WEBVTT - Trust and Facing the Unknown (with Rachel Botsman)

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<v Speaker 1>Pushkin. Welcome back to Risky Business, a show about making

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<v Speaker 1>better decisions. I'm Maria Kanikova and today I am flying solo.

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<v Speaker 1>Nate is away, but I am so thrilled to welcome

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<v Speaker 1>on Rachel Batsman, who is someone who I met what

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<v Speaker 1>is it now, Rachel six or so years ago? Oh yeah,

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<v Speaker 1>and we ended up having so much in common, so

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<v Speaker 1>many interests in common. Rachel is an amazing writer speaker.

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<v Speaker 1>She was the first ever Trust Fellow at Oxford University's

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<v Speaker 1>Said Business School. An incredibly impressive woman who now has

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<v Speaker 1>a new audio book out called How to Trust and

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<v Speaker 1>Be Trusted. Rachel, Welcome to Risky Business, and let's talk

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<v Speaker 1>about trust.

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<v Speaker 2>I'm so excited to be here, and I'm so excited

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<v Speaker 2>to talk to you in particular about trust and risk

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<v Speaker 2>because I don't often get to have this conversation, so

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<v Speaker 2>it's a treat.

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<v Speaker 1>It is a trick for me as well. There's a

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<v Speaker 1>question that I wanted to start off with, but before

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<v Speaker 1>we get into that, I think we should probably lay

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<v Speaker 1>the groundwork and give your definition of trust, because I

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<v Speaker 1>think it's a beautiful definition and something that will set

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<v Speaker 1>the stage nicely.

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<v Speaker 2>Yeah, it's been one of the hardest challenges actually coming

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<v Speaker 2>up with the definition that works across all the different

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<v Speaker 2>context that trust functions in. And my definition of trust

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<v Speaker 2>is that it's a confident relationship with the unknown. And

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<v Speaker 2>the reason why that ties so beautifully with risk is

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<v Speaker 2>that the greater the unknown, the greater the answeraint you're,

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<v Speaker 2>the higher the risk in any decision, choice or situation,

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<v Speaker 2>the more trust that you need. And it's kind of

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<v Speaker 2>the antithesis of how a lot of trust theories think

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<v Speaker 2>about trust, because they'll say trust is knowing exactly what

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<v Speaker 2>to expect or knowing what the outcome is, and that's

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<v Speaker 2>always struck me as strange, because if you know how

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<v Speaker 2>things are going to turn out, then you don't need

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<v Speaker 2>a whole lot of trust.

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<v Speaker 1>I'm happy to hear that because it is one of

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<v Speaker 1>the important themes right of trust is control and it's

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<v Speaker 1>something that really resonated with me as someone who studies

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<v Speaker 1>kind of risk and has you know, my PhD, I

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<v Speaker 1>studied the illusion of control, kind of the need for

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<v Speaker 1>control and how important it is for people to feel

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<v Speaker 1>like they're in control of events, in control of the environment.

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<v Speaker 1>And so as I was listening to your audiobook, that

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<v Speaker 1>actually that was a theme that kept coming up, right,

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<v Speaker 1>that one of these major issues in trust is control,

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<v Speaker 1>when we have it, when we don't have it, How

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<v Speaker 1>we can give it up, to whom we can give

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<v Speaker 1>it up when we give it up. I'd love for

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<v Speaker 1>you to talk a little bit more about that and

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<v Speaker 1>about kind of the risk calculus. How does that decision

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<v Speaker 1>making process work when it comes to trust.

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<v Speaker 2>Yeah, and there's so much underneath this. I don't think

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<v Speaker 2>we often think enough about the relationship between trust and control.

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<v Speaker 2>So on a basic level, when you need to control

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<v Speaker 2>things or you need to feel like to your point,

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<v Speaker 2>the illusion of control, it's often a sign of lack

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<v Speaker 2>of trust that you're not dealing with uncertainty very well.

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<v Speaker 2>And this can look like all kinds of things. So

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<v Speaker 2>during the pandemic, or during a political period of term,

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<v Speaker 2>or like all the time, or during a serious environmental

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<v Speaker 2>crisis like the wildfires, the need to not just find information,

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<v Speaker 2>but find information that makes you feel a little bit

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<v Speaker 2>more in control. So, oh, the air quality is actually okay,

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<v Speaker 2>so I'm going to go outside. Those things really set

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<v Speaker 2>off our control alarms all the way through to recognizing

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<v Speaker 2>that when you don't trust someone, you tend to become

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<v Speaker 2>more controlling, you tend to become a micromanager, and that

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<v Speaker 2>plays out at work big time, in partnerships and relationships,

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<v Speaker 2>but also in friendships and as a parent. To make

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<v Speaker 2>this roll, I have two children, thirteen and eleven. The

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<v Speaker 2>eleven year old can be trusted to do her homework,

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<v Speaker 2>she's the girl, and not to make gender stereotypes. Then

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<v Speaker 2>not so much. So he has to do it at

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<v Speaker 2>the kitchen table with this dot clot with me watching

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<v Speaker 2>him or working alongside him. That's very controlling right now.

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<v Speaker 2>If I trusted him, he could do upstairs in his

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<v Speaker 2>bedroom without me watching him and me not have to

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<v Speaker 2>ask him the questions. So control is a sign of

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<v Speaker 2>lack of trust in ourselves, in others in the external.

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<v Speaker 2>And I'd love your take on this, but one of

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<v Speaker 2>the things that worries me is that in the age

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<v Speaker 2>that we live in, this illusion of control I think

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<v Speaker 2>is sort of going up. So even if you think

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<v Speaker 2>about health monitoring, I'm running a marathon a few months

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<v Speaker 2>and I cannot believe how much data there is available

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<v Speaker 2>to tell me what's going on in my body. And

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<v Speaker 2>all of a sudden, there's quite enjoyable thing where I

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<v Speaker 2>shouldn't really worry about the outcome. I should just enjoy

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<v Speaker 2>the journey. It's like you become a control freak around

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<v Speaker 2>this data, and the reality is I'm not in control

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<v Speaker 2>as to whether I get injured. I'm not in control

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<v Speaker 2>whether it's hot or freezing cold on that day. And

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<v Speaker 2>so I feel like this illusion of control, largely created

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<v Speaker 2>through technology, is reducing our tolerance to friction. And this

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<v Speaker 2>is really a crisis in many ways because you throw

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<v Speaker 2>people into situations not of uncertainty, just of malfriction. They

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<v Speaker 2>have no patience, they're in tolerant, and I think it's

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<v Speaker 2>sort of a hidden issue that isn't being spoken about enough.

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<v Speaker 1>Yeah, I think that's I think that's a really important point,

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<v Speaker 1>because you do mention in your book. But I think

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<v Speaker 1>we are in a time where there is kind of

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<v Speaker 1>this crisis of trust, right, trust in so many things,

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<v Speaker 1>trust in institutions and expertise in leadership and all of

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<v Speaker 1>these different things. But this is the other side of it.

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<v Speaker 1>On the other hand, like we do have this then

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<v Speaker 1>desire to hyper monitor, which might not necessarily be the

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<v Speaker 1>best thing. I actually always tell people, you know, stop

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<v Speaker 1>stop wearing those devices, stop monitoring yourself. You know, it's

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<v Speaker 1>actually it's not good. It's not healthy, and you're probably

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<v Speaker 1>losing more than you gain, especially sleep devices. Don't get

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<v Speaker 1>me started, But I think that you're pointing out something

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<v Speaker 1>really important, which is that we are becoming in some

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<v Speaker 1>ways less tolerant of uncertainty, less tolerant of the unknown.

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<v Speaker 1>And there is this relationship. You know, how tolerant you are,

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<v Speaker 1>how much you can embrace it, and both how much

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<v Speaker 1>you trust and how trustworthy you are right yourself. And

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<v Speaker 1>there's something that you said that I found really beautiful.

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<v Speaker 1>You said you know, nothing new happens in the node,

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<v Speaker 1>which I think is such a lovely thought. So I'd

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<v Speaker 1>love to talk a little bit about that and about

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<v Speaker 1>how kind of because this is something that I think

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<v Speaker 1>a lot about right, how embracing risk, right, embracing uncertainty

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<v Speaker 1>can actually be very liberating and can actually help you

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<v Speaker 1>make better decisions as opposed to being afraid of it.

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<v Speaker 2>And I think this idea that nothing new happens in

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<v Speaker 2>the non is it's so powerful to think about your

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<v Speaker 2>own life as to how much of your life. And

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<v Speaker 2>some people really enjoy being in this space and that's fine,

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<v Speaker 2>but it's safe and familiar and repetitive, even like when

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<v Speaker 2>you get to a certain point in your career and

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<v Speaker 2>I started to feel this way, You're like, this is

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<v Speaker 2>relatively easy. I'm not really taking risks anymore. And maybe

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<v Speaker 2>that fatigue is because I'm not in the unknown enough. Right,

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<v Speaker 2>Like I'm going to go into a classroom, I'm going

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<v Speaker 2>to get on stage, I'm going to write a piece

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<v Speaker 2>and I kind of know how it's going to turn out,

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<v Speaker 2>and so that takes effort, and that takes work to

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<v Speaker 2>shake that up. So just a personal example, I've I

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<v Speaker 2>used I see myself as an artist and I've always

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<v Speaker 2>made art, and I was like, right, I'm going to

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<v Speaker 2>go back to this because that is a world where

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<v Speaker 2>I don't speak that language and I have no connections,

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<v Speaker 2>and I am a beginner. I am starting again. I'm

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<v Speaker 2>very much in the unknown, and I've found that risk

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<v Speaker 2>taking that it's so energizing. Yes, it is frightening, but

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<v Speaker 2>you just feel that capacity expanding again. Like it's like

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<v Speaker 2>it's more than the curiosity that you have when you're

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<v Speaker 2>a child. It's like you can hold more. It's you know.

