Build Credibility Quotes

Leadership begins and ends with relationships

Growth happens in many ways, but a primary way is by giving your team authority equal to their responsibilities. This allows them to learn how to win by giving them the right to lose and, as a result, to learn from the experience

Dependent cultures not only kill the ambition of the people and the organization, they will ultimately drain the energy of the leader and result in the burnout that has killed so many promising careers

What is it that inspires you? What do you love to do? What would you do for free? At the beginning of my busi-ness career, my why was to become a millionaire—not a good why! And why not? Because that is an aspiration rather than a why. Aspirations, I have found, won’t fuel me when the going gets tough. But a true “why” will.

The process of building trust is an interesting one, but it begins with yourself, with what I call self trust, and with your own credibility, your own trustworthiness. If you think about it, it's hard to establish trust with others if you can't trust yourself.

Writing a book is a tremendous experience. It pays off intellectually. It clarifies your thinking. It builds credibility. It is a living engine of marketing and idea spreading, working every day to deliver your message with authority. You should write one. Seth Godin

It takes many years to build your credentials, but it only takes a moment to lose your credibility. Always choose consistency and integrity over arrogance and vanity.

Building trust takes long- years, sometimes decades. It takes a second, a word, or a misstep to lose it. Regaining trust takes even longer.

You can't get what you want, if the intentions are solely directed for self-benefits.

One of my favourite ways to demonstrate Social Authority is with case studies that tell stories about a specific customer.

Team performance is directly proportional to team stability. Focus on building and maintaining a stable team. Stability reduces friction and increases credibility and confidence.

Brands targeting Gen Z need to look beyond the confines of traditional segmentation, the ultimate priority always has to be on alignment that helps us cultivate relationships with youth culture - not just organize it.

1. Myth: Without God, life has no meaning. There are 1.2 billion Chinese who have no predominant religion, and 1 billion people in India who are predominantly Hindu. And 65% of Japan's 127 million people claim to be non-believers. It is laughable to suggest that none of these billions of people are leading meaningful lives. 2. Myth: Prayer works. Studies have now shown that inter-cessionary prayer has no effect whatsoever of the health or well-being of the subject. 3. Myth: Atheists are immoral. There are hundreds of millions of non-believers on the planet living normal, decent, moral lives. They love their children, care about others, obey laws, and try to keep from doing harm to others just like everyone else. In fact, in predominantly non-believing countries such as in northern Europe, measures of societal health such as life expectancy at birth, adult literacy, per capita income, education, homicide, suicide, gender equality, and political coercion are better than they are in believing societies. 4. Myth: Belief in God is compatible with science. In the past, every supernatural or paranormal explanation of phenomena that humans believed turned out to be mistaken; science has always found a physical explanation that revealed that the supernatural view was a myth. Modern organisms evolved from lower life forms, they weren't created 6,000 years ago in the finished state. Fever is not caused by demon possession. Bad weather is not the wrath of angry gods. Miracle claims have turned out to be mistakes, frauds, or deceptions. We have every reason to conclude that science will continue to undermine the superstitious worldview of religion. 5. Myth: We have immortal souls that survive death. We have mountains of evidence that makes it clear that our consciousness, our beliefs, our desires, our thoughts all depend upon the proper functioning of our brains our nervous systems to exist. So when the brain dies, all of these things that we identify with the soul also cease to exist. Despite the fact that billions of people have lived and died on this planet, we do not have a single credible case of someone's soul, or consciousness, or personality continuing to exist despite the demise of their bodies. 6. Myth: If there is no God, everything is permitted. Consider the billions of people in China, India, and Japan above. If this claim was true, none of them would be decent moral people. So Ghandi, the Buddha, and Confucius, to name only a few were not moral people on this view. 7. Myth: Believing in God is not a cause of evil. The examples of cases where it was someone's belief in God that was the justification for their evils on humankind are too numerous to mention. 8. Myth: God explains the origins of the universe. All of the questions that allegedly plague non-God attempts to explain our origins still apply to the faux explanation of God. The suggestion that God created everything does not make it any clearer to us where it all came from, how he created it, why he created it, where it is all going. In fact, it raises even more difficult mysteries: how did God, operating outside the confines of space, time, and natural law 'create' or 'build' a universe that has physical laws? We have no precedent and maybe no hope of answering or understanding such a possibility. What does it mean to say that some disembodied, spiritual being who knows everything and has all power, 'loves' us, or has thoughts, or goals, or plans? 9. Myth: There's no harm in believing in God. Religious views inform voting, how they raise their children, what they think is moral and immoral, what laws and legislation they pass, who they are friends and enemies with, what companies they invest in, where they donate to charities, who they approve and disapprove of, who they are willing to kill or tolerate, what crimes they are willing to commit, and which wars they are willing to fight.

Trust is the confidence that emerges when character and competence converge.

Whoever you are and whatever you do, your number one job is to build your credibility on the Internet through native content and social connections

Lack of credibility slays your character

It's not your knowledge, skill, status & good look that enable you to do great things. It's your trustworthiness. But, you've to EARN it...

Secure early wins. Early wins build your credibility and create momentum.

Proper pronunciation is essential for clarity in effective communication. By aiming to be clear in your speech, you'll build self-confidence and credibility.

Nothing will build trust as fast as these four words: Do what you say.⁣⁣

What I remembered was the lesson that went unheeded: the urgent need to build shared context, trust, and credibility with your team.

There are better ways to build your case than to speak with absolute certainty about what is currently happening. It immediately invalidates the work others are doing and questions your credibility.

The future of B2B marketing will be about creating better content, leveraging tactics and ideas that were once considered solely the realm of B2C brands, and ultimately building credibility by being more human.

