Quotes About Trust

Hitler had done quite enough in his career to prove how utterly untrustworthy he was long before the Nazi–Soviet Pact was signed in August 1939, yet as Alexander Solzhenitsyn pointed out: 'Not to trust anybody was very typical of Josef Stalin. All the years of his life did he trust one man only, and that was Adolf Hitler.

Trust the people' had convinced him that they could hear the worst, so long as it was not put in a demoralizing way.

Trust the people' occasionally had to be tempered by common sense.

His men knew they could trust him not to be officious over such an unfortunate (though by no means isolated) friendly-fire incident, and to tell the dead Guardsman's family that he had died heroically. Sometimes in war, as he was to say later, the truth has to be defended by a bodyguard of lies.

how little friendship counted at the top of politics

Never confuse leadership with popularity.

He trusted that they would be enabled to further the progress already made in rebuilding the domestic stability and economic strength of the United Kingdom and in weaving still more closely the threads which bound together the countries of the Commonwealth, or, as he still preferred to call it, the Empire.'183

I am a child of the House of Commons,' he told the US Congress in December 1941. 'I was brought up in my father's house to believe in democracy. "Trust the people" – that was his message.

The reason the public trusted and soon came to love him in 1940 was not because they believed he had been right in the past, but because they believed he had been consistently true to his beliefs, in a way many other, self-serving politicians who had held office throughout the 1930s had not been.

When Stalin approved of issuing fake invasion plans for Overlord, Churchill said, to Stalin's vast amusement, 'In wartime, Truth is so precious that she should always be attended by a bodyguard of lies.

Stalin did not trust Churchill, because he did not trust anyone (except, for two years, Adolf Hitler).

Stalin did not trust Churchill, because he did not trust anyone (except, for two years, Adolf Hitler). Yet Churchill could not discover Stalin's true views about him because after June 1941 Britain's intelligence services were ordered not to spy on Britain's new Soviet ally, a mistaken policy that was certainly not reciprocated.

The public trusted him in 1940 not because they believed he had always, or even generally, been right – all too clearly he had not – but because they knew he had fought bravely for what he believed in, while many other, more self-serving politicians had not.

It seems extraordinary, but even on the eve of D-Day, four years after de Gaulle had set up the Free French in London, the leaders of both Britain and the United States felt such distrust of him. But they detested his French chauvinism and genuinely feared that he might try to turn France into an anti-Western Gaullist dictatorship after the war.

But I didn't trust luck. Luck wasn't reliable.

Vanniv put a hand over his chest. "I don't know what you're implying, madam professor, but I have a strict 'no attacking cities' policy.

For me, meeting new people was generally an unfortunate necessity, not an interest. Anabelle Farren might have actually been an exception for me, if I hadn't been absolutely confident that she — or Nakht — was about fifty percent likely to obliterate me if I said the wrong thing. That sort of thing made it hard for me to be enthusiastic,

Trust within a family sounded so reasonable on the surface.

delegation without follow-through is abdication.

As for cultural values, management has to develop and nurture the common set of values, objectives, and methods essential for the existence of trust. How do we do that? One way is by articulation, by spelling out these values, objectives, and methods. The other, even more important, way is by example. If our behavior at work will be regarded as in line with the values we profess, that fosters the development of a group culture.

The "delegator" and "delegatee" must share a common information base and a common set of operational ideas or notions on how to go about solving problems, a

The role of the manager here is also clear: it is that of the coach. First, an ideal coach takes no personal credit for the success of his team, and because of that his players trust him. Second, he is tough on his team. By being critical, he tries to get the best performance his team members can provide. Third, a good coach was likely a good player himself at one time. And having played the game well, he also understands it well.

To make things work, people do not need to side with you; you only need them to commit themselves to pursue a course of action that has been decided upon.

an organization does not live by its members agreeing with one another at all times about everything. It lives instead by people committing to support the decisions and the moves of the business.