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<v Speaker 2>Keats uses that wonderful phrase of negative capability, and I

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<v Speaker 2>think sort of the opposite of risk taking is all

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<v Speaker 2>the positive capabilities, right, the skill, the competence and knowledge,

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<v Speaker 2>And what we're missing is that negative capability, that ability

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<v Speaker 2>to hold much and to be in the unknown. And

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<v Speaker 2>to do that you have to take risks. You have

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<v Speaker 2>to be a beginner, you have to try new things.

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<v Speaker 2>And it's so easy to forget that as especially when

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<v Speaker 2>you get later on in life.

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<v Speaker 1>Yeah, no, I think that's that's crucial, and that's that's

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<v Speaker 1>actually how I approach almost all new projects. Right, Is

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<v Speaker 1>this something that scares me? Is this something where I

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<v Speaker 1>feel uncomfortable? If the answer is yes, great, If the

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<v Speaker 1>answer is no, you know, is it really worth it? Right?

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<v Speaker 1>You know, you and I have talked about familiarity and

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<v Speaker 1>that you know, that was part of your part of

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<v Speaker 1>your book on trust, how familiarity breeds trust. But also

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<v Speaker 1>you know, it can be a false sense of security.

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<v Speaker 1>And I think that's true on all levels, both being

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<v Speaker 1>you know, doing something that's just easy and familiar, and

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<v Speaker 1>also kind of on on a level of trusting someone

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<v Speaker 1>just because they seem familiar. It's something that makes you

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<v Speaker 1>feel secure. But that's not necessarily good, right, And that's

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<v Speaker 1>not necessarily the correct basis on which to trust, which

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<v Speaker 1>I think brings us to kind of one of your points,

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<v Speaker 1>one of the lessons from your book, which is, you

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<v Speaker 1>know the fact that like who do you trust? Who

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<v Speaker 1>don't you trust? Is a bad question, right, and you

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<v Speaker 1>have to then say to do what? Yeah, and what

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<v Speaker 1>what are you actually basing this on? And it's all

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<v Speaker 1>it all has to do with context. Let's talk a

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<v Speaker 1>little bit about that and tell us a little bit

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<v Speaker 1>about your nanny as well, because it's such a great

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<v Speaker 1>illustration of a lot of these themes and brings us

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<v Speaker 1>back to you know, who you trust, why you trust them?

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<v Speaker 1>Is familiarity good or bad? You know, all risk, all

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<v Speaker 1>of these things, risk versus comfort, all of these things.

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<v Speaker 2>Yeah, and also you know this shift between sort of

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<v Speaker 2>what people say and how they say it and all

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<v Speaker 2>these things that are happening in society right now. And

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<v Speaker 2>so just to sort of talk about a fundamental point

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<v Speaker 2>which you mentioned that is often missed, is that trust

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<v Speaker 2>is highly contextual. So the reason why I say it's

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<v Speaker 2>off the missed is when you look at the way

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<v Speaker 2>people talk about trust in the media, or I don't

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<v Speaker 2>trust that politician, or I don't trust that platform, or

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<v Speaker 2>it's spoken about in very generalized terms, and that is

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<v Speaker 2>problematic because blanket trust is a very bad thing. You

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<v Speaker 2>don't want to be trusted to do everything. And one

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<v Speaker 2>of the ways to improve your own trust skills is

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<v Speaker 2>to understand where you are trusted and where you're not,

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<v Speaker 2>and that's the trust gap. The nanny story or I

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<v Speaker 2>won't tell it all because it's quite long, and so

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<v Speaker 2>what happened was when we were around five. My dad

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<v Speaker 2>my mum were very busy. They were both entrepreneurs and

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<v Speaker 2>they were traveling a lot to America. We live in

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<v Speaker 2>the UK, and so they needed to hire a nanny

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<v Speaker 2>to look after my brother and I and they hired

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<v Speaker 2>this woman. I think I changed her name to Doris

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<v Speaker 2>or stick with her, okay, And I'll never forget the

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<v Speaker 2>day she walked in our house because she had this

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<v Speaker 2>very thick Scottish accent, and my name is Rachel, so

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<v Speaker 2>every time she said my name, you know, she rolled

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<v Speaker 2>her arms and she had one of those really ruddy

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<v Speaker 2>Scottish faces, like like they've been for a long walk

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<v Speaker 2>over the highlands and then they're going to have a

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<v Speaker 2>nice cup of tea and a biscuit and she was

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<v Speaker 2>always baking as well. I remember that. But the day

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<v Speaker 2>she walked in, she was wearing a uniform, and the

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<v Speaker 2>uniform she was wearing was for the Salvation Army and

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<v Speaker 2>she was carrying at tambourine, which I thought was immensely

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<v Speaker 2>exciting as a four or five year old. The point was,

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<v Speaker 2>that's why my parents hired her, because they told her

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<v Speaker 2>my parents. She told my parents that she was belonged

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<v Speaker 2>to South Asian Army. They now realize how influential the

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<v Speaker 2>Scottish accent was because of course there was no email,

0:13:19.284 --> 0:13:22.804
<v Speaker 2>there was no video conferencing. It was all done by phone,

0:13:23.204 --> 0:13:27.004
<v Speaker 2>so those trust singles were really important. Well, listeners will

0:13:27.004 --> 0:13:29.404
<v Speaker 2>have to listen to the book to hear the whole story.

0:13:29.444 --> 0:13:33.044
<v Speaker 2>But she lived with us for nine months and it

0:13:33.124 --> 0:13:36.964
<v Speaker 2>turned out she was running a massive drugs ring in

0:13:37.004 --> 0:13:43.084
<v Speaker 2>North London and then she disappeared and she used our

0:13:43.364 --> 0:13:47.804
<v Speaker 2>family's Volvo Silva Volvo as a getaway card an armed robbery.

0:13:48.164 --> 0:13:52.364
<v Speaker 2>I mean, like, so I don't know where if that's

0:13:52.404 --> 0:13:55.564
<v Speaker 2>my fascination which rus came from that.

0:13:55.564 --> 0:13:58.324
<v Speaker 1>I was like, it's a good origin story, Rachel. You

0:13:58.324 --> 0:13:58.724
<v Speaker 1>should have.

0:13:58.804 --> 0:14:02.124
<v Speaker 2>Raised it, should raise that orangent story. But I remember

0:14:02.204 --> 0:14:05.604
<v Speaker 2>thinking as a child like and even when they found

0:14:05.604 --> 0:14:08.404
<v Speaker 2>out she stolen loads of money and she told them

0:14:08.444 --> 0:14:10.444
<v Speaker 2>she found it under a tree in a park.

0:14:10.604 --> 0:14:12.924
<v Speaker 1>This is this is one of my favorite details.

0:14:13.444 --> 0:14:15.964
<v Speaker 2>Yeah. I remember asking my dad about this and he's like, oh,

0:14:16.044 --> 0:14:19.524
<v Speaker 2>these things can happen. And I'm thinking, what in Broomfield Park,

0:14:19.604 --> 0:14:21.164
<v Speaker 2>like the magic faraway.

0:14:20.764 --> 0:14:22.804
<v Speaker 1>Tree is going to Have you seen the movie Fargo?

0:14:23.044 --> 0:14:25.764
<v Speaker 1>You know sometimes you find large amounts of cash by

0:14:25.804 --> 0:14:28.164
<v Speaker 1>the side of the road, I swear.

0:14:28.204 --> 0:14:29.844
<v Speaker 2>And then they still kept her, and she came on

0:14:29.844 --> 0:14:32.364
<v Speaker 2>a holiday with us to Spain. And this is such

0:14:32.364 --> 0:14:34.164
<v Speaker 2>a random detail, but I remember she went to the

0:14:34.244 --> 0:14:37.604
<v Speaker 2>Queen concert and she loved Freddie Mercury and they were like, wow,

0:14:37.724 --> 0:14:40.724
<v Speaker 2>she loves Queen, right, so she must must be But

0:14:40.844 --> 0:14:45.124
<v Speaker 2>she was not good. She was very, very bad. So yeah,

0:14:45.124 --> 0:14:49.044
<v Speaker 2>so that is a really good example of a bad

0:14:49.044 --> 0:14:52.124
<v Speaker 2>trust decision. And I think the part that's stuck in

0:14:52.164 --> 0:14:55.764
<v Speaker 2>my head as to why my parents kept her was

0:14:55.804 --> 0:14:59.324
<v Speaker 2>it was too much effort someone else.