Still, there will come a day when the Trump era is over. In the best-case scenario, it is ended by the voters at the ballot box. In the worst-case scenario, it lasts more than four years. In either case, the first three years have shown that an autocratic attempt in the United States has a credible chance of succeeding. Worse than that, they have shown that an autocratic attempt builds logically on the structures and norms of American government: on the concentration of power in the executive branch, and on the marriage of money and politics. Recovery from Trumpism—a process that will be necessary whenever Trumpism ends—will not be a process of returning to government as it used to be, a fictional state of pre-Trump normalcy. Recovery will be possible only as reinvention: of institutions, of what politics means to us, and of what it means to be a democracy, if that is indeed what we choose to be.

Random conversations about brands are now more credible than targeted advertising campaigns. Social circles have become the main source of influence, overtaking external marketing communications and even personal preference. Customers tend to follow the lead of their peers when deciding which brand to choose. It is as if customers were protecting themselves from false brand claims and campaign trickeries by using their social circles to build a fortress.

Yet behind all of the populist hot air, and the big shot persona, is a man who is very cunning. As a real estate mogul worth billions, a man like Donald Trump knows how to relate to an audience better than a politician. He has to as each transaction he is working on can increase his personal wealth. Moreover, he doesn’t have the time to make the connections while trying to close a deal that an average politician does. He has to, as a salesman, become expert at being a “five minute friend”. Every move has to count in building a credible connection that will get him to, and beyond, the closing table.

The History of Truth In that ago when being was believing, Truth was the most of many credibles, More first, more always, than a bat-winged lion, A fish-tailed dog or eagle-headed fish, The least like mortals, doubted by their deaths. Truth was their model as they strove to build A world of lasting objects to believe in, Without believing earthenware and legend, Archway and song, were truthful or untruthful: The Truth was there already to be true. This while when, practical like paper-dishes, Truth is convertible to kilowatts, Our last to do by is an anti-model, Some untruth anyone can give the lie to, A nothing no one need believe is there.

Youth culture is constantly evolving and Gen Z in particular is disrupting industries, says Witt. Gen Z represents an unprecedented group of innovation and entrepreneurship. This group is focused on niche interests and if brands don’t recognize this now and get on board, they are going to be left behind. It’s also important for brands to adopt a global mindset, as some of the most significant growth is taking place in countries that are either developing or underdeveloped.

The question may arise—how can credible Christian organizations justify and condone meditative practices that clearly resemble Eastern meditation? As pointed out earlier in this book, Christian terminology surrounds these practices. It only takes a few popular Christian leaders with national profiles to embrace a teaching that sounds Christian to bring about big changes in the church. Moreover, we have many trusting Christians who do not use the Scriptures to test the claims of others. Building an entire prayer method around an out-of-context verse or two is presumptuous, at best. Now more than ever, it is critical that Christians devote themselves to serious Bible study and discernment regarding this issue.

Build, Build, Build has been the target of fake news, trolls, and critics. They have tried to redefine it far from its scope — and in their “proud, most credible voice” — report it as truth. Are they confused or just simply cunning? During the upcoming elections, many will try to discredit the accomplishments of 6.5 million construction workers. They will say that what we have completed is not enough, that there could have been many things that we could have done still, or that we never really worked at all. Allow me to say — if you are reading this, and you’re part of the Build, Build, Build team - without you, we wouldn’t have been able to build 29,264 kilometers of roads, 5,950 bridges, 11,340 flood control projects, 222 evacuation centers, 150,149 classrooms, 214 airport projects, and 451 seaport projects.

Book authors are in high demand for speaking engagements and appearances; they are the new ‘celebrity’ and celebrities gain access. Authors not only make money from royalties or book advances but from their keynotes, presentations and strategically branded product lines. This includes entrepreneurial ideas for you to extend yourself beyond just writing and prepares you to add speaking and consulting to your revenue stream. You have to begin to look outside book sales and towards the speaking market. There are radio, interviews, news, television, small channel television keynotes, lectures, seminars and workshops. These types of events have the possibility to be much more lucrative than just selling books. In essence, the book builds and brands you in the public eye. It gives you credibility and the opportunity to be more than you are. It enables you to now be a voice, a teacher, a leader, an expert - after all, you wrote the book on it!

[In Montana at the fenced US-Canada Border] Not for the first time I am forced to contemplate the melancholy truth that, in one significant way at least, Al-Qaeda has won. Its victory in the interior of the United States may not be complete, but it is enough. Through one outrageous and atrocious act and the credible threat of more, they hage ensured that America's freedom and conveniences have been unprecendently curtailed. Queuing up for security checks in every international amd domestic airport, having one's sun-cream, nail scissors amd mineral water binned and one's patience worn down, these are minor but palpable victories. No one spdays say it in the queues as they build and build, it would be considered unpatriotic. That fact, that the truth itself is now unlatriotic, that too is a victory, Al Qaeda have cost the US and its citizens unbillilns in tkme and manpower, in incinvenience and stress. And along with the thousands and thousands of miles of international borders, they are costing American tax-payers billions more. New helicopters, thousands of new recruits. The bill is incaculable.

