
She applied the "Page 99 Test" to her new book, Trust Fall: How Workplace Relationships Fail Us, with the following results:
On page 99, I draw out one of the central insights from my ethnographic research into workplace relationships: some managers cultivate trust not through mastery or authority but through what I call “endearing incompetence.” The page focuses on Paul, a restaurant manager whose small mistakes and disheveled style actually worked in his favor. His errors weren’t liabilities; they humanized him. They signaled authenticity and a kind of self-effacing humility that softened the power gap between manager and worker. As I write, “Paul’s fumbling manner set him apart from the typical manager and helped lay the groundwork for personalized relationship building.” Later on the page, I contrast this with a more buttoned-up, by-the-book style of management, one that many workers experienced as rigid, distant, and harder to relate to. Where Paul’s endearing incompetence invited closeness, the more formal approach heightened social distance.Visit Sarah Mosseri's website.
The Page 99 Test works fairly well for this book. It not only represents the narrative, data-grounded style of the book, but it also serves as a microcosm for several of the book’s arguments. The comparison between the two management approaches illustrates how styles of competence aren’t just technical; they are deeply social. Page 99 doesn’t yet dive into the darker side of this dynamic, but it hints at it through lines like, “[his imperfections opened] the door to a humanity bubble where intimate connections could thrive unimpeded by business operations.” That moment foreshadows the broader critique to come: how the very traits that make managers feel approachable and authentic can also be leveraged in ways that obscure power, blur boundaries, and deepen workers’ dependence.
The page also sets the stage to discuss the unequal terrain on which these dynamics unfold. Endearing incompetence is not equally available—or equally persuasive—to everyone. It is most effective for white men whose competence is assumed by default, making their mistakes appear charming rather than disqualifying. For white women and people of color, the same behaviors often fail to generate trust and may even be interpreted as evidence of inadequacy. In this sense, page 99 isn’t just a snapshot of relational style; it’s an early window into the book’s argument about how workplace intimacy and trust rest on, and reproduce, broader social inequities.
--Marshal Zeringue






