0:14:59.724 --> 0:15:03.284
<v Speaker 1>Yeah, aside when he said that, it was you know,

0:15:03.604 --> 0:15:04.644
<v Speaker 1>it's one of these things.

0:15:04.644 --> 0:15:06.524
<v Speaker 2>When you said it, I was like, this is so true.

0:15:06.524 --> 0:15:08.644
<v Speaker 1>I think the way you phrased it, because I have

0:15:08.644 --> 0:15:12.124
<v Speaker 1>it in quotes, and I know it says convenience trump's trust, right,

0:15:12.564 --> 0:15:15.364
<v Speaker 1>And that is I think such an important point because

0:15:15.724 --> 0:15:20.164
<v Speaker 1>we make decisions all the time based on convenience and

0:15:20.204 --> 0:15:24.804
<v Speaker 1>based on lower friction and inertia and being like, it's

0:15:24.884 --> 0:15:28.124
<v Speaker 1>just too much effort to do X or y. When

0:15:28.444 --> 0:15:31.004
<v Speaker 1>your nanny had more money, she said she found it

0:15:31.124 --> 0:15:34.084
<v Speaker 1>under the same tree again, right, this tree just happened

0:15:34.084 --> 0:15:36.084
<v Speaker 1>to be a money tree and there was more money

0:15:36.164 --> 0:15:40.044
<v Speaker 1>under it. And the fact that you know, if you

0:15:40.044 --> 0:15:44.844
<v Speaker 1>think about it logically, right, you're your father's a smart man, entrepreneur,

0:15:45.364 --> 0:15:47.844
<v Speaker 1>Like you just have to say, huh, what is going

0:15:47.924 --> 0:15:51.604
<v Speaker 1>on in the brain of this incredibly intelligent person. And

0:15:51.764 --> 0:15:53.884
<v Speaker 1>it's one of these things where you know, I've written

0:15:53.884 --> 0:15:57.884
<v Speaker 1>about con artists a few books back, and you know,

0:15:57.924 --> 0:16:02.364
<v Speaker 1>you see these patterns of smart people, people who know better,

0:16:02.484 --> 0:16:06.524
<v Speaker 1>and yet they end up in these situations where they

0:16:06.604 --> 0:16:11.444
<v Speaker 1>keep trusting, they keep ignoring red flags because it's convenient, right,

0:16:11.564 --> 0:16:15.004
<v Speaker 1>And and it also it also says something about you, Right,

0:16:15.324 --> 0:16:17.284
<v Speaker 1>you don't want to be the person who left your

0:16:17.404 --> 0:16:21.604
<v Speaker 1>kids with a drug dealer, right, So it's easier to

0:16:21.644 --> 0:16:25.364
<v Speaker 1>say no, no, she really is trustworthy. Those things aren't true,

0:16:25.604 --> 0:16:29.004
<v Speaker 1>even though it's your kids, right, and if there's any

0:16:29.084 --> 0:16:31.204
<v Speaker 1>chance that this person is going to be involved in

0:16:31.204 --> 0:16:33.924
<v Speaker 1>an armed robbery, get your kids the fuck out of there.

0:16:36.524 --> 0:16:39.804
<v Speaker 1>But it's just all of these computing computing things, which

0:16:40.404 --> 0:16:42.724
<v Speaker 1>is huge.

0:16:41.804 --> 0:16:44.284
<v Speaker 2>And you know, it's funny. Like I was thinking, I

0:16:44.284 --> 0:16:48.364
<v Speaker 2>love your book, The Confidence Game, and I was thinking about,

0:16:48.404 --> 0:16:50.404
<v Speaker 2>you know, on the chapters and I can't remember which

0:16:50.604 --> 0:16:53.204
<v Speaker 2>how you frame it. It's not the road but denal,

0:16:53.804 --> 0:16:58.444
<v Speaker 2>like the power of denal, because it's your identity and

0:16:59.324 --> 0:17:03.844
<v Speaker 2>that I think it explains so many reasons why people

0:17:03.844 --> 0:17:06.084
<v Speaker 2>don't quit and they don't get out of bad decisions,

0:17:06.484 --> 0:17:09.284
<v Speaker 2>even when they know the client isn't trustworthy or the

0:17:09.404 --> 0:17:12.564
<v Speaker 2>investment isn't good or the nanny isn't like. Why we

0:17:12.604 --> 0:17:15.484
<v Speaker 2>can't extricate ourselves from that situations. I think it's just

0:17:15.684 --> 0:17:17.524
<v Speaker 2>a fascinating human flaw.

0:17:18.284 --> 0:17:22.964
<v Speaker 1>Yeah, it really is. It really is. And you know

0:17:24.124 --> 0:17:25.684
<v Speaker 1>everything ended well right.

0:17:25.644 --> 0:17:27.804
<v Speaker 2>Here, you are nice.

0:17:30.004 --> 0:17:32.764
<v Speaker 1>Yeah, you know the other details of the story are

0:17:32.804 --> 0:17:35.444
<v Speaker 1>fascinating and everyone should listen to it. But yeah, it is,

0:17:35.684 --> 0:17:38.204
<v Speaker 1>you know, it is a really interesting part of human nature,

0:17:38.524 --> 0:17:41.724
<v Speaker 1>right The way that we trust how we make those decisions.

0:17:42.044 --> 0:17:44.444
<v Speaker 1>And you know when you when you said Scottish accent

0:17:44.524 --> 0:17:46.484
<v Speaker 1>right for the nanny. This is something you and I

0:17:46.484 --> 0:17:49.244
<v Speaker 1>have spoken about, which is kind of your your gut feelings,

0:17:49.324 --> 0:17:53.044
<v Speaker 1>your your gut instincts, Oh, I like this person based

0:17:53.084 --> 0:17:54.324
<v Speaker 1>on what right?

0:17:54.844 --> 0:17:55.164
<v Speaker 2>Why?

0:17:55.604 --> 0:17:59.004
<v Speaker 1>Why is that the case? And as I've as I've

0:17:59.044 --> 0:18:01.684
<v Speaker 1>told you, that is not a good way to make decisions.

0:18:01.884 --> 0:18:04.444
<v Speaker 1>You know, my gut said so we're very bad at

0:18:04.484 --> 0:18:07.404
<v Speaker 1>figuring out whether the gut is correct or not, and

0:18:07.484 --> 0:18:11.244
<v Speaker 1>so asking that question why is crucial over and over

0:18:11.364 --> 0:18:11.844
<v Speaker 1>and over.

0:18:12.324 --> 0:18:15.324
<v Speaker 2>Now you and can I just say, I don't know

0:18:15.364 --> 0:18:17.404
<v Speaker 2>if you find this, but when I challenge, because I

0:18:17.804 --> 0:18:20.404
<v Speaker 2>like to believe I'm an intuited person, right, and I'm

0:18:20.444 --> 0:18:22.524
<v Speaker 2>still kind of figuring out what that means. I think

0:18:22.564 --> 0:18:26.204
<v Speaker 2>it means that I'm good at reading the room and

0:18:26.204 --> 0:18:29.124
<v Speaker 2>I'm good at reading energy versus predicting how things are

0:18:29.124 --> 0:18:30.724
<v Speaker 2>going to turn out, which I think is what people

0:18:30.764 --> 0:18:33.844
<v Speaker 2>think intuition is, right, It's more of a I see

0:18:33.884 --> 0:18:36.524
<v Speaker 2>it as more reading the state someone is in and

0:18:36.524 --> 0:18:39.844
<v Speaker 2>how engaged they are with you versus what's going to happen.

0:18:40.764 --> 0:18:43.844
<v Speaker 2>And when I challenge people to say, look, it's not

0:18:43.884 --> 0:18:46.884
<v Speaker 2>the intuition is a bad thing, particularly in situations where

0:18:46.964 --> 0:18:50.444
<v Speaker 2>you recognize that pattern. It's the lack of information. So

0:18:50.484 --> 0:18:52.804
<v Speaker 2>when you rely on the intuition and you just don't

0:18:52.844 --> 0:18:57.524
<v Speaker 2>have enough reliable information, people hate this idea that they're like,

0:18:57.604 --> 0:19:01.204
<v Speaker 2>this flies in the face of emotional intelligence, and this,

0:19:01.444 --> 0:19:04.084
<v Speaker 2>you know, this is going to slow down decision making

0:19:04.164 --> 0:19:06.124
<v Speaker 2>and what do you expect that we're going to get

0:19:06.124 --> 0:19:08.284
<v Speaker 2>all this information about people? And how do we know

0:19:08.284 --> 0:19:11.324
<v Speaker 2>if the information is really liable? And I find it

0:19:11.404 --> 0:19:14.564
<v Speaker 2>really interesting that it sparks something so visceral and deep

0:19:14.604 --> 0:19:17.364
<v Speaker 2>in people that they rely on the intuition.

0:19:17.484 --> 0:19:20.484
<v Speaker 1>So Heavenly, yeah, people really don't like to hear that.