1.      Establishing artificial time constraints: Allow the person being targeted to feel that there is an end in sight. 2.      Accommodating nonverbals: Ensure that both your body language as well as your voice is non-threatening.           3.      Slower rate of speech: Don’t oversell and talk too fast. You lose credibility quickly and come on too strong and threatening. 4.      Sympathy or assistance theme: Human beings are genetically coded to provide assistance and help. It also appeals to their ego that they may know more than you. 5.      Ego suspension: Most likely the hardest technique but without a doubt the most effective. Don’t build yourself up, build someone else up and you will have strong rapport. 6.      Validate others: Human beings crave being connected and accepted. Validation feeds this need and few give it. Be the great validator and have instant, great rapport. 7.      Ask… How? When? Why? : When you want to dig deep and make a connection, there is no better or safer way than asking these questions. They will tell you what they are willing to talk about. 8.      Connect with quid pro quo: Some people are just more guarded than others. Allow them to feel comfortable by giving a little about you. Don’t overdo it. 9.      Gift giving (reciprocal altruism): Human beings are genetically coded to reciprocate gifts given. Give a gift, either intangible or material, and seek a conversation and rapport in return. 10.  Managing expectations: Avoid both disappointment as well as the look of a bad salesman by ensuring that your methods are focused on benefitting the targeted individual and not you. Ultimately you will win, but your mindset needs to focus on them. You now have the top ten secrets on how to build rapport with anyone in just a few minutes.  There is nothing in these pages that

forgot about my huge goal. I focused on what I could control: what I did every day. After a little experimentation and a lot of thought, I settled on a process. Because the Internet never sleeps, here’s what I did every day: Write a new post. Without fail. No excuses. Build relationships. I contacted three people who tweeted my posts that day, choosing the three who seemed most influential, the most noteworthy, the most “something” (even if that “something” was just “thoughtful comment”). Then I sent an e-mail—not a tweet—and said thanks. My goal was to make a genuine connection. Build my network. I contacted one person who might be a great source for a future post. I aimed high: CEOs, founders, entrepreneur-celebrities . . . people with instant credibility and engaged followings. Many didn’t respond. But some did. And some have become friends and appear in this book. Add three more items to my “list of great headlines.” Headlines make or break posts: A great post with a terrible headline will not get read. So I worked hard to learn what worked for other people—and to adapt their techniques for my own use. Evaluate recent results. I looked at page views. I looked at shares and likes and tweets. I tried to figure out what readers responded to, what readers cared about. Writing for a big audience has little to do with pleasing yourself and everything to do with pleasing an audience, and the only way to know what worked was to know the audience. Ignore my editor. I liked my editor. But I didn’t want her input because she knew only what worked for columnists who were read by a maximum of 300,000 people each month. My goal was to triple that, which meant I needed to do things differently. We occasionally disagreed, and early on I lost some of those battles. Once my numbers started to climb, I won a lot more often, until eventually I was able to do my own thing. Sounds simple, right? In a way it was, because I followed a self-reinforcing process:

Insightful questions build credibility and deepen relationships.

The announcement yesterday follows Obama’s 2011 agreement with automakers to build cars that average 54.5 miles per gallon by 2025. But as important as fuel efficiency in automobiles may be, power plants are the largest concentrated source of carbon dioxide emissions. The EPA’s new power-plant rules will reduce overall emissions by at least 80 times more metric tons of carbon than the regulations for cars. Almost all credible reports suggest the world is passing the point where it can reverse, or eliminate, global warming. But that only means it’s more urgent than ever to push for historic carbon reductions. Nonetheless, many politicians — including the usual global-warming deniers and those from both parties in fossil-fuel-producing states — rushed to claim the new rules would cause steep economic damage.

Case Studies   Success stories from your customers, describing their positive experience with your product or service Educate customers Build credibility Generate interest and leads White Papers   In-depth information on a technology, methodology or best practice Educate customers, encouraging them to do business with your company Press Releases   Company, product or service news and information of general business interest, written for media distribution Provide publicity to the public as well

Peace-building has to accompany peacekeeping; the security provided by peacekeepers will be short-lived if the police are not transformed and there is no credible system of justice.

APPLYING WITH A SMALL PORTFOLIO We’ll talk more about applying for jobs soon, but while we’re talking about portfolios, I’ll mention how I got started. The first time I applied for a job, I was honest with the client. I said something like “I’m new to oDesk so don’t have much of a portfolio. I’m willing to work for less than my regular rate in exchange for good feedback (assuming you’re happy with my work of course) so I can build credibility and experience on oDesk”.

Good listening doesn’t only help build your credibility; it gives you the information you need to know what’s possible in the relationship.

your focus on creating a brand is a critical step on the journey to scale. This is not an easy task, and far more complex than the common view would have it—that brand-building requires little more than spending on marketing. But once you create a brand that stands for something, speaks of its own standards, has recall value with a large consumer base and brings credibility to your service or product, it can be a great inflection point for your company.

That’s an opportunity seeker mentality and it’s crazy. It would be like a business pumping time and money into developing a call centre, developing scripts and processes and then abandoning it after a year in favour of email marketing. Then, after investing heavily in this new approach, giving up on the concept and giving Google Adwords a go, only to give this up after a year, replacing that with search engine optimisation (SEO). This

Network Marketing is a flexible, credible and exciting way to build a business and change your life. But it isn’t a get rich quick scheme that will transform your life overnight with no effort or commitment on your part. People fail in Network Marketing just as they do in every part of life because they fear their own dreams, they fail to plan and they allow apathy and self-doubt to keep them firmly stuck in their comfort zone.

This adaptive capacity is the crucial leadership element for a changing world (see fig. 7.1). While it is grounded on the professional credibility that comes from technical competence and the trust gained through relational congruence, adaptive capacity is also its own set of skills to be mastered. These skills include the capacity to calmly face the unknown to refuse quick fixes to engage others in the learning and transformation necessary to take on the challenge that is before them to seek new perspectives to ask questions that reveal competing values and gaps in values and actions to raise up the deeper issues at work in a community to explore and confront resistance and sabotage to learn and change without sacrificing personal or organizational fidelity to act politically and stay connected relationally to help the congregation make hard, often painful decisions to effectively fulfill their mission in a changing context This capacity building is more than just some techniques to master. It’s a set of deeply developed capabilities that are the result of ongoing transformation in the life of a leader.

