Communication Builds Trust Quotes

Your comfort zone is a place where you keep yourself in a self-illusion and nothing can grow there but your potentiality can grow only when you can think and grow out of that zone.

If communication cannot achieve consensus, we must live with the broken pieces of unfulfilled expectations and recognize the failure of dialogue, trust, and reciprocity. In the meantime, let us identify the cracks and breaches in the blurred mirror of the past and build a new canvas of hope and clarity. ("Poste Restante")

Effective two-way communication is responsible for building the trust in a company and keeping the employees happy.

Clear and consistent reporting fosters transparency, both internally and externally. This promotes open communication among stakeholders and builds trust.

Your VISION and your self-willingness is the MOST powerful elements to conquer your goal

In any human interaction, the required amount of communication is inversely proportional to the level of trust.

Open communication and trust create a safe space for sharing ideas, challenging each other's assumptions, and building on each other's strengths. This fosters a collective learning environment where everyone's contributions are valued.

Autumn is a momentum of the natures golden beauty…, so the same it’s time to find your momentum of life

Your traditional EDUCATION is not going to CHANGE your life but the life you are experiencing that can change you. Choose a POSITIVE life STYLE with positive ATTITUDE which could bring you a life with HAPPINESS and WISDOM

How you think and create your inner world that you gonna become in your outer world. Your inner believe manifest you in the outside

Communication through interaction is less about the words spoken than it is about the interaction dynamics that take place at the nonverbal level; it is at this level that trust is established—or not.

One of the primary ways horses communicate with us is through their behavior. Again, it is my belief horses don’t distinguish between how they feel and how they act. So if they act a certain way, their actions are reflecting the way they feel. A horse’s body then becomes a mirror for their emotions. So the body informs us of what is truly going on internally.

If I make deposits into an Emotional Bank Account with you through courtesy, kindness, honesty, and keeping my commitments to you, I build up a reserve. Your trust toward me becomes higher, and I can call upon that trust many times if I need to. I can even make mistakes and that trust level, that emotional reserve, will compensate for it. My communication may not be clear, but you’ll get my meaning anyway. You won’t make me “an offender for a word.” When the trust account is high, communication is easy, instant, and effective.

When manipulation flutters around everywhere, neither pull nor push anyone. Just do one thing - don't trust anyone!

If you are not EXCITED enough at your present life its mean your future is not EXITING. Excitement will give you ENTHUSIASM and enthusiasm will give you a positive energetic LIFE STYLE which could give you a successful exiting life…

CONFIDENCE is not showing off your VANITY, it’s about to be HUMBLED and KIND to others what are you truly SKILLED and PROFESSIONAL about…

The focus should be on becoming a strong and influential personality – cultivate compelling communication skills, focus on building trust and learn how to expand and leverage your professional network.

Trust is based on honest communication, and I find that employees become cynical when they hear half-truths. Cynicism is a cancer. It creates a metastasizing discontent that feeds on itself, leading to smarminess and fueling backstabbing.

REJECTION is kind of your negative ILLUSION which has no value but it’s give you a CLUE to go for next level of your ACTION.

If you can’t communicate effectively, you will not lead.

Even if you communicate sincerely and your intentions are upright, if people don’t have trust, they speculate your every move...

when you become addict in to MATERIAL things in life then the TRUE natural life start to run away from you, YES! it's can give you certain pleasure in the society but in the same time it will sabotage your true HAPPINESS of life which we could have simply with GRATITUDE and FORGIVENESS

Even if you’re not broadcasting your personal life to the universe through social media, choose your confidants wisely and with discretion. Your ability to keep your personal details close to your vest will encourage others to feel that you are trustworthy enough to be trusted with their personal details.

Borderline parents with an insecure sense of self may use jewelry, clothes, and other trappings as proof of their attainment of the idealized happy family, regardless of their means. Rather than unconditional love, nurturance, and open communication, the emphasis may have been on how things appeared to outsiders. Thus the need for expensive cars, respectable jobs, obedient children, well-groomed pets, a carefully landscaped yard. The

True reliability is built not only by following through, but by following through more than once on promises. Which is why it takes time to build trust. We need to see changed behavior in the person who harms us more than once.

Communication sets expectations; actions deliver on or shatter those expectations.

How does one build bridges of trust with another? By paying attention to communication, commitment, competence, and character. Pay

1. Building Trust & Rapport. Trust and rapport are the heartbeat of business, the backbone of high performing teams, and the secret sauce for healthy relationships.

We are hard-wired to engage with those we trust, and this hard-wiring has led to a constant push for greater interaction and connection on the Web.

Rapport allows you to create a friendly compatibility and easy companionship which feels comfortable and enjoyable.

As soon as someone believes you cannot be trusted, you are stopped dead in your tracks. Whether this perceived loss of trustworthiness is true or false, the perception alone can be damaging.