0:19:20.524 --> 0:19:23.284
<v Speaker 1>I find that. I find that as well. And it's

0:19:23.484 --> 0:19:26.284
<v Speaker 1>very funny because you know, I play poker as well,

0:19:26.644 --> 0:19:29.764
<v Speaker 1>and there are a lot of poker players who are

0:19:29.844 --> 0:19:34.004
<v Speaker 1>very mathematical, right, like, very quantitative. They use Solber outputs,

0:19:34.004 --> 0:19:37.124
<v Speaker 1>it's all very you know, very precise. And yet when

0:19:37.244 --> 0:19:39.964
<v Speaker 1>I say something like you should not trust your gut,

0:19:40.004 --> 0:19:43.524
<v Speaker 1>you should not trust they get so upset, right because

0:19:43.564 --> 0:19:46.364
<v Speaker 1>even someone's so mathematical to them, it seems like there's

0:19:46.604 --> 0:19:49.884
<v Speaker 1>you know, the sixth sense, there's something else that like

0:19:50.764 --> 0:19:53.444
<v Speaker 1>that you know has to be has to be there,

0:19:53.484 --> 0:19:56.364
<v Speaker 1>And I have to say, well, sometimes your gut is right, right,

0:19:56.604 --> 0:19:58.644
<v Speaker 1>but you need to ask, like, what is it based

0:19:58.684 --> 0:20:01.604
<v Speaker 1>on where's the information coming from? Do I have expertise

0:20:01.644 --> 0:20:05.244
<v Speaker 1>in this right? Is this something that is just unconscious

0:20:05.284 --> 0:20:08.364
<v Speaker 1>expertise or is it something that is just a feeling

0:20:08.444 --> 0:20:13.604
<v Speaker 1>based on who knows what? Right? And it could be

0:20:13.844 --> 0:20:17.684
<v Speaker 1>very good pattern recognition, or it could be bullshit, but

0:20:17.284 --> 0:20:20.444
<v Speaker 1>people really do not like to hear that, and it's

0:20:20.524 --> 0:20:23.764
<v Speaker 1>it's that's a I think that's such an interesting point

0:20:23.924 --> 0:20:24.844
<v Speaker 1>about trust.

0:20:25.124 --> 0:20:28.004
<v Speaker 2>And I think it's I'm doing this interesting thing tomorrow

0:20:28.084 --> 0:20:31.244
<v Speaker 2>on gen Z. This is the biggest study done in

0:20:31.284 --> 0:20:33.404
<v Speaker 2>the UK on how they trust and how they think

0:20:33.404 --> 0:20:36.084
<v Speaker 2>about the truth. And one of the things that I've

0:20:36.084 --> 0:20:38.724
<v Speaker 2>been thinking about related to this is how much they

0:20:39.644 --> 0:20:43.204
<v Speaker 2>not just gen Z, but rely on feelings over facts

0:20:43.284 --> 0:20:46.484
<v Speaker 2>to make a decision. And that is so much to

0:20:46.564 --> 0:20:50.684
<v Speaker 2>do with sort of the invisible hand of algorithms, So

0:20:50.884 --> 0:20:54.404
<v Speaker 2>the vertical nature of fees where you can find things

0:20:54.404 --> 0:20:57.524
<v Speaker 2>to validate how you're feeling, not even that day, that moment,

0:20:57.884 --> 0:20:59.764
<v Speaker 2>that then becomes the way you make a decision, and

0:21:00.204 --> 0:21:04.164
<v Speaker 2>that really frightens me. This idea of feeling your way

0:21:04.204 --> 0:21:07.844
<v Speaker 2>through a decision versus looking for reliable information.

0:21:08.324 --> 0:21:12.404
<v Speaker 1>That's incredibly scary that you know, I think that that

0:21:12.524 --> 0:21:16.404
<v Speaker 1>is something that is the opposite of what your whole

0:21:16.404 --> 0:21:20.284
<v Speaker 1>book is about about trust, right, and the opposite of

0:21:20.324 --> 0:21:23.724
<v Speaker 1>everything that I've tried to do, because feelings are sometimes

0:21:23.724 --> 0:21:27.524
<v Speaker 1>integral to a decision, but usually they're incidental. Right. There's

0:21:27.644 --> 0:21:31.084
<v Speaker 1>a whole area of psychology that talks about how poor

0:21:31.164 --> 0:21:34.404
<v Speaker 1>our decision making ability is when we rely on feelings

0:21:34.404 --> 0:21:36.044
<v Speaker 1>because most of the time they have nothing to do

0:21:36.164 --> 0:21:40.284
<v Speaker 1>with the decision at hand. And there's even a term

0:21:40.364 --> 0:21:43.324
<v Speaker 1>called mood as information when we use kind of the

0:21:43.324 --> 0:21:46.124
<v Speaker 1>mood we're in as information when we shouldn't. Right, it's

0:21:46.124 --> 0:21:50.404
<v Speaker 1>a it's a major fallacy, and it really influences decisions

0:21:50.444 --> 0:22:07.364
<v Speaker 1>in a negative way. Let's talk about something a little

0:22:07.364 --> 0:22:10.364
<v Speaker 1>bit more positive, because you you in reviewed some really

0:22:10.404 --> 0:22:15.884
<v Speaker 1>interesting people who have used trust in really interesting ways,

0:22:16.644 --> 0:22:19.124
<v Speaker 1>and I was, you know, some very inspiring people like

0:22:19.124 --> 0:22:24.404
<v Speaker 1>the Spanish teacher ms rad right, who who is Well,

0:22:24.444 --> 0:22:26.364
<v Speaker 1>why don't you tell us a little bit about her?

0:22:26.604 --> 0:22:29.964
<v Speaker 1>And about this distinction which I think is really really

0:22:30.084 --> 0:22:32.764
<v Speaker 1>nice that you make between earning trust and building trust.

0:22:33.724 --> 0:22:38.364
<v Speaker 2>Yeah, Miss rad Oh, she was. I shouldn't pick favorites,

0:22:38.404 --> 0:22:42.564
<v Speaker 2>but it really was incredible. She's was a Teacher of

0:22:42.564 --> 0:22:45.444
<v Speaker 2>the Year in Illinois, and I think the thing that

0:22:45.484 --> 0:22:48.364
<v Speaker 2>really struck me about her is that she's working in

0:22:48.364 --> 0:22:51.524
<v Speaker 2>a pretty tough environment and she's working with often with

0:22:51.644 --> 0:22:56.244
<v Speaker 2>children that have never learned how to trust anyone. They've

0:22:56.244 --> 0:22:59.204
<v Speaker 2>never learned how to trust a teacher, a parent, a custodian,

0:22:59.324 --> 0:23:05.084
<v Speaker 2>a friend, and she feels like she's teaching them Spanish.

0:23:05.124 --> 0:23:07.044
<v Speaker 2>But actually the outcome of the year is that they've

0:23:07.084 --> 0:23:10.404
<v Speaker 2>learned how to trust someone and that someone trusts them.

0:23:11.124 --> 0:23:14.524
<v Speaker 2>And there's so much to the things that she does.

0:23:14.604 --> 0:23:18.244
<v Speaker 2>But what I realized, we're listening to listen to it again.

0:23:18.844 --> 0:23:21.844
<v Speaker 2>First of all, everything she does is free, like it's

0:23:21.884 --> 0:23:25.444
<v Speaker 2>not big gestures, they're really small things. So she makes

0:23:25.484 --> 0:23:29.204
<v Speaker 2>sure before the first day of term she knows every

0:23:29.364 --> 0:23:33.204
<v Speaker 2>child's first name and last name, and not only that,

0:23:33.244 --> 0:23:36.564
<v Speaker 2>she knows their interests. She speaks to the other teachers.

0:23:36.604 --> 0:23:39.444
<v Speaker 2>She finds out what they enjoy, where they're struggling, even

0:23:39.444 --> 0:23:42.404
<v Speaker 2>where they like to sit in the classroom, and so

0:23:43.004 --> 0:23:45.324
<v Speaker 2>you know, when they walk in, they're like, Oh, this

0:23:45.364 --> 0:23:49.124
<v Speaker 2>person cares. They took the time to understand all these things.

0:23:49.484 --> 0:23:53.764
<v Speaker 2>She works on the premise that she's a giver of trust,

0:23:54.004 --> 0:23:56.844
<v Speaker 2>so they don't have it, and so many teachers don't

0:23:56.844 --> 0:23:58.644
<v Speaker 2>do this right. Like it's like you have to prove

0:23:58.724 --> 0:24:03.284
<v Speaker 2>yourself to me, and that proving yourself to me is

0:24:03.324 --> 0:24:06.884
<v Speaker 2>such an old way of thinking about power, which, to

0:24:06.924 --> 0:24:10.204
<v Speaker 2>your question, is tied to this distinction between how do

0:24:10.284 --> 0:24:13.484
<v Speaker 2>I build trust versus how do I earn trust? When

0:24:13.524 --> 0:24:16.444
<v Speaker 2>you say how do I build trust, that is like

0:24:17.444 --> 0:24:19.324
<v Speaker 2>I'm going to behave in a certain way and then

0:24:19.364 --> 0:24:22.364
<v Speaker 2>I expect you to follow me. I expect you to

0:24:22.444 --> 0:24:26.804
<v Speaker 2>do something for me, versus what miss Rad was demonstrating

0:24:26.924 --> 0:24:29.564
<v Speaker 2>is that actually, you know, you have to continuously earn trust,

0:24:30.444 --> 0:24:32.244
<v Speaker 2>and the best way to do that is to give

0:24:32.284 --> 0:24:36.124
<v Speaker 2>it first, and then it becomes this really powerful loop.