Shawn Fanning and Sean Parker, Napster’s then-teenage founders, credibly threatened to disrupt the powerful music recording industry in 1999. The next year, they made the cover of Time magazine. A year and a half after that, they ended up in bankruptcy court.

Undoubtedly, Icahn is blessed with a superior mind, but it is his determination to play an activist role in his business deals, to keep finding solutions to a maze of problems, that separates him from the run-of-the-mill Wall Street opportunists who are quick to write off problem deals and move on to the next. Starting with his earliest campaigns, Icahn would build his reputation, and his all-important credibility, by refusing to retreat no matter how bleak the picture or how much the deck was stacked against him.

Credibility isn’t just content expertise. It’s content expertise plus “presence,” which refers to how we look, act, react, and talk about our content. It depends not only on the substantive reality of the advisor’s expertise, but also on the experience of the person doing the perceiving. As the chapter on relationship building suggested (Chapter 5), we must find ways not only to be credible, but also to give the client the sense that we are credible. We must illustrate, not assert. Why

Once the executive has earned the team’s trust and credibility, consider promoting him or her.

KEY INSIGHTS •   We must learn to lead ourselves before we can expect to effectively lead others. •   Build the skills to do the job, not to get the job. •   To earn credibility as a leader, we must model the desired behaviors for the group. •   The best performers cultivate a high level of self-awareness. They make this an established part of their routine. •   Become a learning machine. Your mode of operation is of a constant learner. •   Your curiosity is the high-octane fuel that propels your growth. •   Strengthened by a feedback-giving coach, purposeful practice leads to improvement. It can be difficult, sometimes frustrating work. Push through it. •   The highest-performing professionals in the world work on the tiniest details of the fundamentals of their craft every day. •   The framework for learning is intake/consume, test, reflect, and teach. •   Don’t let your now become your ceiling. Becoming is better than being.

HOW WILL YOU BUILD AUTHORITY AND CREDIBILITY?

ACTION Explore the answers to these questions: What will be your main content channel? What will be your primary and secondary traffic platforms? What methods of building authority and credibility will you use?

A vision must be credible. Since the vision caster is probably you, the church must trust you and its other leaders. The congregation's experience with its leadership helps them have the confidence necessary to follow the leaders' direction. As a leader, you have a “credibility tank.” Every time you have a success, you add to that tank. As you add to the credibility tank, you make it possible to cast an even larger vision. On the other hand, each time you fail, your tank is drained. Then you have to restore that credibility before pressing on to a new task. Build your credibility by casting a progressively larger vision. Begin with small victories. Celebrate what God has done through your people. Whenever possible, throw a party at church to help your people see that growth is occurring and lives are being transformed. Then move to bigger victories!

From the foundation of character, we build and maintain Win/Win relationships. The trust, the Emotional Bank Account, is the essence of Win/Win. Without trust, the best we can do is compromise; without trust, we lack the credibility for

When I started exploring what flag I should plant back in 2009, there was a confluence of events in the works. The business world was increasingly using a methodology called Agile as its preferred product-development process while, at the same time, digital design was becoming increasingly important. Technology was rapidly evolving, and design was becoming a key differentiating factor for success—this was just a couple of years after the introduction of the iPhone. Companies were struggling to figure out how to integrate these two trends successfully, which created an opportunity for me—no one had solved this problem. This is where I decided to plant my flag—because I had the expertise, the opportunity, a real problem to solve that many people were dealing with, and the credibility to speak to it. I decided to work on solving this challenge and to bring everyone willing along with me on my journey. My teams and I started experimenting, trying different ways of working. We often failed, but as we were going through our ups and downs, I was sharing—publicly writing and giving talks about—what we were trying to do. Turned out I wasn’t the only one struggling with this issue. The more I wrote and the more I presented, the more widely I became known out in the world as someone who was not only working to solve this issue, but who was a source of ideas, honesty, and inspiration. So, when I left TheLadders, I had already planted my flag. I had found the thing I wanted to be known for and the work I was passionate about. A quick word of warning… Success on this path is a double-edged sword and you should approach this process with eyes open. The flag you plant today may very well be with you for the rest of your life—especially if you build widespread credibility on the topic. It’s going to follow you wherever you go and define you. No matter what else I do out in the world, I will forever be Jeff Gothelf—the Lean UX guy.

If your company has any credible strategy for providing equity-based returns with muted volatility, you have not just a value proposition, but one of the most important value propositions of our time.... What's the concept in an operating real estate REIT? Operating real estate (as distinct from net leases or mortgages, which are other financing concepts) has the potential to produce equity-like long-term returns, but isan extremely powerful diversifier, in that real estate correlates positively with inflation while stocks and bonds correlate negatively with it. Inflation, with it attendant higher interest rates, chokes off new supply of real estate: new expensive to build, to expensive to finance at prevailing market rents. When new supply dwindles, normal growth absorbs the available space and puts upward pressure on rents, increasing cash flows to the owners... until rents get to a point where new construction pencils out again. (Meanwhile, in an inflation/interest rate flareup of any consequence, stocks and bonds are usually getting hit, and sometimes hit hard.) This, to me, is a trifecta of a conceptual value proposition: (a) the potential for the equity-like long-term returns investors need, (b) historically correlated positively with inflation, unlike all financial assets, and (c) just when you think this story can't get better, with 90% of available income paid out currently to income-starved investors.... What's the concept for variable life insurance? It's certainly the least expensive long-term form of life insurance, in that, as the investment portion grows, it extinguishes the insurance company's exposure. (As Ben Baldwin gnomically and brilliantly observes, 'All insurance is term insurance.') It may also be, in a given situation, the cheapest way of funding an estate tax liability, leaving the maximum legacy to one's heirs. And, of course, if the ownership is vested in an insurance trust, one may (under current law at this writing) be bequeathing wealth without income or estate taxation. As long as there is an estate tax - any estate tax - there will be a financial planning issue in the life of every affluent household/family: how do you want the heirs to pay it? And it seems likely that, conceptually, VUL will always be an answer.... Small cap equities? The concept is, clearly, higher returns with - and precisely because of - their higher volatility.