When a leader nurtures an environment of trust, respect, and honesty—business soars, creativity and problem-solving are inspired, and collaboration enables people get more done in less time.

For my happy relationships...they are truly formulated in a deeply intimate, trust-BUILT, character-tested, place in my conscience. I consider my friends in the Spirit and TRUTH as divinely chosen ones, plus the way I communicate this reality is by the way I love them inaction. They share in the experience of my authentic happiness, by ethereal invitation, and not by mere coincidence.

Unless you’re influenced by my uniqueness, I’m not going to be influenced by your advice. So if you want to be really effective in the habit of interpersonal communication, you cannot do it with technique alone. You have to build the skills of empathic listening on a base of character that inspires openness and trust. And you have to build the Emotional Bank Accounts that create a commerce between hearts.

What are those behaviors that make us take pause to think twice about a person’s trustworthiness? Guarded body language, lack of eye contact, nervous fidgeting, interrupting, speaking ill of others, lying, arrogance, and gossip to name a few.

That a healthy BDSM or kink relationship involves building a deep trust in each other, open and honest communication, using safewords, negotiating and sharing your hard and soft limits, and always involves activities mutually consented upon between adults.

Unlike when people lived in small communities and could not escape their past behavior, we live in an age of anonymous one-time encounters, and many people have become expert at the art of fast persuasion. Trust, formerly earned through actions, is now purchased with sleight of hand, and sleight of words. I encourage women to explicitly rebuff unwanted approaches, but I know it is difficult to do. Just as rapport-building has a good reputation, explicitness applied by women in this culture has a terrible reputation. A woman who is clear and precise is viewed as cold, or a bitch, or both. A woman is expected, first and foremost, to respond to every communication from a man. And the response is expected to be one of willingness and attentiveness. It is considered attractive if she is a bit uncertain (the opposite of explicit). Women are expected to be warm and open, and in the context of approaches from male strangers, warmth lengthens the encounter, raises his expectations, increases his investment, and, at best, wastes time. At

Words matter. Words shape worldviews. Words provoke action and reaction, which in turn provoke more words. Getting the words right is critically important. Getting the action right is also critically important. And aligning the words and actions is even more important.

Love is not all you need to be with someone. You can love anyone, but that doesn’t mean you should be in a relationship with them. Compatibility, respect, trust, reciprocity, vulnerability, intimacy, communication, understanding and honesty are needed. Effort is a must.

I’ve Got to Trust You to Like You People want to do business with people whom they like and trust. If anything in a business presentation raises concerns or doubt about your trustworthiness, everything shuts down. And then there's little hope of moving forward in a positive way—you’re done.

UN-Impressive Acts of Indiscretion • Forwarding other people's emails without getting permission. • Throwing other people under the bus to save yourself. • Talking loudly, being boorish and insensitive to the others around you. • Flagrant cheating. • Burning bridges. • Talking smack. • Dissing your competitor to your customer. • Oversharing and revealing too much personal information about yourself and others. • Breaking trust by sharing someone else’s secrets. • Being passive-aggressive to manipulate a situation or person. • Saying one thing and doing another. • Being two-faced. • Lying by omission. • Dispensing bulls#@%!

Effective communication is shaped by human nature and is subject to the complexities, inconsistencies, and particularities which characterize human behavior. Since communication is intended to change the way people think and feel and what they understand, know, and do, it will invariably be shaped by human emotions.

Rather they are largely related to an underdeveloped brain, for the areas that govern social awareness, empathy, and related language skills are not fully operational until we’re about thirty years old. Despite this neurological handicap, scientific research shows that anyone—young or old—can exercise the language and social-awareness centers of the brain in ways that will enhance their capacity to communicate more effectively with others.

1. Trust. Without trust, communication breaks. More specifically: In any human interaction, the required amount of communication is inversely proportional to the level of trust. Consider the following: If I trust you completely, then I require no explanation or communication of your actions whatsoever, because I know that whatever you are doing is in my best interests. On the other hand, if I don’t trust you at all, then no amount of talking, explaining, or reasoning will have any effect on me, because I do not trust that you are telling me the truth. In a company context, this is a critical point. As a company grows, communication becomes its biggest challenge. If the employees fundamentally trust the CEO, then communication will be vastly more efficient than if they don’t. Telling things as they are is a critical part of building this trust. A CEO’s ability to build this trust over time is often the difference between companies that execute well and companies that are chaotic.