0:24:36.844 --> 0:24:40.324
<v Speaker 1>Yeah. I think that a lot of bosses and business

0:24:40.404 --> 0:24:44.084
<v Speaker 1>leaders should listen to your lesson with miss Rad because

0:24:44.244 --> 0:24:46.244
<v Speaker 1>it seems like it would really improve a lot of

0:24:46.244 --> 0:24:50.044
<v Speaker 1>office cultures, because you do talk about this about kind

0:24:50.044 --> 0:24:52.764
<v Speaker 1>of the flip side. When you do have cultures where

0:24:53.164 --> 0:24:56.404
<v Speaker 1>there isn't trust right, where people micromanage, where you feel

0:24:57.324 --> 0:25:00.684
<v Speaker 1>like you're you're not being empowered, and then people do

0:25:00.764 --> 0:25:04.884
<v Speaker 1>all sorts of shit to you know, when they feel

0:25:04.884 --> 0:25:06.924
<v Speaker 1>like that, when they're like, fine, you don't trust me.

0:25:07.164 --> 0:25:11.244
<v Speaker 1>You know, you have the example of it Spencer reports, Right, Okay, fine,

0:25:11.444 --> 0:25:14.044
<v Speaker 1>like how do I expense this bottle of wine? Like

0:25:14.084 --> 0:25:16.044
<v Speaker 1>how do I figure out a way to screw you over?

0:25:16.204 --> 0:25:17.884
<v Speaker 1>Because you don't trust me?

0:25:18.204 --> 0:25:18.404
<v Speaker 2>Right?

0:25:18.444 --> 0:25:20.764
<v Speaker 1>And I have actually found that. So my next book

0:25:20.804 --> 0:25:23.364
<v Speaker 1>is about cheating. But you find that when you have

0:25:23.484 --> 0:25:27.204
<v Speaker 1>these kinds of things and people feel like they can cheat, right,

0:25:27.284 --> 0:25:29.564
<v Speaker 1>they feel like and they can feel like they can

0:25:29.604 --> 0:25:34.444
<v Speaker 1>do things like take office supplies home, take stuff from

0:25:34.444 --> 0:25:36.284
<v Speaker 1>the fridge that was brought from the office and just

0:25:36.404 --> 0:25:38.284
<v Speaker 1>take it home, and they don't feel like that's stealing,

0:25:38.324 --> 0:25:40.724
<v Speaker 1>even though it is right, that's not why it's therefore,

0:25:40.724 --> 0:25:42.964
<v Speaker 1>but they're like, well, you know, if you're if you're

0:25:43.004 --> 0:25:45.444
<v Speaker 1>not trusting me, if you're doing all of these things,

0:25:45.524 --> 0:25:49.804
<v Speaker 1>then I'm going to act accordingly. And in this classroom,

0:25:49.964 --> 0:25:53.604
<v Speaker 1>you see, you know, students who misbehaved and who were

0:25:53.604 --> 0:25:59.804
<v Speaker 1>problems students suddenly become leaders and really promising students because

0:25:59.884 --> 0:26:02.604
<v Speaker 1>of this trust dynamic shift. And I think that this

0:26:02.724 --> 0:26:06.724
<v Speaker 1>is just such a powerful and wonderful lesson that we

0:26:06.804 --> 0:26:09.924
<v Speaker 1>can use in a lot of different cultures. Right your school,

0:26:10.004 --> 0:26:12.084
<v Speaker 1>even though I think it's incredibly important in the classroom,

0:26:12.204 --> 0:26:14.764
<v Speaker 1>but I think it's important as we think about corporate

0:26:14.804 --> 0:26:17.644
<v Speaker 1>cultures all the way up. And it's it's a point

0:26:17.684 --> 0:26:21.644
<v Speaker 1>that I think people don't necessarily understand because sometimes they

0:26:21.684 --> 0:26:23.844
<v Speaker 1>think that, well, you know, you need to kind of

0:26:24.684 --> 0:26:26.564
<v Speaker 1>you need to urge, you need to you need to

0:26:26.644 --> 0:26:29.764
<v Speaker 1>kind of micro manage and do these kinds of things,

0:26:30.244 --> 0:26:32.404
<v Speaker 1>because well, who are they, right, I'm the boss.

0:26:33.364 --> 0:26:36.764
<v Speaker 2>Yeah, And it's it's it's such an obvious thing to say,

0:26:36.764 --> 0:26:38.884
<v Speaker 2>but we take trust for granted until it's gone, and

0:26:38.884 --> 0:26:41.684
<v Speaker 2>then it brings out the very worst behaviors, whether that's

0:26:41.724 --> 0:26:45.204
<v Speaker 2>cheating or survival. So I had a student she put

0:26:45.244 --> 0:26:47.044
<v Speaker 2>this so well because she was saying, like, you know,

0:26:47.084 --> 0:26:48.724
<v Speaker 2>why don't want we talk about trust? Do we so

0:26:48.804 --> 0:26:52.044
<v Speaker 2>often talk about mistrust or distrust or a lack of trust?

0:26:52.164 --> 0:26:54.084
<v Speaker 2>And then she admitted she didn't really understand the difference

0:26:54.084 --> 0:26:57.444
<v Speaker 2>between those things, which is interesting in itself mistrust, distrust,

0:26:57.564 --> 0:27:00.044
<v Speaker 2>lack of trust. But then she said, you know, do

0:27:00.084 --> 0:27:02.404
<v Speaker 2>you know what to me, like when I've been in

0:27:02.484 --> 0:27:05.804
<v Speaker 2>a work environment and you can just feel like someone

0:27:06.244 --> 0:27:09.084
<v Speaker 2>took the plug out and the trust is seeping out

0:27:09.084 --> 0:27:12.364
<v Speaker 2>that organization. She said, you know, you owned a goldfish,

0:27:12.364 --> 0:27:14.084
<v Speaker 2>and you can imagine like she's doing this in an

0:27:14.164 --> 0:27:16.844
<v Speaker 2>NBA lecture hall. It's about one hundred and twenty students,

0:27:16.884 --> 0:27:19.124
<v Speaker 2>and I'm like, yes, I owned a goldfish and it

0:27:19.164 --> 0:27:21.564
<v Speaker 2>was called Flash Gordon. I'm trying to give her permission

0:27:21.604 --> 0:27:23.724
<v Speaker 2>to tell the story here, and she's like, your goldfish

0:27:23.804 --> 0:27:25.404
<v Speaker 2>was called Flash Gordon. I was like, could we get

0:27:25.444 --> 0:27:28.524
<v Speaker 2>to the mesophor so. Then she says, you don't only

0:27:28.524 --> 0:27:31.524
<v Speaker 2>own a goldfish, and you're not a particularly responsible pet

0:27:31.604 --> 0:27:34.564
<v Speaker 2>owner golfish owner, and you don't fill the bowl up,

0:27:35.044 --> 0:27:38.484
<v Speaker 2>and gradually, over time the water goes down and you

0:27:38.564 --> 0:27:41.764
<v Speaker 2>don't really notice the water going down until one day

0:27:41.804 --> 0:27:45.484
<v Speaker 2>you come home. And she did this with actions. The

0:27:45.524 --> 0:27:49.964
<v Speaker 2>fish is gold ping like like like it can't breathe,

0:27:50.084 --> 0:27:53.084
<v Speaker 2>it's suffocating, and the fish is about to die. And

0:27:53.124 --> 0:27:55.764
<v Speaker 2>she said that's what I think happens to trust, is

0:27:55.844 --> 0:28:03.204
<v Speaker 2>like it just dissipates until people feel suffocated. So I

0:28:03.244 --> 0:28:07.004
<v Speaker 2>think this is It really struck me because the Edelman

0:28:07.044 --> 0:28:10.924
<v Speaker 2>Trust Barometer just came out, which bigs feelings about and

0:28:11.124 --> 0:28:14.404
<v Speaker 2>gallop at the same time the biggest trust surveys, and

0:28:14.564 --> 0:28:18.124
<v Speaker 2>both of them showed that the lowest the highest trust falls.

0:28:18.364 --> 0:28:21.044
<v Speaker 2>So the biggest difference in trust points it's not in

0:28:21.084 --> 0:28:25.364
<v Speaker 2>politics or media, it's in employees. It's like a ten

0:28:25.524 --> 0:28:30.564
<v Speaker 2>point four in employee engagement and trust. And that's that's

0:28:30.764 --> 0:28:33.284
<v Speaker 2>very right. It's huge right that you always be with

0:28:33.324 --> 0:28:36.124
<v Speaker 2>disengaged and or they are not behaving well, and that

0:28:36.244 --> 0:28:38.124
<v Speaker 2>is that is toxic for both sides.

