feelings. That's very difficult for you to influence and control.

So as a leader or a manager of a team, or even just being on a team, I It's actually more helpful to think about psychological safety, like how do you create the conditions and the environment that people feel safe versus people's inner emotions and feelings. That's very difficult for you to influence and control.

So as a leader or a manager of a team, or even just being on a team, I It's actually more helpful to think about psychological safety, like how do you create the conditions and the environment that people feel safe versus people's inner emotions and feelings. That's very difficult for you to influence and control.

Yeah. And it's also something that I think needs to be reeled in, in that these boundaries between the personal and professional have got very blurry and mushy. And this really started to happen with the whole bring a whole self to work. And then the pandemic where those lines were really blurred.