Training our attention to identify needs (our own and others’) involves: • Expanding our vocabulary for needs Training our attention to see life through the “lens of needs” Building close relationships of trust and mutual respect, in which we feel safe enough to explore needs Attuning to the level of vulnerability that supports understanding and collaboration, depending on the context • Learning to be at peace with unmet needs Developing the ability to shift our attention from the personal to the universal aspect of needs, from a narrow focus on satisfying our needs to a broader appreciation for the beauty of human needs

What we are talking about is a kind of super-reflex, a fundamental physiological ability of which we are barely aware. And like all specialized human traits, some people have much more mastery over this reflex than others. Part of what it means to have a powerful or persuasive personality, then, is that you can draw others into your own rhythms and dictate the terms of the interaction. In some studies, students who have a high degree of synchrony with their teachers are happier, more enthused, interested, and easygoing. What I felt with Gau was that I was being seduced, not in the sexual sense, of course, but in a global way, that our conversation was being conducted on his terms, not mine. I felt I was becoming synchronized with him. "Skilled musicians know this, and good speakers," says Joseph Cappella, who teaches at the Annenberg School of Communication at the University of Pennsylvania. "They know when the crowds are with them, literally in synchrony with them, in movements and nods and stillness in moments of attention." It is a strange thing to admit, because I didn't want to be drawn in. I was on guard against it. But the essence of Salesmen is that, on some level, they cannot be resisted. "Tom can build a level of trust and rapport in five to ten minutes that most people will take half an hour to do," Moine says to Gau.

Mingle • Be the connector—introduce people to each other who may not otherwise connect. • Be a conversation fire starter; point out what people have in common as you are introducing them. • Seek out the folks who may appear to be shy, or awkward, or wallflowers. Find ways to build trust and comfort. Engage them with a kind word to pull them out of their shell. • Arrive early and stay late; connect with people before and after your event. • Stretch beyond your comfort zone to speak with, sit with, and start conversations with people whom you do not know. • Offer to refill someone’s drink or clear their plate. • Encourage introductions: “There is someone whom I would love for you to meet . . .

Earning Trust & Cooperation The number one thing which stands between you and meeting a new person is tension. What is the number one thing which stands between a sales person and their prospect? You guessed it . . . tension. One of our first priorities as we initiate a first impression must be to focus on how to effectively minimize or eliminate tension. Regardless of your relationship or venue, when tension is high, trust and cooperation are low. When tension is reduced, trust and cooperation increase. It is an inverse relationship. So, how can you move to reduce tension in your first impressions to increase trust and cooperation? Put yourself in their shoes and seek to relate to them with an equal footing on a level playing field. Demonstrate how you can bring value to their lives.

with friends at a local coffee shop Posting comments on discussion boards rather than communicating face to face in social settings Conversing via e-mails and text messages rather than phone conversations Being a part of anonymous online support groups rather than attending local support group meetings Cybersnooping friends' profiles rather than getting to know them personally Of course, some of these ways of "techno-relating" are fun and beneficial. The social components of the Web appeal to many people because they offer easier, safer, and quicker ways to connect to others. No one really knows to what extent isolation from overuse of technological ways of relating to other people contributes to the development of BPD or other emotional problems. However, technology can prevent the in-person contact you need to build relationships and trust. To get better, people with BPD need real relationships, real social support, and real feedback about their behavior.

At the heart of every child is the need for play. Play is important for creativity, learning, and interacting with peers. But it’s also the way children communicate. If we want to show our children we love them, we need to play with them. Play is the magical portal to connection. Playing with our children isn’t about enjoying the activity as much as it is about connecting with them. Much as with love languages or personality types, understanding how our children play is critical. Author and psychologist Lawrence J. Cohen, the author of Playful Parenting, wrote, “Play is important, not just because children do so much of it, but because there are layers and layers of meaning to even the most casual play.” He pointed out the various layers of a father and son playing catch—from developing hand-eye coordination and the joy of learning a new skill to the bonding time the two are sharing. “The rhythm of the ball flying back and forth is a bridge,” Cohen wrote, “reestablishing a deep connection between adult and child; and comments like ‘good try’ and ‘nice catch’ build confidence and trust.

What we are talking about is a kind of super-reflex, a fundamental physiological ability of which we are barely aware. And like all specialized human trains, some people have much more mastery over this reflex than others. Part of what it means to have a powerful or persuasive personality, then, is that you can draw others into your own rhythms and dictate the terms of the interaction. In some studies, students who have a high degree of synchrony with their teachers are happier, more enthused, interested, and easygoing. What I felt with Gau was that I was being seduced, not in the sexual sense, of course, but in a global way, that our conversation was being conducted on his terms, not mine. I felt I was becoming synchronized with him. "Skilled musicians know this, and good speakers," says Joseph Cappella, who teaches at the Annenberg School of Communication at the University of Pennsylvania. "They know when the crowds are with them, literally in synchrony with them, in movements and nods and stillness in moments of attention." It is a strange thing to admit, because I didn't want to be drawn in. I was on guard against it. But the essence of Salesmen is that, on some level, they cannot be resisted. "Tom can build a level of trust and rapport in five to ten minutes that most people will take half an hour to do," Moine says to Gau.