0:28:38.164 --> 0:28:42.724
<v Speaker 1>The equation that is that is concerning. And you talk

0:28:42.804 --> 0:28:46.044
<v Speaker 1>about distrust, right, and you and you talk about I

0:28:46.084 --> 0:28:47.964
<v Speaker 1>think the goldfish story is a great one. You know,

0:28:48.004 --> 0:28:53.724
<v Speaker 1>you talk about kind of the three d's, right, the defensiveness, disengagement, disenchantment,

0:28:54.164 --> 0:28:57.204
<v Speaker 1>and how you don't always see those happening. It's very

0:28:57.204 --> 0:29:00.324
<v Speaker 1>easy to miss. It's very easy to not have the

0:29:00.324 --> 0:29:06.724
<v Speaker 1>communication infrastructure needed to kind of have those cycles not

0:29:06.924 --> 0:29:09.004
<v Speaker 1>take place, and then you end up like a gold

0:29:09.004 --> 0:29:11.244
<v Speaker 1>being goal fish and you're not quite sure how to

0:29:11.244 --> 0:29:14.284
<v Speaker 1>fix it, and then you get a consultant in there,

0:29:14.364 --> 0:29:17.524
<v Speaker 1>and you end up refilling the water tank without actually

0:29:17.964 --> 0:29:21.804
<v Speaker 1>addressing any of the issues that made the water go

0:29:21.924 --> 0:29:24.964
<v Speaker 1>down in the first place. So you know, maybe you

0:29:25.204 --> 0:29:27.484
<v Speaker 1>refill the water, but you know that goldfish is not

0:29:27.524 --> 0:29:28.164
<v Speaker 1>going to do well.

0:29:28.844 --> 0:29:32.404
<v Speaker 2>Why wasn't anyone watching the boat? Why did no one care? Why? Like,

0:29:32.564 --> 0:29:35.564
<v Speaker 2>why was no one nourishing these more things? So I

0:29:35.604 --> 0:29:38.364
<v Speaker 2>do think it's a really good metaphor to think about

0:29:38.444 --> 0:29:39.364
<v Speaker 2>workplace culture.

0:29:53.124 --> 0:29:56.244
<v Speaker 1>Now, you know, let's turn this positive again. You you've

0:29:56.284 --> 0:29:59.844
<v Speaker 1>talked to people who actually have very good workplace culture.

0:30:00.084 --> 0:30:04.204
<v Speaker 1>But let's start with a hotel hospitality. You talked to

0:30:04.404 --> 0:30:07.204
<v Speaker 1>someone you Jane you right, who's the CEO of the

0:30:07.244 --> 0:30:12.404
<v Speaker 1>Dorchester and he well, tell me a little bit about him,

0:30:12.404 --> 0:30:15.004
<v Speaker 1>and tell me what you learned from him about trust

0:30:15.204 --> 0:30:18.484
<v Speaker 1>and kind of good ways to have that rapport because

0:30:18.524 --> 0:30:20.404
<v Speaker 1>he's very good not just a building trust, but at

0:30:20.484 --> 0:30:21.284
<v Speaker 1>repairing trust.

0:30:21.724 --> 0:30:25.604
<v Speaker 2>Yeah, so I'm fascinated by hotels. I don't know about you,

0:30:25.684 --> 0:30:28.004
<v Speaker 2>but like, it's not I want to go into hospitality,

0:30:28.124 --> 0:30:30.844
<v Speaker 2>but they just I'm always like the theater and how

0:30:30.844 --> 0:30:34.444
<v Speaker 2>they run and what goes on behind the scenes. So

0:30:34.684 --> 0:30:36.604
<v Speaker 2>for listen, you don't know the Dorors to collection, it's

0:30:36.684 --> 0:30:38.924
<v Speaker 2>it's it's some of the nicest hotels in the world,

0:30:39.044 --> 0:30:42.004
<v Speaker 2>like it's the bel Air and the Beverly Hills and

0:30:42.444 --> 0:30:46.604
<v Speaker 2>that that really fancy one in Paris. The hotels are incredible,

0:30:46.724 --> 0:30:51.524
<v Speaker 2>l Maurice Maurice right. And I did get to stay

0:30:51.524 --> 0:30:54.484
<v Speaker 2>in one as a work project, which was a real.

0:30:55.164 --> 0:30:57.924
<v Speaker 1>Rachel, can I do a work project hotel?

0:31:01.524 --> 0:31:02.964
<v Speaker 2>It was so fine. It was one of those trips

0:31:02.964 --> 0:31:05.204
<v Speaker 2>where I digressed, but I said to him, I really

0:31:05.244 --> 0:31:07.124
<v Speaker 2>don't want to go. And then I got there and

0:31:07.124 --> 0:31:09.284
<v Speaker 2>I was like, this is the best work trip ever

0:31:09.524 --> 0:31:13.804
<v Speaker 2>because this link to the story. The way they make

0:31:13.884 --> 0:31:19.044
<v Speaker 2>people feel at home, and the way they recognize guests

0:31:19.164 --> 0:31:23.444
<v Speaker 2>and not in like chocolate on your pillow ways I'd

0:31:23.484 --> 0:31:27.684
<v Speaker 2>never experienced, not seen. I'd never experienced that feeling before,

0:31:28.124 --> 0:31:30.604
<v Speaker 2>and so I was like, how do they do this?

0:31:31.204 --> 0:31:34.164
<v Speaker 2>And they're so good at doing it that they run

0:31:34.164 --> 0:31:37.404
<v Speaker 2>a training program where they don't just train their own staff,

0:31:37.604 --> 0:31:41.124
<v Speaker 2>they train British Airways, Marks and Spent, all these companies

0:31:41.164 --> 0:31:44.084
<v Speaker 2>around the world train on culture because they know how

0:31:44.164 --> 0:31:47.324
<v Speaker 2>to do it. And the thing that struck me was that,

0:31:47.804 --> 0:31:51.564
<v Speaker 2>first of all, he'd worked in every single department of

0:31:51.604 --> 0:31:54.164
<v Speaker 2>the hotel. He'd even like been on the roof or

0:31:54.164 --> 0:31:57.324
<v Speaker 2>repaired the air conditioners. You know, he'd been in the

0:31:57.444 --> 0:31:59.124
<v Speaker 2>wash and not like for the day, you know how

0:31:59.124 --> 0:32:01.684
<v Speaker 2>some of the CEOs do it for an hour like

0:32:01.724 --> 0:32:07.084
<v Speaker 2>a rotation. He understood the hotel like a body. He

0:32:07.364 --> 0:32:11.804
<v Speaker 2>understood the nervous system, He understood the components, and he

0:32:12.404 --> 0:32:16.324
<v Speaker 2>knew how all of this was interconnected and if one

0:32:16.404 --> 0:32:19.324
<v Speaker 2>thing went down, how it impacted others. So that was

0:32:19.604 --> 0:32:24.964
<v Speaker 2>just like, wow, how many leaders understand the whole ecology

0:32:25.124 --> 0:32:28.884
<v Speaker 2>and cultural system of their business. The other thing that

0:32:28.924 --> 0:32:34.124
<v Speaker 2>I thought was just incredible was how much he empowered

0:32:34.724 --> 0:32:38.844
<v Speaker 2>his team to do the right thing. And you know,

0:32:38.924 --> 0:32:42.084
<v Speaker 2>this wasn't like the mised alarm call. He spoke about

0:32:42.084 --> 0:32:46.004
<v Speaker 2>a lot because that's a big thing, and that if

0:32:46.124 --> 0:32:48.684
<v Speaker 2>they missed an alarm calls. I mean people still use

0:32:48.804 --> 0:32:52.564
<v Speaker 2>alarm calls, which I find strange that the personal reception

0:32:53.284 --> 0:32:56.724
<v Speaker 2>has the autonomy to book another flight a business class

0:32:56.724 --> 0:33:01.044
<v Speaker 2>fight without any kind of approval, regardless of the cost.

0:33:01.924 --> 0:33:04.364
<v Speaker 1>Yeah, that was absolutely crazy. I was like, well, yeah,

0:33:04.364 --> 0:33:06.244
<v Speaker 1>that is the way to remedy it, right, Like if

0:33:06.284 --> 0:33:09.604
<v Speaker 1>you make me miss my float because you screwed up up,

0:33:10.044 --> 0:33:12.044
<v Speaker 1>then you know, and he says, you know, if it

0:33:12.124 --> 0:33:15.764
<v Speaker 1>costs ten thousand dollars, doesn't matter, right, Yeah.

0:33:15.324 --> 0:33:17.124
<v Speaker 2>And now this is an elite I mean, this is

0:33:17.124 --> 0:33:19.404
<v Speaker 2>a privilege, right, this is an incredible hotel where people

0:33:19.404 --> 0:33:21.524
<v Speaker 2>a pay an absolute fortune. But the point of the

0:33:21.564 --> 0:33:24.684
<v Speaker 2>story was that the apology has to match.

