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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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.
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.
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.
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.
You're about to hear the introduction or chapter one, which really lays the foundations on what trust is and how it works in our lives. And I find it fascinating and also a beautiful thing that trust has more definitions than love. So it is the most debated sociological concept in our lives.
And so in chapter one, we really dig into this understanding of what trust is and how it works and how it influences your decisions and choices in ways that you may be aware of or may never have thought about before.
Yeah. I really hope it changes the way people think about trust. That's the reason for doing this.
It's called How to Trust and Be Trusted. Intentionally a two-way title because trust is something that you give and something that you earn. And we have to think about both those things in our lives.
Thank you, Malcolm.
Have you ever trusted the wrong person? In this chapter, I'm going to teach you a really important workplace skill. How to give your trust to the right people. Because we can all learn how to make better trust decisions. I know firsthand about bad trust decisions. Because when I was five years old, my parents put their trust in the wrong person. A nanny. Hello? Dad? Hi Rach, just a sec.
I called my dad to ask him more about it. So, I'm calling about the nanny. Mm-hmm. You know which nanny? I think I know which nanny. A nanny are called Doris. It's hard to ever forget Doris. What was your first impression of her? What do you remember when she came into the house?
Unimpressive? What do you mean by that?
Oh yes, bland old Doris got up to all sorts of things. The nanny my parents trusted to take care of me and my brother turned out to be very untrustworthy indeed. She forged my dad's signature to get a loan for a car. She stole from us in the most brazen ways. And she was even running a drugs ring. Really. Deciding whom to trust can be pretty complicated.
Okay, so not everyone has put their trust in a drug-dealing nanny. However, we all know how bad it feels to make a poor trust decision. But I want you to be able to make good trust decisions because being able to trust people is a positive thing and it will make you better at your job. So I'm going to tell you why we sometimes trust the wrong people, like dodgy Doris.
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.
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.
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