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Rachel Botsman - Earning Trust in Times of Uncertainty

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Trust = a confident relationship with the unknown So let me start by giving you Rachel Botsman a definition of trust. Leading expert and author on trust in the modern world The way I define trust is very simple. Trust is a confident relationship with the unknown. Trust is a confident relationship with the unknown. Now this is so important, because the very essence of trust is enabling us to place our faith in people and strangers, and products, and systems where we don't know the outcome. If there is very little risk and uncertainty, if we know how something is going to turn out, very little trust is required, which is why trust is so important right now. Trust is the social force that enables us to be in that certainty and be comfortable with that uncertainty, because at the end of the day, trust is a very deep human feeling. Trust leap A helpful way to think about the role of trust and how it enables us to navigate uncertainty is something that I call a trust leap. Now whenever you're asking someone to place their faith in someone or something unknown, you're asking them to take a trust leap. Now in between this known place and this unknown place is a really big sea of uncertainty. And the higher the trust leap, the more uncertainty there is. This unknown thing could be small, it could be a Zoom update or it could be a major trust leap, like asking people to work virtually. It could be a new product or technology, it could be a new leader or a new cultural policy that you're trying to roll out. Whenever there is something unknown, it requires a trust leap. Sorry, my earpiece is just falling out. One second. Okay. Now trust leaps happen in all different areas of our lives. Trust leap = when we take a risk to do something new And the way I define a trust leap or do something differently. is whenever you're asking someone to take a risk, to do something new or to do something differently. Trust leaps have been happening throughout society. They are how innovation happens. You think about the first time people were asked to have faith in paper money versus bartering to believe that money had value, or the first time we used an ATM, or the first time that we go in an elevator, or a plane, or a train, or millions of other trust leaps that we have taken throughout our lives. This is how innovation happens. This is how society moves forward. Now this is where it gets interesting and where we often insensitive to how trust leaps fill for people. The basic equation is that the more uncertainty there is, the more trust that is required. Now in this situation, you basically have a choice. To reduce the unknown... So to reduce the amount of trust that's required or try to enable people to tolerate the uncertainty. Now I'm going to share with you Your tolerance to uncertainity a story that brings this to life. A way to visualize this is to think of trust on a spectrum. When you are in a low trust state, when your relationship to uncertainty feels like you just want to scream that you're frustrated that all you want is to feel some control, this is when you're in a low trust state. When you feel like you've got this and that you can tolerate the unknowns, that's when you're in a high trust state. And even starting to develop an awareness around this in yourself and other people is really powerful. Some people can be incredibly high trust states around physical risks, but mental risks are a real challenge for them. That is certainly the case for me. I can take all types of uncertainty around my work. You know, often, the books and the ideas I'm developing, they can take years, they require me to live in that space of uncertainty. But when it comes to physical risks, I am always in a low trust state. I find it hard even to ride a bike around Oxford. I find it difficult to swim in the ocean because maybe there are sharks. That's the way I'm wired. So it's really interesting when you start to develop an awareness around this. And what you find is that people around you often have a sense of when you're in a low trust state more than you have yourself. The way to build more trust is to be transparent. Now I want to go to another idea that has been sort of in the ether for a while now, and I'm hearing it more and more, and it's something that I'm really passionate to explain. You may have heard this idea that the way we're going to build more trust is to be transparent. The way we're going to build more trust is to be transparent. It may be a conversation or a strategy or something that's being asked for you in your own organization. And if you look closely at this statement, you'll see three important parts build, more, and transparent. Let's talk about the transparency piece. So over the last few years, I've been asking people all around the world to draw the relationship they see between trust and transparency. So basically, if you had to visualize this, that as you make things transparent in your industry or in your company or even within your team, what do you think will happen to trust? And this is what I see, time and time again. This. That as you make things transparent, trust will increase, but you may get to a point in time where it plateaus. Sometimes people draw a sudden decline at a certain point based on their experience of using transparency and what that's created or what's followed. Now I understand why we think of it like this. I thought of it like this for a long time, because you pick up any business magazine or you pick up the papers, and this is what we've been led to believe. If you want to fix your trust issues, make things transparent. If we want to fix the trust issues in the banking industry, transparency is the answer. If we want to fix the trust issues in the tech industry and understand how algorithms work, transparency is the answer. If we want to fix this trust with politicians, let's make things more transparent. Intentional transparency Don't get me wrong. I do not believe that transparency is bad, far from it. But one of the things I think we need to move away from, as organizations, particularly in business cultures, is promising complete transparency. I see many organizations where transparency is a value. We can't promise for transparency. There will be times where we have to keep things a secret, maybe for legal reasons that we can't disclose something. The other thing that transparency does when we promise for blanket transparency is people get to a point where either they know something and they become more suspicious, or their expectations of what you should share and how transparent you should be are completely misaligned with what you expected. What, I believe, we should be focusing on is intentional transparency, seeing transparency as a tool, not the end game. And what I mean by intentional transparency is when we know there is a problem and we know what that problem is, and we know that by disclosing information in some way by shining a light on it, it will drive accountability and change. Gender pay is a great example of this. There transparency worked. We knew what the problem was, we knew what we were looking for, let's disclose the information, so we can see the gap to really drive accountability and change.

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Duration: 8 minutes and 56 seconds
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Language: English
License: Dotsub - Standard License
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Views: 5
Posted by: wobi on Apr 19, 2021

Rachel Botsman - Earning Trust in Times of Uncertainty

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