The cane is just not going to cut it. I shared with some of my colleagues that these brothers live in neighborhoods where they are getting whapped with a piece of stick all night, stabbed with knives, and pegged with screwdrivers that have been sharpened down, and they are leaking blood. When you come to a fella without even interviewing him, without sitting him down to find out why you did what you did, your only interest is caning him, because you are burned out and frustrated yourself. You say to him, ‘Bend over, you are getting six.’ And the boy grits his teeth, skin up his face, takes those six cuts, and he is gone. But have you really been effective? Caning him is no big deal, because he’s probably ducking bullets at night. He has a lot more things on his mind than that. On the other hand, we can further send our delinquent students into damnation by telling them they are no body and all we want to do is punish, punish, punish. Here at R.M. Bailey, we have been trying a lot of different things. But at the end of the day, nothing that we do is better than the voice itself. Nothing is better than talking to the child, listening, developing trust, developing a friendship. Feel free to come to me anytime if something is bothering you, because I was your age once before. Charles chuck Mackey, former vice principal and coach of the R. M. Bailey Pacers school.

Communiation has power. But as with any form of power, it needs to be harnessed effectively or it can all too often backfire.

Communication has power. But as with any form of power, it needs to be harnessed effectively or it can all too often backfire.

Trust is the natural consequence of promises fulfilled, of predictions that come true, and of values lived.

Communication isn't about telling our story. That's undisciplined, self-indulgent, and often illusory. The power of communication is getting audiences to listen--and to care.

Effective communication focuses on the audience’s worldview. We should try to “get inside” the audience’s though processes and see the audience as it sees itself.

It is essential that we understand the audience on its own terms. We should not assume that every audience thinks as we do, decides as we do, or has the same values, goals, or concerns as we do.

Communication is the continuation of business by other means. The business objective (or in the case of government or not-for-profit, the organizational objective) is the overriding goal, and communication is merely one of the means of achieving it. And means can never be considered in isolation from their purposes.

One of the burdens of leadership is to say things that are uncomfortable.

Not all words are created equal. Different words have different impacts. And because communication is a process of mutual adaptation, of move and countermove, the leader needs to consider the response his or her words are likely to provoke. And to resist the temptation to say anything that triggers a response different from the desired response. Because saying the wrong thing even once can derail an otherwise carefully planned event and hand the initiative to one's opponents.

All communications are based upon either taking the initiative or reacting in response to the audience, adversaries, or the environment. By taking the initiative, we dictate the terms of discussion and the communication agenda. It is through the initiative that we seek to influence our audience.

Because all effective communication is goal-oriented, intended to change something, an effective leader or leadership team focuses on what it wants stakeholders to know, think, feel, and do, and the ways to get those stakeholders to change so that they will know, think, feel, and do so.

Because communication is about human connection, the human dimension is central to communicating. It is the human dimension that makes communication possible. Leaders need to know how humans actually work.

One of the burdens of leadership is to have a very high tolerance for repetition.

Speed matters, especially in controversial situations. The longer it takes to fulfill legitimate stakeholder expectations, the harder it is to win, maintain, or restore trust.

By exercising some self-control, even when strong feelings make us want to say unspeakable things, we create a safe space for open communication, understanding, and deeper connection.

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

When you are confident in your own abilities, you trust yourself more. By building your self-trust, you start to believe in your own abilities, thus making it much easier to do them. In addition to this, with confidence, you begin to trust others more. Not only does it make it easier for you to communicate with others, but it also helps in making you act more selflessly.

In The Art of Connection, you will learn simple, yet powerful ways to build trust and rapport for connecting with ease. By being personable and friendly, you will receive more positive and welcoming reactions.

When we trust someone or something, we place our faith and confidence in their word, reliability, and deeds. Without trust and rapport, a relationship can be cut short before it ever gets started.

Strengthen your first impressions by making the intentional effort to first earn people’s trust, and rapport will naturally follow.

When trust is broken, foundational cracks occur which weaken the entire relationship. As with concrete, no amount of filling and patching you apply with the hope of fortifying the fracture will ever repair the weakness caused by the rift.

Sometimes we break people's trust accidentally. An infraction such as not returning a phone call, missing a deadline, being late for an appointment, divulging a confidence, or speaking out of turn can damage our perceived character and reputation.

Take steps to be humble, sincere, and authentic, and apologize if necessary. If a relationship is valuable to you, it is worth your concern and effort to make it right.

Going with Your Gut Your natural instincts are a great barometer for a person’s trustworthiness. Listen to your gut when something feels amiss. When your natural “Spidey-Sense” kicks in, it may alerting you to red flags you would not see on the surface otherwise.

