Simone Stolzoff

whether it is a religion or a cause or your neighborhood group or this uncertain thing that you want that might not turn out.

But there's a big difference between blind faith and conscious faith.

I don't think you can sort of bang someone on the head with the idea that they have to leave because our natural tendency is to get defensive, especially if you pull to one extreme too hard.

Our natural polarity will make us pull in the other direction to sort of balance it out.

If you come across too strong, the truth is I don't know.

And I'll try to practice some intellectual humility myself and try and make up an answer.

When the honest answer is that we don't know.

Brian Chesky, the CEO of Airbnb.

And at the beginning of the pandemic, Airbnb lost 80% of its business.

It was like about to IPO and be this heralded success story for the tech industry.

And then all global travel shut down and he had to like raise emergency financing and figure out how to weather the storm.

And one thing that I learned from Chesky is that even if you can't be certain about

the outcome or the state of global travel, there are things that you can help your employees find more comfort and certainty in.

So for example, he increased the cadence of his communication, whereas they used to have either weekly or biweekly sort of all hands meetings and check-ins with the whole company.

He changed that to every day.

So even though you can't have certainty about the news, maybe you don't even have an update to share.

But giving your employees a time that they can rely on where leadership is sharing the updates that they do have can be one of those anchors amidst the uncertainty that you're holding.

It starts with...

trust.

I used to think that the people in authority or leadership positions that I trusted the most are the people that had the most convincing story of exactly what the future would hold.