Quotes About Reliability

In the last analysis, what we are communicates far more eloquently than anything we say or do. We all know it. There are people we trust absolutely because we know their character. Whether they're eloquent or not, whether they have the human relations techniques or not, we trust them, and we work successfully with them.

There are people we trust absolutely because we know their character. Whether they're eloquent or not, whether they have the human relations techniques or not, we trust them, and we work successfully with them.

One of the most important ways to manifest integrity is to be loyal to those who are not present. In doing so, we build the trust of those who are present. When you defend those who are absent, you retain the trust of those present.

Our security comes from knowing that, unlike other centers based on people or things which are subject to frequent and immediate change, correct principles do not change. We can depend on them.

It simply makes no difference how good the rhetoric is or even how good the intentions are; if there is little or no trust, there is no foundation for permanent success.

Here are some examples of where you might be paying Trust Taxes or earning Trust Dividends:

if there is little or no trust, there is no foundation for permanent success. Only basic goodness gives life to technique.

By making and keeping promises to ourselves and others, little by little, our honor becomes greater than our moods.

By making and keeping promises to ourselves and others, little by little, our honor becomes greater than our moods. The

Nadie en el mundo está completamente equivocado. Incluso un reloj parado está en lo correcto dos veces al día. PAULO COELHO, ESCRITOR

The trust of your people is not difficult to obtain. You can win it. And because it's so important for motivating them, you must win it. So you must never, ever be late to your own meetings. Ever. Such a thing will destroy all trust you've built up with seven out of 10 people, because it means to them that you cannot be counted on to keep your word.

A buddha recognizes that anything put into speech is never completely reliable.

Pat tells you something about Jolene. What do you hear as a listener? What information have you actually received? You've received information about Pat – not Jolene. We may walk away believing we have solid information about Jolene. But we don't. All we have are Pat's words about her. Perhaps you haven't even met Jolene. If you're wise, you'll withhold judgements about her. Nothing put into speech is ever completely reliable.

Somewhere in the world is...The world's worst doctor and he could be yours.

This man, at the beginning, appears to be utterly romantic. In reality, he is often totally unrealistic. He has no idea what it is he really wants, and he has no concept of how his behavior might be interpreted. He is probably somebody with little history of reliability and dependability in other relationships.

You, on the other hand, probably have a history of total reliability and dependability. You pride yourself on the fact that people can count on you. In essence, you do what you say you're going to do. Consequently, you think long and hard before you say you will do anything. If you came on to anyone the way he comes on to you, it would mean something. It would mean that you were prepared to do everything possible to try and develop a real, long-term relationship.

maestros, criminales y agentes inmobiliarios pueden mentir, y también los políticos, e incluso los analistas de la CIA. Pero los números no.

Anyway, this is just the latest example of why I never trust statistics I get from people in the field of medicine, ever.

teachers and criminals and real-estate agents may lie, and politicians, and even C.I.A. analysts. But numbers don't.

Some of the most loyal customers any company has are the ones who had a big problem but got treated incredibly well as it was being resolved.

When bad predictions are unpunished, what incentive is there to stop making them?

The more complex a problem is, the harder it is to capture good feedback. You can gather a lot of facts, and that may be helpful, but in order to reliably measure cause and effect you need to get beneath the facts. You may have to purposefully go out and create feedback through an experiment.

How can this type of data be made to tell a reliable story? By subjecting it to the economist's favorite trick: regression analysis. No, regression analysis is not some forgotten form of psychiatric treatment. It is a powerful—if limited—tool that uses statistical techniques to identify otherwise elusive correlations.

But as we've seen lately, such predictions are generally worthless.