Rachel Botsman

Oh, come into the office four or five days a week. It's now a mandate, right? Why? Yeah.

Oh, come into the office four or five days a week. It's now a mandate, right? Why? Yeah.

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.

I'm going to put my parlor game hat on now. Okay.

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.

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.

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.

That person would find it very hard to speak up again in a vulnerable way.

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.

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.

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.

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.

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 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.