Rachel Botsman
speaker
139 appearances
2 recordings
2 series
first heard Jan 2025
last heard Feb 2025
Rachel Botsman’s voice in public audio — every appearance, attributed to the second.
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Appearances
Oh, come into the office four or five days a week. It's now a mandate, right? Why? Yeah.
I'm going to put my parlor game hat on now. Okay.
So really well is you catch it. So imagine it's like a ball that's been thrown and you return it. So you either acknowledge what that person has said or you share something that demonstrates empathy in return. And then I know what we call like a negative minus. The other way would be, well, that's nice. And then we move on. Well, thank you for sharing that.
That person would find it very hard to speak up again in a vulnerable way.
I imagine it's a baseball mat. Yes, you got it. When students do it to me in the classroom, I'm like, oh, got to catch it. Got to throw it back. I love that. A company navigates a public crisis. Oh, that's a good one. That one's very easy to answer. When they have a public crisis and they come out and they point to a capability problem.
Oh, it was the product or the system or the algorithm or something that wasn't inside their control. Like, ding, negative. When they come out and they actually say, you know what, this was a character issue. This was to do with our culture. This was to do with our incentives. This was to do with our leadership and management. It can work really well for trust.
So I call this one a trust leap, actually, because this essentially a new initiative is you're asking people to take a risk to do something new or to do something differently. And what you have to recognize is. that leap looks really different for other people.
So adjusting your communication, realizing what trust state people are in, realizing what you perceive to be the risk or what they perceive to be the risk. There's a massive gap between those two things or that you just haven't really explained what's in it for them. So if you get those things right, actually the launch of new initiatives and cultural change is where trust often goes really wrong.
It does depend on what the workplace conflict is, right? So some... should be kept private and discreet and handled directly with that person. And others that have seeped out and have become team conflict need to be addressed. So just hoping or praying that it's going to go away is not going to happen. And then also it's a ding.
when you don't recognize that actually it should be resolved confidentially and privately and you make it public, also ding. So the way conflict is resolved, really delicate balance between score or fail.
Oh, I haven't asked that question. The interesting thing about teaching is it's very multicultural and cross-generational. So that's seeing the different response of people from different backgrounds and different nationalities and different stages in their career. I think that's been a real learning.
I've also realized how much teaching often is about the relationship between the manager and the employee versus managing up. So it's made me think a lot about framing that if you are quite early on in your career and most of your day spent reporting to other people, you're looking for very different things at that stage. So that's been a real shift.
And then the other thing I have to remind myself all the time is how to take people on a journey with you. And that's, This becomes harder and harder. It's a strange thing to say. The more fluent you become in a subject, it's like being fluent in a language and having to go back to like, hello and how are you?
And really making sure people have got the foundations of things they can move along with you. It might sound like a jukebox to you and really simple, but you have to start with those building blocks still.
The creativity and care they put in creating trusting environments. So The teacher in particular, her name is Kim. She won teacher of the year and she works in a really hard school in Illinois. And a lot of those children, her students are coming in with serious trust issues. Some are living with grandparents, some with foster care. It's a very difficult situation and she's teaching Spanish.
which is not the easiest subject to teach. And it was the work she put in and they weren't big things and they didn't cost her any money. So she made sure, for example, on the first day of term that she knew every single name and that she could pronounce it, that she spoke to their past teachers to understand something that was important to them. So it was really...
Yeah, it was the creativity and care and that these were seemingly small gestures that made such a big difference to the people that they were trying to connect with and touch.
I think it's really giving thought to intentions. That can be, why are we having this meeting and how you set that up? Not like this is what we're going to cover in the meeting, but this is the intention. Or when you make a decision, describing where that decision has come from. I think it's one of the easiest things
to self-correct and implement that can have a huge difference in how people respond to you.
Do you know what gives me hope is that I think the workplace of people lots of different environments in society is where people are turning to feel trust. It puts a lot of pressure on leaders and managers, but that employer-employee relationship is now one of the most important relationships in people's lives.
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