Your words and actions must match to build your character. Any gap in those will put a dent in your credibility. Be a man of your words.

Deep inside, you know it. You're trustworthy. Sadly, you may come across untrustworthy. What are robbing your credibility? Find and fix it!

Credibility lies in responsibility , infidelity is the reason why many goals have bridged maturity before publicity. If you cannot build your own build your foundation for others to follow you are already working towards uncertainty. Check your objective again, again and again to live a life of great in impact.

Service Beyond Self is Essential for Success Because It . . . • Builds credibility, trust, and customer satisfaction. • Strengthens your personal reputation and public image. • Fosters goodwill and makes people feel appreciated. • Helps you build healthy relationships with others. • Nurtures collaboration, participation, and cooperation. • Reaffirms a continuity of service for quality assurance, integrity, and reliability. • Saves money—it costs less to keep existing customers than it does to create new ones. When you do it right the first time, you don’t have to fix it the next time. • Improves communication and builds rapport. • Fosters mutual respect and understanding • By providing other people with what they want, you will get more of what you want!

How can you build credibility without grandstanding as you strive to stand apart from the crowd?

He'd was called first Cephas in Aramaic, then Petros, rock, in Greek. Eventually he became Peter and the Gospels proclaimed that Christ said, Upon this rock I shall build my church.' The testimony was the first ancient account he'd ever read that made sense. No supernatural events or miraculous apparitions. No actions contrary to history or logic. No inconsistent details that cast doubt on credibility. Just the testimony by a simple fisherman of how he'd borne witness to a great man, one whose good works and kind words lived on after his death, enough to inspire him to continue the cause.

down all the current stressors in your life and one step you could take to alleviate each one. Accepting that a difficult situation is real and clearly identifying the root problem is an important step. Proper diagnosis is half the cure. • Simplify your life. Eliminate and concentrate. Focus on the vital few things that contribute the most to your overall life satisfaction. Taking on too much or spreading yourself too thin inevitably leads to a sense of overload. 4. Combine aerobic, strength, and flexibility exercises. If you want maximum levels of energy, take responsibility for becoming a mini-expert on exercise and fitness. Subscribe to the most credible health and exercise magazines, add informative fitness sites to your Web favorites, and build your own library with the latest books, DVDs, and other resources related to energy and wellness. Aerobic exercise The most important component of effective exercise is aerobic exercise. Aerobics, or cardiovascular endurance, refers to the sustained ability of the heart, lungs, and blood to perform optimally. Through consistent aerobic conditioning, your body improves the way it takes in, transports, and uses oxygen. This means your heart and lungs will be stronger and more efficient at performing their functions. Proper aerobic exercise causes your body to burn fat, while anaerobic exercise causes the body to burn glycogen and store fat. Many people unknowingly exercise anaerobically when they intend to exercise aerobically. This results in, among other things, a frustrating retention of fat. The intensity of your exercise is what makes it anaerobic or aerobic. Consistent and proper aerobic exercise has the following benefits: • improves quality of sleep • relieves stress and anxiety • burns excess fat • suppresses appetite • enhances attitude and mood • stabilizes chemical balance • heightens self-esteem Each of the above benefits either directly or indirectly leads to high levels of both mental and physical energy. Here are some tips for maximizing the

Asking a question is about clearing your doubts. Questioning a person is raising doubts about his credibility or abilities. Both have absolutely different effects on relationships. While the first can build bridges, the second can ruin relationships.

Follow-Up Framework Opt-In: Offer a desirable bribe (also called a “hook” or “lead magnet”) in exchange for an email address (at a minimum). Hook Delivery: Deliver what was promised for the prospect opting in. Digital delivery can range from digital reports to emails to audio or video content. The benefit of digital delivery is that you can provide immediate gratification to your prospect and it’s free to send. Sellucation: Sellucation is selling through education. Each Follow-Up installment is an opportunity to address common questions, handle objections, and amplify the problem while presenting your solution. It’s education with the implicit intent of driving sales. Social Proof: Reiterating the social proof you presented in the Engage & Educate phase with testimonials, reviews, awards, partner logos, and case studies will enhance your credibility and build trust. Promotions: Offering free consultations, discounts, and other incentives can motivate your prospect to take action. Communicating an expiration associated with the promotion can create a sense of urgency that further persuades prospects to move forward.

Freshmen at the Academy are called plebes, and as a plebe you learn the five basic responses to upperclassmen. They are: "Yes, Sir/Ma'am." "No, Sir/Ma'am." "Aye, aye Sir/Ma'am." "I'll find out, Sir/Ma'am." "No excuse, Sir/Ma'am." ... The phrase "I'll find out" signals that you know it's OK not to know everything but that you accept the responsibility to figure out what you don't know. That builds credibility with your team. The final response- "No excuse" -is all about accepting that the buck stops with you. If you didn't get something done, it's no one's fault but your own. It's the next step in taking responsibility for your actions and not placing blame on someone else... It's the hardest of the five basic responses to learn because you must take responsibility for other people's actions. You are not allowed to place blame on others. It is an important shift in mind-set that requires you to look out for others, not just yourself. p86

the first three years have shown that an autocratic attempt in the United States has a credible chance of succeeding. Worse than that, they have shown that an autocratic attempt builds logically on the structures and norms of American government: on the concentration of power in the executive branch, and on the marriage of money and politics. Recovery from Trumpism—a process that will be necessary whenever Trumpism ends—will not be a process of returning to government as it used to be, a fictional state of pre-Trump normalcy. Recovery will be possible only as reinvention: of institutions, of what politics means to us, and of what it means to be a democracy, if that is indeed what we choose to be.

