There will always be plenty to be afraid of, especially when you are doing something new. Trusting others doesn’t mean that they won’t make mistakes. It means that if they do (or if you do), you trust they will act to help solve it. Fear can be created quickly; trust can’t. Leaders must demonstrate their trustworthiness, over time, through their actions - and the best way to do that is by responding well to failure. The Braintrust and various groups within Pixar have gone through difficult times together, solved problems together, and that is how they’ve built up trust in each other. Be patient. Be authentic. And be consistent. The trust will come.

Being present builds a child’s condence because it lets the child know that she is worth thinking about. Without this, a child might come to believe that her activity is just a means to gain praise, rather than an end in itself. How can we expect a child to be attentive, if we’ve not been attentive to her?

The new tutor was different. She was relational, not gushy, but attentive. She intuitively understood you were working under the weight, the history, of a reputation— that it was “in the air,” waiting to be validated by your first frustration. She knew that any sign of a lack of confidence in your ability could send you into a churn of self-doubt and very likely kill your interest.

They were left with that nagging ambiguity: Was it my essay or a bias of the feedback-giver that shaped the feedback? In these two conditions, Black students wanted to trust the feedback, be motivated by it. But there was that ambiguity. They remained in churn, protectively less engaged. Take this ambiguity away— as did the wise feedback-giver— and Black students showed strong trust and motivation. Their capacity to trust and be motivated was there all along. The spark they needed was evidence that the feedback-giver’s expectation of them was not limited by the stereotype about their group’s abilities.

Second, these efforts should involve the participation of as many people as possible. When people feel they haven’t been heard they tend not to trust. But when their input is a regular, normalized part of how a setting functions, they’re better able to trust it even when they disagree.