0:33:25.084 --> 0:33:29.404
<v Speaker 1>Yeah, and I think that Eugenio has a really good

0:33:29.484 --> 0:33:33.564
<v Speaker 1>rubric for it, you know. Basically, I think the to me,

0:33:33.724 --> 0:33:37.044
<v Speaker 1>the most important point of how you know he speaks

0:33:37.044 --> 0:33:40.004
<v Speaker 1>about this is that trust is going to be broken, right,

0:33:40.324 --> 0:33:43.524
<v Speaker 1>Like we have this illusion that like, oh, this is

0:33:43.564 --> 0:33:47.524
<v Speaker 1>a trustworthy person, this trustworthy institution, trustworthy blah blah blah.

0:33:47.564 --> 0:33:52.164
<v Speaker 1>So I can trust a blanket, right, shit goes wrong? Yeah, right,

0:33:52.364 --> 0:33:56.644
<v Speaker 1>that's life. It happens all the time. People are going

0:33:56.684 --> 0:33:59.924
<v Speaker 1>to break your trust on an individual level and on

0:33:59.964 --> 0:34:03.364
<v Speaker 1>an institutional level. How do you respond to that?

0:34:03.484 --> 0:34:03.724
<v Speaker 2>Yeah?

0:34:03.964 --> 0:34:08.124
<v Speaker 1>How do you repair it? How do you actually make

0:34:08.164 --> 0:34:10.644
<v Speaker 1>it so that the trust doesn't go away, right, so

0:34:10.684 --> 0:34:13.324
<v Speaker 1>that it becomes stronger. I think that that is the

0:34:13.364 --> 0:34:16.364
<v Speaker 1>crucial thing here, Right. It's not like there's this beautiful

0:34:16.404 --> 0:34:18.484
<v Speaker 1>thing and you can trust this and you can't trust this.

0:34:19.044 --> 0:34:22.284
<v Speaker 1>That is not how it works. It is much more complex.

0:34:22.324 --> 0:34:24.964
<v Speaker 2>I think to your point, what's so powerful by his

0:34:25.044 --> 0:34:27.684
<v Speaker 2>story is that he says it happens like a hundred

0:34:27.684 --> 0:34:29.804
<v Speaker 2>times in a day in a hotel. More like he's

0:34:29.844 --> 0:34:33.844
<v Speaker 2>constantly repairing trust. And there is a distinction between those

0:34:33.884 --> 0:34:36.364
<v Speaker 2>most moments and what people would call a trust crisis,

0:34:36.764 --> 0:34:39.364
<v Speaker 2>you know, so a trust crisis like an AWE spill

0:34:39.804 --> 0:34:44.124
<v Speaker 2>Cambridge Analytica, that's how people tend to think of trust

0:34:44.124 --> 0:34:46.964
<v Speaker 2>breaking down. And yes, of course those things are going

0:34:47.044 --> 0:34:49.764
<v Speaker 2>to hur and there's a lot of repair to be

0:34:49.804 --> 0:34:54.044
<v Speaker 2>done there, but it's it's micro moments that often, particularly

0:34:54.044 --> 0:34:55.724
<v Speaker 2>if you're in a customer centric or even just an

0:34:55.724 --> 0:34:59.964
<v Speaker 2>employee centric company, they're the things that people don't think about,

0:35:00.004 --> 0:35:02.844
<v Speaker 2>like how do you empower people to repair those those things?

0:35:03.164 --> 0:35:05.244
<v Speaker 2>And then the other key thing tied to risk, which

0:35:05.284 --> 0:35:09.804
<v Speaker 2>I thought was really key, is he doesn't want people

0:35:09.844 --> 0:35:12.524
<v Speaker 2>to be risk adversed. He doesn't want his employees to

0:35:12.564 --> 0:35:15.684
<v Speaker 2>be risk adverse. So it's how does he set the

0:35:15.724 --> 0:35:19.164
<v Speaker 2>boundaries and be really clear about expectations so that they

0:35:19.204 --> 0:35:22.204
<v Speaker 2>can play and they can delight, and they can do

0:35:22.364 --> 0:35:27.644
<v Speaker 2>things still following service protocol. And I think that was

0:35:27.724 --> 0:35:29.924
<v Speaker 2>just amazing to learn how they do that.

0:35:30.724 --> 0:35:32.764
<v Speaker 1>I think that that is a really crucial point. You

0:35:32.844 --> 0:35:36.324
<v Speaker 1>have to empower people to take risks because a lot

0:35:36.364 --> 0:35:40.764
<v Speaker 1>of times, you know, trust gets broken and things go wrong,

0:35:40.924 --> 0:35:44.484
<v Speaker 1>and people, you know, you've created a culture where they

0:35:44.524 --> 0:35:47.764
<v Speaker 1>will be punished, right if they if they go and

0:35:47.804 --> 0:35:50.444
<v Speaker 1>do something else. And I think this is actually a

0:35:50.604 --> 0:35:54.204
<v Speaker 1>huge organizational problem, at least in the United States. I

0:35:54.204 --> 0:35:56.244
<v Speaker 1>don't know if it's the case in the UK as well,

0:35:56.404 --> 0:35:59.404
<v Speaker 1>where businesses say, oh, you know, we love risk taking.

0:35:59.884 --> 0:36:02.164
<v Speaker 1>You know, we want our employees to be creative and

0:36:02.204 --> 0:36:04.604
<v Speaker 1>innovative and blah blah blah. But it didn't work out,

0:36:04.684 --> 0:36:07.404
<v Speaker 1>Oh you're fired. Right, What kind of a culture are

0:36:07.444 --> 0:36:11.004
<v Speaker 1>you actually creating where you pay lip service to this

0:36:11.164 --> 0:36:14.564
<v Speaker 1>but you don't actually inspire that kind of behavior because

0:36:14.604 --> 0:36:16.604
<v Speaker 1>people are scared. They know that if you take a

0:36:16.684 --> 0:36:19.364
<v Speaker 1>risk and it doesn't work out, that that's not good

0:36:19.364 --> 0:36:19.644
<v Speaker 1>for you.

0:36:20.404 --> 0:36:22.204
<v Speaker 2>Yeah, and it's it's something I mean, I'd love to

0:36:22.244 --> 0:36:25.084
<v Speaker 2>ask you these questions because I've often wandered like it's

0:36:25.084 --> 0:36:27.164
<v Speaker 2>taking risk of privilege.

0:36:27.444 --> 0:36:31.244
<v Speaker 1>Yeah, I think that taking risk is a privilege because

0:36:31.884 --> 0:36:34.444
<v Speaker 1>you know, I've written about this and I've thought a

0:36:34.444 --> 0:36:37.324
<v Speaker 1>lot about this, you know, a really nice way of

0:36:37.324 --> 0:36:41.404
<v Speaker 1>thinking about it. Is you know, when you're looking at

0:36:42.084 --> 0:36:46.284
<v Speaker 1>all of these classic biases that Danny Kahneman talked about, right,

0:36:47.084 --> 0:36:51.204
<v Speaker 1>risk aversion, loss of version, all of these fallacies of

0:36:51.244 --> 0:36:55.084
<v Speaker 1>the human mind, right where you prefer the certain outcome

0:36:55.124 --> 0:36:56.964
<v Speaker 1>over the gamble, even though the gamble has a higher

0:36:56.964 --> 0:37:00.044
<v Speaker 1>expected value, et cetera, et cetera, et cetera, they become

0:37:00.124 --> 0:37:05.684
<v Speaker 1>completely correct and not fallacious if you can't afford to lose. Right,

0:37:06.244 --> 0:37:09.444
<v Speaker 1>if you are someone who you know you need this

0:37:09.524 --> 0:37:12.164
<v Speaker 1>money to pay the rent, you need this money to

0:37:13.004 --> 0:37:16.964
<v Speaker 1>get medicine, even though the risk might actually the expected

0:37:17.044 --> 0:37:20.244
<v Speaker 1>value might be like millions, right, and you can get

0:37:20.284 --> 0:37:23.964
<v Speaker 1>a sure thing of however much it is, you will

0:37:24.004 --> 0:37:26.284
<v Speaker 1>take the shore thing or if the loss right, if

0:37:26.364 --> 0:37:30.124
<v Speaker 1>you gamble and you could potentially make a lot, but

0:37:30.164 --> 0:37:33.404
<v Speaker 1>you could also lose something that's going to affect your

0:37:33.404 --> 0:37:37.364
<v Speaker 1>ability to pay for your for your livelihood. You shouldn't

0:37:37.364 --> 0:37:40.164
<v Speaker 1>take that gamble, right, because you should actually take the

0:37:40.204 --> 0:37:43.084
<v Speaker 1>sure thing always. And so you see how all of

0:37:43.084 --> 0:37:48.404
<v Speaker 1>these quote unquote fallacies can be completely correct depending on

0:37:48.444 --> 0:37:51.204
<v Speaker 1>who you are, what risk context you're coming from, and

0:37:51.284 --> 0:37:54.204
<v Speaker 1>so absolutely risk taking is a privilege. It means you

0:37:54.244 --> 0:37:57.084
<v Speaker 1>can afford to lose. Right, you can afford the risk

0:37:57.124 --> 0:38:01.924
<v Speaker 1>of ruin and some people can't. And sometimes you don't

0:38:02.004 --> 0:38:04.324
<v Speaker 1>understand why someone doesn't take a risk, and you have

0:38:04.404 --> 0:38:06.684
<v Speaker 1>to ask, well, okay, what is it about their background?