Care was supposedly taken in the building’s design to ensure that no enriched uranium would ever be in a critical-sized or -shaped container, so no criticality alarms were called for in the license. An accidental criticality of any kind in this facility, run by highly disciplined Japanese laborers, was not a credible scenario.182

A simple post or repost on social media can cost you credibility that has taken your entire career to build.

When my friends suggested that we approach a rich man for patronage, explaining, "Today we need him, later when we are established you can change the pattern. We need publicity, credibility and money. Where else will it come from?" I rejected the advice outright, saying what I have never stopped repeating since, "I will not join the social welfare club. I need no false support, no whitewash and no publicity. I'll build credibility, I'll earn money, I'll labour. I'll live the real thing. For that I need the people, those who need my help. Nothing is for free, everything has a price. I will pay them, they will pay me. The people will create their own welfare service, I will help them create it. From here we go alone. There shall be no pillar to lean on. We shall build supports from within. No compromise shall dilute and plague my work. We will begin from the street, from the beginning, not the top, not the middle, but the very bottom.

in the content and bring ideas to discuss during the session. Then, when everyone was together, Craig facilitated a dialogue on the topic and ensured that everyone had a chance to share their thoughts and connect them to both their group and the work that they did. Prior to these sessions, Craig shared that his colleagues often squabbled over resources, resisted collaboration on even simple ideas, and it felt like people were actively working against one another to build up their own department while breaking down others. He was amazed that, as he introduced these leadership concepts, like team trust, credibility, and accountability, both the conversation and cooperation among peers gradually shifted. The risk that he took—reimagining meetings and sharing new ideas—transformed his environment.

but there are two problems with that approach. First, rapid-pace stories miss the essence of what good storytelling is about—character. Second, realism builds credibility.

In the first few weeks, you need to identify opportunities to build personal credibility. In the first 90 days, you need to identify ways to create value and improve business results that will help you get to the break-even point more rapidly.

Your 90-day plan should be written, even if it consists only of bullet points. It should specify priorities and goals as well as milestones. Critically, you should share it with your boss and seek buy-in for it. It should serve as a “contract” between the two of you about how you’re going to spend your time, spelling out both what you will do and what you will not do. To begin to sketch out your plan, divide the 90 days into three blocks of 30 days. At the end of each block, you will have a review meeting with your boss. (Naturally, you’re likely to interact more often than that.) You should typically devote the first block of 30 days to learning and building personal credibility.

In general, though, new leaders are perceived as more credible when they display these characteristics: Demanding but able to be satisfied. Effective leaders get people to make realistic commitments and then hold them responsible for achieving results. But if you’re never satisfied, you’ll sap people’s motivation. Know when to celebrate success and when to push for more. Accessible but not too familiar. Being accessible does not mean making yourself available indiscriminately. It means being approachable, but in a way that preserves your authority. Decisive but judicious. New leaders communicate their capacity to take charge, perhaps by rapidly making some low-consequence decisions, without jumping too quickly into decisions that they aren’t ready to make. Early in your transition, you want to project decisiveness but defer some decisions until you know enough to make the right calls. Focused but flexible. Avoid setting up a vicious cycle and alienating others by coming across as rigid and unwilling to consider multiple solutions. Effective new leaders establish authority by zeroing in on issues but consulting others and encouraging input. They also know when to give people the flexibility to achieve results in their own ways. Active without causing commotion. There’s a fine line between building momentum and overwhelming your group or unit. Make things happen, but avoid pushing people to the point of burnout. Learn to pay attention to stress levels and pace yourself and others. Willing to make tough calls but humane. You may have to make tough calls right away, including letting go of marginal performers. Effective new leaders do what needs to be done, but they do it in ways that preserve people’s dignity and that others perceive as fair.

Underpromise and Overdeliver Whether you and your boss agree on expectations, try to bias yourself somewhat toward underpromising achievements and overdelivering results. This strategy contributes to building credibility. Consider how your organization’s capacity for change might affect your ability to deliver on the promises you make. Be conservative in what you promise. If you deliver more, you will delight your boss.

In such a world it is perfectly credible that a mental defective should sit on the upper floor of a little-used building, wearing a Hanes T-shirt, eating take-out chicken, and waiting to use his mail-order rifle to blow out the brains of an American president; perfectly possible that another mental defective should be able to stand around in a hotel kitchen a few years later waiting to do exactly the same thing to that defunct president’s younger brother; perfectly understandable that nice American boys from Iowa and California and Delaware should have spent their tours in Vietnam collecting ears, many of them extremely tiny; that the world should begin to move once more toward the brink of an apocalyptic war because of the preachings of an eighty-year-old Moslem holy man who is probably foggy on what he had for breakfast by the time sunset rolls around. All of these things are mentally acceptable if we accept the idea that God has abdicated for a long vacation, or has perchance really expired.

Christian leaders are servants with the credibility and capabilities to influence people in a particular context to pursue their God-given direction. The second builds off the first. Christian leadership is the process whereby servants use their credibility and capability to influence people in a particular context to pursue their God-given direction.

Sometimes in our quest to be seen as credible and professional and sophisticated, we forget the value of our humanity.