People consider trust differently. Some approach a new relationship with a degree of skepticism and want the other person to earn their trust before it is freely given. Their reluctance is often influenced by a previous experience when they were hurt, betrayed, or let down by others.

I, however, typically trust people until they prove me wrong. As an energy-sensitive person with a highly intuitive nature, I pick up on clues as to whom I can trust or should be wary of. I will take my chances and continue living with my heart wide-open. Having faith in humanity and expecting the best from others improves my happiness and well-being.

Use questions to find out where people are, where they want to be, and how you can help them cross the great divide. When I was in real estate, there were times when brand new clients would get into my car for a day of touring and house hunting. In many cases, I had never met them before. My first goal was to break the ice and build rapport as fast as possible so that our time together would be enjoyable, interactive, and successful for all of us.

In sales, there is a questioning funnel for building rapport in which you start with broad questions and discreetly and respectfully move to the more specific. If you don’t honor this progression, you risk coming across as pushy. As you build rapport, you earn standing to get more personal.

11 Benefits of Asking Questions “The important thing is not to stop questioning. Curiosity has its own reason for existing.” – Albert Einstein 1. Builds rapport. 2. Nurtures creativity. 3. Grows your knowledge and awareness. 4. Exercises critical thinking and problem-solving skills. 5. Makes the other person feel valued. 6. Helps you make thoughtful decisions. 7. The better our questions, the better our answers. 8. Keeps you agile and open to new ideas. 9. Improves your memory and retention. 10. Helps you stay informed and relevant. 11. Enables you to discover a new world of possibilities you would not have known otherwise.

Establishing social certainty helps you build trust, develop rapport, and strengthen your connection. However, the right questions might lead you to find a niche of commonality in someone who is very different from you. It can be professionally and personally rewarding.

Along with the "Law of Attraction" there is also an "Attractor Factor" for easily building camaraderie and commonality for making a positive first impression. Seek to find: 1. Shared History 2. Shared Stories 3. Shared Interests 4. Shared Attitudes 5. Shared Experiences 6. Shared Beliefs and Values

When all else fails, Mother Nature has provided you with a great social default for finding commonality with others. Since weather is a universally shared experience, it enables you to jump into a conversation with anybody and everybody. While discussing the weather may sound boring, trite, and predictable, it is a safe and the certain ice-breaker that can help you build commonality regardless of who you are addressing. As I write this, we have icy rain! It's never a boring topic.

Why is a first impression so important?” Because these brief seconds can be the make-or-break, live-or-die, or yes-or-no basis for building rapport, earning trust, winning friends, or making the sale.

When we give consistent feedback, we build trust. When trust is built, there is more opportunity for dialogue on new ideas, more support when there is failure, and ideally fewer mishaps because there is constant communication that leads to everyone being on the same page.

Notice what we’re acknowledging here. No-Drama Discipline can’t ensure that your kids will act the way you’d like every time you address their behavior. The Whole-Brain approach definitely gives you a much better chance of achieving the short-term goal of encouraging cooperation from your children. It also helps remove or at least reduce the most explosive emotions in the situation, deescalating the drama and thus avoiding the harm and hurt that result when a parent yells or personalizes the issue. But it won’t always be effective at getting the exact behavior you hope for. Kids are human beings, after all, who have their own emotions, desires, and agendas; they’re not computers we program to do what we want. But at the very least, as we’re sure you’ll agree after you read the following chapters, No-Drama Discipline gives you a much better chance of communicating with your children in ways that feel better to both of you, build trust and respect between you, and decrease the drama in most discipline situations. What’s

The point is, rather, that if you are someone who is most comfortable communicating in that way, you have to build relationships of trust that can support it, and you have to hire people who can adapt to your style.