0:38:06.684 --> 0:38:08.884
<v Speaker 1>And this I think we've come full circles of trust.

0:38:10.244 --> 0:38:15.164
<v Speaker 1>What is it about the trust kind of the support

0:38:15.764 --> 0:38:18.604
<v Speaker 1>and everything about them that can enable them to take

0:38:18.644 --> 0:38:21.484
<v Speaker 1>these sorts of risks And you know, something that you

0:38:21.644 --> 0:38:23.564
<v Speaker 1>end with which I think is a good place for

0:38:24.164 --> 0:38:27.204
<v Speaker 1>us turned And this is where it's going with trust sleeps,

0:38:27.284 --> 0:38:30.284
<v Speaker 1>right and confidence in the unknown. And I think trust

0:38:30.284 --> 0:38:33.124
<v Speaker 1>sleeps are also a privilege, but I.

0:38:33.044 --> 0:38:36.324
<v Speaker 2>Think so too so a trust sleep is whenever you

0:38:36.364 --> 0:38:38.284
<v Speaker 2>take a risk to do something new or to do

0:38:38.324 --> 0:38:41.444
<v Speaker 2>something differently in your life. But actually writing the book

0:38:41.484 --> 0:38:43.644
<v Speaker 2>made me think about them really differently, because if you

0:38:43.684 --> 0:38:47.404
<v Speaker 2>think about going back to wonderful miss rad and it

0:38:47.444 --> 0:38:50.164
<v Speaker 2>made me think, you know, trust sleeps are a privilege,

0:38:50.164 --> 0:38:53.924
<v Speaker 2>but they're also permission. What made me realize is like

0:38:53.924 --> 0:38:57.244
<v Speaker 2>often people go, okay, well you need to provide security,

0:38:57.284 --> 0:38:59.604
<v Speaker 2>and you have to provide that's usually financial the way

0:38:59.604 --> 0:39:03.044
<v Speaker 2>they think about it. And what she does is she says, actually,

0:39:03.044 --> 0:39:06.284
<v Speaker 2>a trust sleep is when the child says the first

0:39:06.284 --> 0:39:09.564
<v Speaker 2>word in Spanish, because when you speak in and the

0:39:09.684 --> 0:39:12.844
<v Speaker 2>language and there's a risk that everyone is going to

0:39:12.924 --> 0:39:15.604
<v Speaker 2>laugh at you in that class, like that's actually taking

0:39:15.644 --> 0:39:18.804
<v Speaker 2>a risk, and that what she has to do is

0:39:18.964 --> 0:39:22.684
<v Speaker 2>create the comfort and the security that no one's gonna

0:39:22.724 --> 0:39:26.124
<v Speaker 2>laugh and there's gonna be no repercussions. And the thing

0:39:26.124 --> 0:39:28.324
<v Speaker 2>that they think about is like when those kids say

0:39:28.324 --> 0:39:31.044
<v Speaker 2>the first word and everyone sort of looks at them

0:39:31.324 --> 0:39:33.764
<v Speaker 2>with admiration, and then they start saying a whole sentence.

0:39:34.044 --> 0:39:37.044
<v Speaker 2>That's the permission piece. That's what I mean by like

0:39:37.724 --> 0:39:39.964
<v Speaker 2>if you think if listening says going, well, I'm just

0:39:39.964 --> 0:39:41.764
<v Speaker 2>not very good at taking risks and I really don't

0:39:41.844 --> 0:39:43.604
<v Speaker 2>enjoy them, and I don't even know how to take

0:39:43.604 --> 0:39:48.924
<v Speaker 2>a trust leap. Start really small, right because it's forward momentum,

0:39:49.004 --> 0:39:51.404
<v Speaker 2>like once you feel it and you're like, oh no,

0:39:51.524 --> 0:39:53.964
<v Speaker 2>I'm speaking a whole paragraph in front of the class.

0:39:54.004 --> 0:39:57.444
<v Speaker 2>And I think a lot about those children when I'm

0:39:57.484 --> 0:40:00.604
<v Speaker 2>trying to encourage people to take trust leaps. They don't

0:40:00.764 --> 0:40:04.404
<v Speaker 2>have to be enormous physical feats. They don't have to

0:40:04.444 --> 0:40:07.884
<v Speaker 2>be leaving your job and starting a new company. They

0:40:07.924 --> 0:40:10.484
<v Speaker 2>don't have to be taking a math bet or leaving

0:40:10.524 --> 0:40:12.964
<v Speaker 2>your partner, whatever it may be, and she some of

0:40:12.964 --> 0:40:16.204
<v Speaker 2>the most powerful trust leaps are really really small, where

0:40:16.204 --> 0:40:19.444
<v Speaker 2>they get higher high, and they give you permission to

0:40:19.564 --> 0:40:25.644
<v Speaker 2>discover something else about other people, about yourself, about your community,

0:40:26.204 --> 0:40:27.004
<v Speaker 2>or about the world.

0:40:27.884 --> 0:40:31.204
<v Speaker 1>Look at us ending on such a powerful and positive

0:40:31.244 --> 0:40:35.044
<v Speaker 1>and inspirational note. I think I think that that actually

0:40:35.164 --> 0:40:37.204
<v Speaker 1>is such a great message to hand done right, that

0:40:37.724 --> 0:40:40.924
<v Speaker 1>these don't have to be huge things, and that everything

0:40:40.964 --> 0:40:43.804
<v Speaker 1>about trust you can start small right and build on that.

0:40:43.924 --> 0:40:46.484
<v Speaker 1>And I think that that's very empowering. And I hope

0:40:46.484 --> 0:40:50.284
<v Speaker 1>that people do listen to your full audiobook because I

0:40:50.284 --> 0:40:53.644
<v Speaker 1>think you'll learn a lot. I learned a lot about

0:40:53.764 --> 0:40:56.084
<v Speaker 1>the nature of trust and how we can be more

0:40:56.124 --> 0:40:59.444
<v Speaker 1>trustworthy and also create more trust in the world, which

0:40:59.444 --> 0:41:01.204
<v Speaker 1>I think is crucially important.

0:41:01.324 --> 0:41:03.604
<v Speaker 2>Yeah, and I can't wait to read more about cheating,

0:41:03.604 --> 0:41:06.564
<v Speaker 2>which is always fascinating me. So it's always a delight

0:41:06.564 --> 0:41:08.284
<v Speaker 2>and pleasure. And thank you for appearing in the book

0:41:08.284 --> 0:41:10.124
<v Speaker 2>as well. You did a joke.

0:41:10.084 --> 0:41:13.484
<v Speaker 1>So of course, thank you so much for joining me.

0:41:14.084 --> 0:41:16.684
<v Speaker 1>I could always talk to you four hours, and I

0:41:16.684 --> 0:41:18.964
<v Speaker 1>appreciate you taking the time to talk about trust and

0:41:19.084 --> 0:41:25.884
<v Speaker 1>risk and all of it. Let us know what you

0:41:25.924 --> 0:41:28.324
<v Speaker 1>think of the show. Reach out to us at Risky

0:41:28.364 --> 0:41:31.724
<v Speaker 1>Business at pushkin dot fm. And by the way, if

0:41:31.724 --> 0:41:34.524
<v Speaker 1>you're a Pushkin Plus subscriber, we have some bonus content

0:41:34.604 --> 0:41:37.724
<v Speaker 1>for you. We'll be answering a listener question each week

0:41:38.084 --> 0:41:39.764
<v Speaker 1>that's coming up right after the credits.

0:41:40.244 --> 0:41:43.484
<v Speaker 3>And if you're not subscribing yet, consider signing up for

0:41:43.684 --> 0:41:45.844
<v Speaker 3>just six ninety nine a month. What a nice price

0:41:46.204 --> 0:41:48.924
<v Speaker 3>you get access to all that premium content and ad

0:41:49.004 --> 0:41:51.724
<v Speaker 3>for listening across Pushkin's entire network of shows.

0:41:52.004 --> 0:41:55.044
<v Speaker 1>Risky Business is hosted by me Maria Kanakova.

0:41:54.724 --> 0:41:57.084
<v Speaker 3>And by me Nate Silver. The show is a co

0:41:57.124 --> 0:42:01.164
<v Speaker 3>production of Pushkin Industries and iHeartMedia. This episode was produced

0:42:01.204 --> 0:42:04.724
<v Speaker 3>by Isabelle Carter. Our associate producer is Gabriel Hunter Chang.

0:42:05.284 --> 0:42:08.324
<v Speaker 3>Sally Helm is our editor, and our executive producer is

0:42:08.404 --> 0:42:10.724
<v Speaker 3>Jacob Goldstein. Mixing by Sarah Bruguer.

0:42:11.444 --> 0:42:13.844
<v Speaker 1>If you like this show, please rate and review us

0:42:13.844 --> 0:42:16.204
<v Speaker 1>so other people can find us too. Thanks so much

0:42:16.244 --> 0:42:16.764
<v Speaker 1>for tuning in.