The success of big business and the well-being of the world have never been more closely linked. Global issues cannot be removed from the business world because business has only one world in which to...
The principle is simply this: We tend to get what we expect—both from ourselves and from others. When we expect more, we tend to get more; when we expect less, we tend to get less.
Left untended, knowledge and skill, like all assets, depreciate in value—surprisingly quickly. —DAVID MAISTER, BUSINESS AUTHOR AND CONSULTANT
The trust we have in people and in organizations comes, in part, from believing that they do care.
The moment there is suspicion about a person’s motives, everything he does becomes tainted. —MAHATMA GANDHI
The first job of a leader—at work or at home—is to inspire trust. It’s to bring out the best in people by entrusting them with meaningful stewardships, and to create an environment in which high-trust...
The best time to plant a tree is twenty years ago. The second best time is today.
Recently, as I was teaching this concept, a CFO—who deals with numbers all the time—came up to me and said, This is fascinating! I’ve always seen trust as a nice thing to have, but I never, ever, thou...
One thing to be careful of with regard to skills is what author Jim Collins calls the curse of competence. It’s the idea that sometimes we become good at doing something we’re not really talented in o...
Whether you’re on a sports team, in an office or a member of a family, if you can’t trust one another there’s going to be trouble.
There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world—one thing which, if removed, will destroy the mo...
S × E)T = R ([Strategy times Execution] multiplied by Trust equals Results)
It’s been my experience that the people who gain trust, loyalty, excitement, and energy fast are the ones who pass on the credit to the people who have really done the work. A leader doesn’t need any...
In a high-trust relationship, you can say the wrong thing, and people will still get your meaning. In a low-trust relationship, you can be very measured, even precise, and they’ll still misinterpret y...
We judge ourselves by our intentions and others by their behavior.
We judge ourselves by our intentions and others by their behavior. This is why, as we’ll discuss later, one of the fastest ways to restore trust is to make and keep commitments—even very small commitm...
What happens when we do this time after time? What’s the net result of repeated failure to make and keep commitments to ourselves? It hacks away at our self-confidence. Not only do we lose trust in ou...
For every thousand people hacking at the leaves of evil, there is one striking at the roots.
A person has integrity when there is no gap between intent and behavior…when he or she is whole, seamless, the same—inside and out. I call this congruence. And it is congruence—not compliance—that wil...
A leader doesn’t need any credit…. He’s getting more credit than he deserves anyway. —ROBERT TOWNSEND, FORMER CEO, AVIS
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