This attitude — that the inner guru is enough — is often adopted by those whose intellectual orientation is slightly nihilistic or who are from very controlling, high- achieving families and resent the idea of yet another powerful person breathing down their necks. Then there are others who like to be led. Even when it comes to mundane issues, they don’t trust their own judgment or inner voice. They can barely go to the grocery store without being full of doubt. They also tend to be a little bit lazy, asking the guru for advice on every little thing that pops into their heads. These types of people have to learn to trust themselves and rely less on the outer guru. They might find that the more they trust the inner and secret gurus, the more they rely on and love the outer guru. Ultimately, the question of whether the inner guru is enough for you is irrelevant if your spiritual aim is to attain enlightenment. But there is an easy way to find the answer. If you can overcome any and all external circumstances, then maybe you don’t need the outer guru, because by then all appearance and experience arise as the guru anyway. On the other hand, if a practitioner is not able to control circumstances and situations, then all kinds of mind training are necessary. Therefore, one needs to be led, to be poked, to be spoon-fed. To find out whether or not you are controlled by circumstances and situations, there are myriad things you can do, such as skip lunch. If you are a man, wear a bra and walk around in public. If you are a woman, go to a fancy party in your bedroom slippers. If you are married, see if you can tolerate someone pinching your spouse’s bottom. See if you are swayed by praise, criticism, being ignored, or being showered with attention. If you get agitated, embarrassed, or infuriated, then more than likely you are still under the spell of the conditions of habit and culture. You are still a victim of causes and conditions. When a loved one dies or the life you are trying to build collapses, it’s likely that your understanding of the inner and secret gurus will not ease the pain. Nor will your understanding of “form is emptiness and emptiness is form” provide solace. In this case, you need to insert a new cause to counter these conditions. Because your understanding of the inner and secret gurus is only intellectual, you cannot call upon them. This is where the outer, physical, reachable guru is necessary. As long as you dwell in a realm where externally existing friends and lovers are necessary, as long as you are bothered by externally existing obstacles like passions and moral judgments, you need a guru. Basically, as long as you have a dualistic mind, don’t kid yourself by thinking that an inner guru is enough. When you reach a point where you can actually communicate with your inner guru, you will have little or no more dualism. You will no longer be repelled by or attracted to an outer guru. Therefore, the outer guru is necessary until you at least have the gist of the inner and secret gurus. When you realize the inner and secret gurus, you won’t even be able to find the outer guru anymore.

Managers shouldn’t use the moral imperative of a tour of duty to force an employee to stay in an onerous position, especially if the poor fit is the result of flawed management decisions. The goal of the tour of duty is to build trust with honest communication and to create longevity on a voluntary basis, not to lock employees into roles they dislike or lock up companies with ineffective employees.

Simple Fast Funnels may be the new kid on the block when it comes to a complete bumper to bumper CRM system, but it’s a force to be reckoned with! Business owners are switching over right and left and I’m going to outline 10 of the best features of Simple Fast Funnels so you can see what all the buzz is about! Funnel builder: Simple Fast Funnels has easy intuitive software so you can build your own landing pages, funnels, websites, sales pages etc. No developer needed, everything included and simple to use Email Software: Instead of paying hundreds or thousands per month to send emails, this software does it for you! You can have your entire email list automated or send emails on the fly, whatever fits the bill for you, they’ve got you covered and it’s so easy to track your email results so you can modify and make improvements as you go. Online Membership Area: Now, for no additional fees that lot’s of CRM software likes to charge, you can build glorious membership areas for your clients. You can control timing on video releases, give access for certain time periods upset packages… whatever your business looks like, if you can dream it, you can build it in the membership area. Survey and quiz generator: Ramp up your lead capture game to grow your customer list! One of the best ways to get leads is to get your customers talking about themselves. Not only do people love to take surveys and quizzes, but it can help you gather information about your clients to serve them better and grow your sales! SMS Marketing Software: If you’re not messaging your customers, you’re missing out, and if you are messaging your customers you’re probably over paying. Amazing automated intuitive SMS marketing can make your life much easier and allow you to reach your customers in more ways. Being where your customers are more present is always good for business. Simple Fast Funnels helps you get the cheapest SMS rates around and it automatically integrates into the system for your unified messages. Appointment booking: Another expensive thing you used to have to pay for and try to get to work properly with your website AND look decent is also built right in. Now, without leaving Simple Fast Funnels, you’re able to capture the lead, follow up with the lead all over the place, engage with them, build trust, book appointments, schedule calls and even send them automated text reminders. E com Purchases: Directly on your website, you’ll be able to take payments. No more invoices sent from other platforms, everything buttoned up nice and clean. Unified messaging: From now on, whether a client emails, texts, calls etc, it all shows up in one place at your end. This might not seem like a big deal, but it’s a HUGE pain to have to follow customers about and keep track of conversations. Now you see all your communication with customers in a neat little area. Blogs: Blogs these days can really help your marketing efforts across the board, and of course your blogs will be a perfect fit in your simple fast funnel account. Analytics: Data tracking when you’re dealing with features on various platforms is a nightmare. If you capture a lead on a Word press landing page, send it an email software like Keep, mail chimp or whatever, send them to a new website to schedule calls and another to make purchases… How could you possibly expect to get good customer data? Hosting all of your “business” in one location makes tracking flawless. The more customers you have the more data you need to be efficient. Cheers to making it easy. All that software and that’s just the top 10, guys there’s more. Simplefastfunnels.com also lets you have a 2 week free trial. Don’t take anyone word for anything. Go try it for yourself.

A school’s branding builds trust and loyalty, establishing a connection with stakeholders, while its’s marketing communicates that connection, fostering engagement and action.

Consistency: This reflects our need for personal alignment. It’s human nature to crave consistency and resist change. You can meet this need by keeping communications consistent, keeping the same look, and having the communication always come from the same person. Consistently providing value to your supporters over time builds a relationship of trust.