Act on the following five strategies to build your credibility and turn your clients into raving fans. #1…Start with an early listening tour.  #2…Identify the client priorities you will act on. #3…Look for opportunities to over-deliver. #4…Spend time on their turf, #5…Deepen your knowledge of the business.

wandered through Stratford, waiting to hear back. The main downtown area was small and pedestrian, centered on the local tourist industry. Most of the buildings were in the half-timbered Tudor style, lending an air of Renaissance authenticity to the town. Quaint street signs helpfully funneled bumbling tourists toward the attractions: “Shakespeare’s Birthplace” or “Holy Trinity Church and Shakespeare’s Grave.” On High Street, I passed the Hathaway Tea Rooms and a pub called the Garrick Inn. Farther along, a greasy-looking cafe called the Food of Love, a cutesy name taken from Twelfth Night (“ If music be the food of love, play on”). The town was Elizabethan kitsch—plus souvenir shops, a Subway, a Starbucks, a cluster of high-end boutiques catering to moneyed out-of-towners, more souvenir shops. Shakespeare’s face was everywhere, staring down from signs and storefronts like a benevolent big brother. The entrance to the “Old Bank estab. 1810” was gilded ornately with an image of Shakespeare holding a quill, as though he functioned as a guarantee of the bank’s credibility. Confusingly, there were several Harry Potter–themed shops (House of Spells, the Creaky Cauldron, Magic Alley). You could almost feel the poor locals scheming how best to squeeze a few more dollars out of the tourists. Stratford and Hogwarts, quills and wands, poems and spells. Then again, maybe the confusion was apt: Wasn’t Shakespeare the quintessential boy wizard, magically endowed with inexplicable powers?

This compartmentalization of standards is toxic to the credibility of the Christian witness. Many evangelicals have come to view politics the way a suburban husband views Las Vegas—a self-contained escape, a place where the rules and expectations of his everyday life do not apply. The problem is, what happens in politics doesn’t stay in politics. Everyone can see what these folks are doing. Just as you might stop taking marital advice from your neighbor if you saw cell phone footage of him paying for prostitutes and cocaine in Vegas, you might stop taking spiritual guidance from your neighbor if you saw him chanting “Hang Mike Pence!” at the Capitol Building.

Demolition experts agree that the preparation to execute the controlled demolition of a high-rise building takes months to plan and carry out. Several credible reports of foreknowledge have come forth. It is only reasonable to suspect that powerful insiders, not just the 19 alleged hijackers, were behind the destruction.

So to get these things, you have to build credibility, and you have to do it under your own name as much as possible, which is risky. So, accountability is a double-edged thing. It allows you to take credit when things go well and to bear the brunt of the failure when things go badly. [78]

In addition to the peerless Levering Smith, Raborn held another trump card in dealing with the Pentagon—a “magic piece of paper”: a memo from the CNO, Admiral Burke, affirming that Raborn “was to have absolute top priority on anything he wants to do” and that everyone in the Navy was to be responsive to his requests. If they found that they could not be, they were to report to Burke, and he would take it upon himself to say no if he felt the denial was proper. This unprecedented talisman got Raborn whatever he needed from the Navy’s frequently rivalrous bureaus, though Burke preferred to build willing support within the Pentagon rather than compulsory (and thus potentially grudging) support. In this, his and Raborn’s personal credibility and persuasive gifts carried the day. The economics of the SLBM program were useful too.

Directional: Deep purpose serves as a “North Star” and helps you channel innovation. Relational: Deep purpose helps you sustain credibility and trust with ecosystem partners and establish long-term relationships. Reputational: Deep purpose helps you build affinity, loyalty, and trust with customers. Motivational: Deep purpose elevates work, allowing you to motivate and inspire employees.

Networking also helps to build your reputation and credibility in your industry. By attending events, participating in discussions, and sharing your knowledge and expertise, you can establish yourself as a thought leader and subject matter expert. This can help to attract new clients, collaborators, and investors who are looking for someone with your level of expertise.

To start asking for more, build your credibility first with strategic testimonials and a solid portfolio.

As the chapter on relationship building suggested (Chapter 5), we must find ways not only to be credible, but also to give the client the sense that we are credible. We must illustrate, not assert. Why

Current theories regarding the function and construction of the pyramid fall short. A credible theory would have to explain the following conditions found inside the Great Pyramid: -The selection of granite as the building material for the King's Chamber. It is evident that in choosing granite, the builders took upon themselves an extremely difficult task. -The presence of four superfluous chambers above the King's Chamber. -The characteristics of the giant granite monoliths that were used to separate these so-called "construction chambers." -The presence of exuviae, or the cast-off shells of insects, that coated the chamber above the King's Chamber, turning those who entered black. -The violent disturbance in the King's Chamber that expanded its walls and cracked the beams in its ceiling but left the rest of the Great Pyramid seemingly undisturbed. -The fact that the guardians were able to detect the disturbance inside the King's Chamber, when there was little or no exterior evidence of it. -The reason the guardians thought it necessary to smear the cracks in the ceiling of the King's Chamber with cement. -The fact that two shafts connect the King's Chamber to the outside. -The design logic for these two shafts—their function, dimensions, features, and so forth.

Begin with a decision. Decide that from this moment you will change your life. So far, external events and the impact of the environment influenced your everyday life. Everything that has happened to you today, in this moment, is the result of your previous decisions and thoughts. From now on you will take charge of your life. Control what you can, and control your reaction about things you can’t control. What do you like to do? What can you do right now? What do you need? Answer these questions. When you answer only two questions similarly, you face a situation that requires attention. Think about how can you change to give the same answer to all the three questions. When all the three match it means you found something that adds immediate value to your life. If you promise yourself something, make sure to fulfill it. The greatest disappointment you can feel is when you lose credibility in your own eyes. When a promise is made but isn’t kept, it creates a sense of emptiness, a sense of unfinished business. The worst case is when you don’t keep a promise you made for yourself. It is important to stay credible in your own eyes. Better start with smaller promises. Today I will walk home instead of taking the bus. Or, this weekend I’ll have a picnic instead of watching TV. Then work up to the bigger ones like, I’m going to learn to play the violin. Remember to build up credibility, take responsibility, and keep promises to yourself. If you keep your own promises you cultivate self-respect. Self-respect generates self-love. If you love yourself, you’ll love your innate abilities. If you love them, you’ll love using them. If you love using them, doors will open even in the thickest walls. This is what I call a positive circle. Opening new doors requires new skills. You cannot make a difference in your life relying only on your past. Be opened to new things. Be persistent and do not give up. Vow that you will not give up until you achieve your goal, what you were born to do! The length or difficulty of the road ahead can make a lot of people stop before they even cross the start line. Set off and take the first step. Divide the distance into manageable stages. Do a little bit more than you’re comfortable with. Undertake a little bit more and keep your commitments. Only in this way is it possible to begin to develop a new habit that will make you stronger. Believe in yourself. Believe that you can do it. When you begin to make a living from your hobby, people will tell you things like, “you’ll die of hunger.

