Quotes About Trust

Scaring away new customers is worse than losing old customers.

The bottom line is that you shouldn't hire people you don't trust, or work for bosses who don't trust you.

Most fears that have to do with people working remotely stem from a lack of trust.

It's also a lot harder to bullshit your peers than your boss. In talking to a project manager without tech chops, programmers can make a thirty-minute job sound like a week-long polar expedition, but if their tall tale is out in the open for other programmers to see, it won't pass the smell test.

How would you feel about the apology if you were on the other end? If someone said those words to you, would you believe them? Keep

You need an environment where everyone feels safe enough to be honest when things get tough. You need to know how far you can push someone. You need to know what people really mean when they say something. So hire slowly. It's the only way to avoid winding up at a cocktail party of strangers.

Rockstar environments develop out of trust, autonomy, and responsibility. They're a result of giving people the privacy, workspace, and tools they deserve. Great environments show respect for the people who do the work and how they do it.

Third, show them work often. This is the best way to chip away at a client's natural situational anxiety. Look, they're paying you big bucks for your work, and it's totally natural for them to begin feeling anxious the moment they send you the deposit. So show them what they're paying for.

People will respect you more if you are open, honest, public, and responsive during a crisis. Don't hide behind spin or try to keep your bad news on the down low. You want your customers to be as informed as possible.

Keeping a solid team together for a long time is a key to peak performance. People grow closer and more comfortable with each other, and consequently do even better work. Meanwhile, rookie teams make rookie mistakes.

When you treat people like children, you get children's work. Yet that's exactly how a lot of companies and managers treat their employees. Employees need to ask permission before they can do anything. They need to get approval for every tiny expenditure.

So build an audience. Speak, write, blog, tweet, make videos—whatever. Share information that's valuable and you'll slowly but surely build a loyal audience. Then when you need to get the word out, the right people will already be listening.

you can't let your employees work from home out of fear they'll slack off without your supervision, you're a babysitter, not a manager.

Enseña y crearás un vínculo imposible de conseguir con las tácticas tradicionales de marketing.

You should know that people will come back for more. If you're not confident about that, you haven't created a strong enough product.

Start by empowering everyone to make decisions on their own. If the company is full of people whom nobody trusts to make decisions without layers of managerial review, then the company is full of the wrong people.

Lies beget lies," he said. "Until, one day, someone needs the truth." Palewski

But because many of us are afraid of being hurt, we have decided to build only walls. No doors, no windows, no peep holes. Just walls.

Because in reality, God knows our hearts better than we do and wants to bless us with a romance full of life-long memories.

We're not very good when we're spending other people's money.

When a company is growing it is more likely to acknowledge the importance of its vendors and suppliers and treat them fairly. In return, its suppliers frequently become trusted partners in uncovering new business opportunities. When a company is constantly changing and its revenues and profits are growing you'll generally find a more engaged group of vendors and suppliers who are interested in truly being good business partners

When a leader fails to provide the proper culture, one will still exist; it can best be described as one of every man for himself, each acting in his own best interests and to heck with the interests of the company.

Poorly led teams "systematically underreported" their mistakes. In layman's terms, they covered up their mistakes.

Doing what you say, leading by example, showing consistency and fairness—these actions all build trust between managers and their teams over the long term.