Sometimes I feel impatient about how much ableism has forced us to emphasize accessibility to get people to pay even a modicum of attention to it. Collective access is revolutionary because disabled people of color (and disabled people in general) choosing each other is revolutionary. And, in many ways access should not be a revolutionary concept. It is the routine, every day part of the work. It is only the first step in movement building. People talk about access as the outcome, not the process, as if having spaces be accessible is enough to get us all free. Disabled people are so much more than our access needs; we can’t have a movement without safety and access, and yet there is so much more still waiting for us collectively once we build this skillset of negotiating access needs with each other. Tonight I am taking time to appreciate and enjoy access as a communication of our deepest desires. When my new friend makes their house wheelchair accessible so I can come over, a whole new level of safety and trust opens up. When a love takes initiative to reach out to event organizers to make sure my buds and I can fully participate, that’s thoughtfulness, and also political commitment in practice. When I eat dinner with dear ones and they know which spoon or cup to grab, that’s attunement. When I can ask a friend to move my body, it’s because I know they want me to be comfortable out in the world. When I can do the impairment-related parts of my routine around someone, that’s intimacy, a gift of letting each other into our most private worlds. Feeling thankful for access—and interdependence—as an opportunity for us to show up for one another, and also for crip spaces that give us a taste of what can take place when we have each other. I am so hungry for us to be together. I am so ready for what is around the corner. —STACEY PARK

Now Where Do You Find Customers? When novice entrepreneurs search for opportunities, they too often look beyond their Zone of Influence. They think the action is happening somewhere else, in some other location or industry. But seasoned entrepreneurs almost always find and create opportunities within the context of who they are, what they know, and especially who they know. In each of the examples above, the business validation process begins with potential customers in the entrepreneur’s orbit. Actual people with names. Tribes you belong to or are interested in, most of whom are already self-organized online. People you know how to reach, today. Though it’s rarely a part of their official origin stories, the biggest companies in the world—even the viral apps now worth billions—started through personal networks and real human connections. Mark Zuckerberg started Facebook in a weekend by emailing friends to use it. Version 1 did well, validating it. And Microsoft started with Bill Gates building software for a guy in Albuquerque. He had a CUSTOMER FIRST. In the beginning, founders should reach out to their friends, their former colleagues, their communities. You may think your business is unique, but trust me, it’s not. Every successful business can start this way. For example, Anahita loves her dogs and wanted healthier snacks for them. She started taking her homemade organic dog treats to her local dog park. She would sell out every time. A year later she now has a store called the Barkery, a dog bakery. Before you even think about picking a business idea, make sure you have easy access to the people you want to help. An easy way to do this is to think about where you have easy access to a targeted group of people whom you really want to help—like, say, new moms in Austin, cyclists, freelance writers, and taco obsessives (like me!). CHALLENGE Top three groups. Let’s write out your top three groups to target. Who do you have easy access to that you’d be EXCITED to help? This can be your neighbors, colleagues, religious friends, golf buddies, cooking friends, etc. The better you understand your target group, the better you can speak to them. The more specifically you can speak to their problems, the better and easier you can sell (or test products). Note how this process prioritizes communication with people, through starting (taking the first iteration of your solution straight to customers) and asking (engaging them in a conversation to determine how your solution can best fix their problem). Business creation should always be a conversation! Nearly every impulse we have is to be tight with our ideas by doing more research, going off alone to build the perfect product—anything and everything to avoid the discomfort of asking for money. This is the validation shortcut. You have to learn to fight through this impulse. It won’t be easy, but it’ll be worth it.

In the fast-paced digital world, consistency is one of the most important factors for successful marketing. Regular and reliable communication with your audience can help build familiarity, trust, and engagement—all essential elements for long-term success. One way to maintain consistency is through social media. By posting regularly and sticking to a clear brand voice and style, you make it easier for your audience to recognize and connect with your brand. This familiarity leads to trust, making followers more likely to engage with your content and even consider your products or services. Email marketing is another area where consistency can pay off. Regular newsletters, updates, and special offers keep your audience informed and connected to your brand. By offering valuable insights or exclusive deals, you’ll encourage them to look forward to hearing from you. Blogging also benefits from consistency. Regularly publishing valuable content helps establish your brand as a go-to resource in your field, and it can improve your SEO, making it easier for new customers to find you. Consistency in digital marketing builds a reliable brand image and keeps you top of mind with your audience. Over time, this dedication can lead to stronger engagement, improved brand loyalty, and a solid reputation in your industry.