Remember to build up credibility, take responsibility, and keep promises to yourself. If you keep your own promises you cultivate self-respect. Self-respect generates self-love. If you love yourself, you’ll love your innate abilities. If you love them, you’ll love using them. If you love using them, doors will open even in the thickest walls. This is what I call a positive circle.

Stop drinking from the firehose of a global Gen Z demographic. Focus on knowing your brand’s core audience, and aligning with the youth culture segments that matter most. In today’s world markets, niche audiences drive mass consumption.

• Know the values, current projects, and aspirations of each person in your tribe. • Use Reid Hoffman’s “theory of small gifts” to build your relationship with people in your tribe as preparation for triading. • Form a triad by introducing two people to each other on the basis of current projects and shared values. • There’s no substitute for going through Stage Three, so that you’re known for some area of expertise. Doing so will give you the credibility to triad with others.

Why will Gen Z and those immersed in youth culture wait in line for hours at Supreme for a new product to drop? Because they want to be in the line. The line is the new community and those who wait in line earn a seat at a very elite table. For brands to succeed with Gen Z, they need to create a sense of belonging or their competition will.

Images such as these familiar ones (I mean to suggest) build up an imaginary country in which the story becomes credible; we recognize it as the particular country of our imagination where people would act as they do in the story, would do the deed they do. And the largeness of the images makes it a country wide enough so that the victim could escape, if he chose; like Achilles. But it is the rhythmic power of the dancing, of the dance scenes, that turns the pantomime quality of a gesture into an emblem, into an image with all its own country all around it.

IT has to work towards building better credibility as a business solutionary and gain respect from business peers.

Another way to build credibility is paying attention to people’s perceptions of you and ensuring that you’re creating the perception you want. Make sure you’re building a reputation as a smart, skillful, competent, and dependable person with good judgment.

Remember, whether you’re selling a product or a service, you are in the customer experience business. Customer experience is not just a function of training your staff; it’s a design function. If you want to design something that’s going to succeed, it needs to deliver value to customers across each and every touchpoint. Innovation is as much a philosophy as it is a business discipline. The philosophy begins with a customer-centered view of the universe. A fractional approach will result in failure, and even worse, you will lose credibility. Don’t deploy on innovation until you really mean to carry it through, and when you do, make sure you do it right. When you launch innovation initiatives, build in dashboards

So what counts as a ‘commercial insight’? Some examples include: BEST PRACTICES: Customers often want to know about best practices from other regions. For instance, being able to explain to an Australian-based buyer that businesses in the US or UK are solving a similar problem with a new solution that is deemed to be the current best practice is often highly valued, as it could provide a newer (or better) solution than the one the buyer had previously considered. EMERGING TRENDS: Being able to share the latest trends concerning your sector can empower buyers to make educated decisions about investments, particularly when it comes to the longevity of different solutions or how developments in adjacent industries could disrupt the business. INVESTMENT RISK: In mature markets, business buyers often become very risk averse as they don’t want to be held responsible for having a negative impact on growth numbers. Many sales people steer clear of talking about risk with their customers, because they worry about turning a buyer off making a purchase decision. However, while highlighting a risk to your customer could mean that you lose a sale, putting the customer’s best interests ahead of your own will ultimately position you as a trusted adviser. Additionally, because many sales people take the opposite approach – they sell the customer on the value while carefully avoiding any mention of the possible downside, only for the risk to raise its ugly head after the purchase – this helps you stand out as a person of integrity in a field where integrity is seen to be lacking. CASE STUDIES: Unique customer case studies and stories not only build your credibility and the credibility of your offering, they help develop a rapport between you and your customer. In the same way that comedians curate a long list of jokes, anecdotes and stories that they can roll out at any given moment, you should also become the curator of unique stories and case studies that your customers value because they can’t easily find these on Google.

It was now my responsibility to build my own culture within the U.S. Attorney’s office, one that would get the best out of our team and drawing, in different ways, on the lessons of Giuliani and Fahey. I tried to attend to this task from the very first day. I hired about fifty new prosecutors during my time as U.S. Attorney and sat with each of them as they took the oath of office. I invited them to bring their families. I told them that something remarkable was going to happen when they stood up and said they represented the United States of America—total strangers were going to believe what they said next. I explained to them that, although I didn’t want to burst their bubbles, this would not happen because of them. It would happen because of those who had gone before them and, through hundreds of promises made and kept, and hundreds of truths told and errors instantly corrected, built something for them. I called it a reservoir. I told them it was a reservoir of trust and credibility built for you and filled for you by people you never knew, by those who are long gone. A reservoir that makes possible so much of the good that is done by the institution you serve. A remarkable gift. I would explain to these bright young lawyers that, like all great gifts, this one comes with a responsibility, a solemn obligation to guard and protect that reservoir and pass it on to those who follow as full as you received it, or maybe even fuller. I would explain that the problem with reservoirs is that they take a very long time to fill but they can be drained by one hole in the dam. The actions of one person can destroy what it took hundreds of people years to build.