Checklists and other formal processes of coordination are not enough because they cannot deal with unanticipated situations. Through Humble Inquiry teams can build the initial relationships that enable them to learn together. As they build higher levels of trust through joint learning, they become more open in their communication, which, in turn, enables them to deal with the inevitable surprises that arise in complex interdependent situations.7

WHAT IS IT? The one-firm firm approach is not simply a loose term to describe a "culture." It refers to a set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other. In 1985, the elements of the one-firm firm approach were given as: •Highly selective recruitment •A "grow your own" people strategy as opposed to heavy use of laterals, growing only as fast as people could be devel-1 oped and assimilated •Intensive use of training as a socialization process •Rejection of a "star system" and related individualistic behavior •Avoidance of mergers, in order to sustain the collaborative culture A set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other. • Selective choice of services and markets, so as to win through significant investments in focused areas rather than many small initiatives •Active outplacement and alumni management, so that those who leave remain loyal to the firm •Compensation based mostly on group performance, not individual performance •High investments in research and development •Extensive intra-firm communication, with broad use of consensus-building approaches The one-firm firm approach is similar in many ways to the U. S. Marine Corps (in which Jack Walker served). Both are designed to achieve the highest levels of internal collaboration and encourage mutual commitment to pursuing ambitious goals.

Now that you understand the key players in ecosystems, here are the key principles of building an ecosystem. They are similar to the principles of creating a community discussed in chapter 8, “The Art of Evangelizing.” CREATE SOMETHING WORTHY OF AN ECOSYSTEM. Once again, the key to evangelism, sales, presentations, and now ecosystems is a great product. In fact, if you create a great product, you may not be able to stop an ecosystem from forming. By contrast, it’s hard to build an ecosystem around crap. DESIGNATE A CHAMPION. Many employees would like to help build an ecosystem, but who wakes up every day with this task at the top of her list of priorities? Another way to look at this is, “Who’s going to get fired if an ecosystem doesn’t happen?” Ecosystems need a champion—an identifiable hero—within the company to carry the flag for the community. DON’T COMPETE WITH THE ECOSYSTEM. If you want people or organizations to take part in your ecosystem, then you shouldn’t compete with them. For example, if you want people to create apps for your product, then don’t sell (or give away) apps that do the same thing. It was hard to convince companies to create a Macintosh word processor when Apple was giving away MacWrite. CREATE AN OPEN SYSTEM. An “open system” means that there are minimal requirements to participating and minimal controls on what you can do. A “closed system” means that you control who participates and what they can do. Either can work, but I recommend an open system because it appeals to my trusting, anarchic personality. This means that members of your ecosystem will be able to write apps, access data, and interact with your product. I’m using software terminology here, but the point is to enable people to customize and tweak your product. PUBLISH INFORMATION. The natural complement of an open system is publishing books and articles about the product. This spreads information to people on the periphery of a product. Publishing also communicates to the world that your startup is open and willing to help external parties. FOSTER DISCOURSE. The definition of “discourse” is “verbal exchange.” The key word is “exchange.” Any company that wants an ecosystem should foster the exchange of ideas and opinions. This means your website should provide a forum where people can engage with other members as well as your employees. This doesn’t mean that you let the ecosystem run your company, but you should hear what members have to say. WELCOME CRITICISM. Most organizations feel warm and fuzzy toward their ecosystem as long as the ecosystem says nice things, buys their products, and never complains. The minute that the ecosystem says anything negative, however, many organizations freak out and get defensive. This is dumb. A healthy ecosystem is a long-term relationship, so an organization shouldn’t file for divorce at the first sign of discord. Indeed, the more an organization welcomes—or even celebrates—criticism, the stronger its bonds to its ecosystem become. CREATE A NONMONETARY REWARD SYSTEM. You already know how I feel about paying people off to help you, but this doesn’t mean you shouldn’t reward people in other ways. Things as simple as public recognition, badges, points, and credits have more impact than a few bucks. Many people don’t participate in an ecosystem for the money, so don’t insult them by rewarding them with it.

Skills Mistakes: Leadership Too Weak, Communication Too Poor Undervaluing and underinvesting in the human side of innovation is another common mistake. Top managers frequently put the best technical people in charge, not the best leaders. These technically oriented managers, in turn, mistakenly assume that ideas will speak for themselves if they are any good, so they neglect external communication. Or they emphasize tasks over relationships, missing opportunities to enhance the team chemistry necessary to turn undeveloped concepts into useful innovations. Groups that are convened without attention to interpersonal skills find it difficult to embrace collective goals, take advantage of the different strengths various members bring, or communicate well enough to share the tacit knowledge that is still unformed and hard to document while an innovation is under development. It takes time to build the trust and interplay among team members that will spark great ideas. MIT researchers have found that for R&D team members to be truly productive, they have to have been on board for at least two years. At one point, Pillsbury realized that the average length of time the company took to go from new product idea to successful commercialization was 24 to 26 months, but the average length of time people spent on product teams was 18 months. No wonder the company was falling behind in innovation.