Consistency Builds Trust Quotes

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

The power of a free mind consists of trusting your own mind to ask the questions that need to be asked and your own capacity to figure out the strategies you need to get those questions answered. Over time, this requires building communities that make this kind of intellectual and political work possible.

In healthy development, trust evolves. How do we decide whether to trust? We share a feeling with someone and watch their reaction; if the response feels safe, if it is caring, noncritical, non-abusive, the first step of trust has developed. For trust to grow, this positive response must become part of a relatively reliable pattern… Trust develops with consistency over time.

The real voyage of discovery consists not in seeking new landscapes but in having new eyes. —MARCEL PROUST

And one way to build trust is to deliver on your promises consistently.

Being consistent in your behavior is a great way to build trust.

Consistently delivering on your promise value reinforces trust.

You don’t have to worry that responding to his cries might teach bad habits. Limit setting only becomes important after around nine months. But during the early months, you have a much more vital job: Building trust. Predictable, consistent, kind responses—whenever he cries—teaches your baby to have confidence in you and helps him grow up feeling loved and worthy of love! Psychologists call this great life foundation a secure attachment

On the other hand, trust produces speed. And, as Stephen points out, the greatest trust-building key is “results.” Results build brand loyalty. Results inspire and fire up a winning culture. The consistent production of results not only causes customers to increase their reorders, it also compels them to consistently recommend you to others.

Framework For Trust This book offers a framework for: Developing and sustaining others’ trust in you by consistently and intentionally speaking and acting in ways that other people consider to be trustworthy, even in today’s fast paced, demanding and constantly changing work environments; Talking constructively with people about distrust when you need to; and Restoring trust with others when it has been broken.

The bottom line intention of Trust is this: You must commit to building your trust muscles on a daily basis through spiritual practice. Because trust is an inner process, the development and deepening of trust can happen only within you. That is why a consistent spiritual practice is so critical. It is the means by which you can reach the point within yourself where you know and accept that no matter what happens, you will be okay. You

A definition of allyship that really resonates for me is this one by PeerNetBC. They define allyship as “an active, consistent, and challenging practice of unlearning and reevaluating, in which a person of privilege seeks to work in solidarity with a marginalized group. Allyship is not an identity—it is a lifelong process of building relationships based on trust, consistency, and accountability with marginalized individuals and/or groups. Allyship is not self-defined—our work and our efforts must be recognized by the people we seek to ally ourselves with.

1. Choose to love each other even in those moments when you struggle to like each other. Love is a commitment, not a feeling. 2. Always answer the phone when your husband/wife is calling and, when possible, try to keep your phone off when you’re together with your spouse. 3. Make time together a priority. Budget for a consistent date night. Time is the currency of relationships, so consistently invest time in your marriage. 4. Surround yourself with friends who will strengthen your marriage, and remove yourself from people who may tempt you to compromise your character. 5. Make laughter the soundtrack of your marriage. Share moments of joy, and even in the hard times find reasons to laugh. 6. In every argument, remember that there won’t be a winner and a loser. You are partners in everything, so you’ll either win together or lose together. Work together to find a solution. 7. Remember that a strong marriage rarely has two strong people at the same time. It’s usually a husband and wife taking turns being strong for each other in the moments when the other feels weak. 8. Prioritize what happens in the bedroom. It takes more than sex to build a strong marriage, but it’s nearly impossible to build a strong marriage without it. 9. Remember that marriage isn’t 50–50; divorce is 50–50. Marriage has to be 100–100. It’s not splitting everything in half but both partners giving everything they’ve got. 10. Give your best to each other, not your leftovers after you’ve given your best to everyone else. 11. Learn from other people, but don’t feel the need to compare your life or your marriage to anyone else’s. God’s plan for your life is masterfully unique. 12. Don’t put your marriage on hold while you’re raising your kids, or else you’ll end up with an empty nest and an empty marriage. 13. Never keep secrets from each other. Secrecy is the enemy of intimacy. 14. Never lie to each other. Lies break trust, and trust is the foundation of a strong marriage. 15. When you’ve made a mistake, admit it and humbly seek forgiveness. You should be quick to say, “I was wrong. I’m sorry. Please forgive me.” 16. When your husband/wife breaks your trust, give them your forgiveness instantly, which will promote healing and create the opportunity for trust to be rebuilt. You should be quick to say, “I love you. I forgive you. Let’s move forward.” 17. Be patient with each other. Your spouse is always more important than your schedule. 18. Model the kind of marriage that will make your sons want to grow up to be good husbands and your daughters want to grow up to be good wives. 19. Be your spouse’s biggest encourager, not his/her biggest critic. Be the one who wipes away your spouse’s tears, not the one who causes them. 20. Never talk badly about your spouse to other people or vent about them online. Protect your spouse at all times and in all places. 21. Always wear your wedding ring. It will remind you that you’re always connected to your spouse, and it will remind the rest of the world that you’re off limits. 22. Connect with a community of faith. A good church can make a world of difference in your marriage and family. 23. Pray together. Every marriage is stronger with God in the middle of it. 24. When you have to choose between saying nothing or saying something mean to your spouse, say nothing every time. 25. Never consider divorce as an option. Remember that a perfect marriage is just two imperfect people who refuse to give up on each other. FINAL

I've asked a number of analytic metaphysicians whether they can distinguish their enterprise from naïve naïve naive auto-anthropology of their clan, and have not received any compelling answers. The alternative is sophisticated naïve anthropology (both auto- and hetero-)-- the anthropology that reserves judgment about whether any of the theorems produced by the exercise deserve to be trusted--and this is a feasible and frequently valuable project. I propose that this is the enterprise to which analytic metaphysicians should turn, since it requires rather minimal adjustments to their methods and only one major revision of their raison d'être : they must rollback their pretensions and acknowledge that their research is best seen as a preparatory reconnaissance of the terrain of the manifest image, suspending both belief and disbelief the way anthropologists do when studying an exotic culture: let's pretend for the nonce that the natives are right, and see what falls out. Since at least a large part of philosophy’s task, in my vision of the discipline, consists in negotiating the traffic back and forth between the manifest and scientific images, it is a good idea for philosophers to analyze what they are up against in the way of focus options before launching into their theory-building and theory-criticizing. One of the hallmarks of sophisticated naïve anthropology is its openness to counterintuitive discoveries. As long as you're doing naïve anthropology, counterintuitiveness (to the natives) counts against your reconstruction; when you shift gears and begin asking which aspects of the naïve “theory” are true, counterintuitiveness loses its force as an objection and even becomes, on occasion, a sign of significant progress. In science in general, counterintuitive results are prized, after all.

Consistency builds trust, confidence builds character.

Who's in Charge Here? When a congregation is profoundly clergy-centered—when the pedagogy consists of a clergyperson (performer) downloading information and inspiration to parishioners (audience)—the game is rigged. The theological message may be one of community, but the lived experience is one of dependence on an authority. Under those conditions, not much can be done to build the communal trust that allows compassion to flower, no matter how benign the leader is.

Cain complained to God, “My punishment is more than I can bear” (Gen. 4:13). Resolved to overcome his fate, he tried to build a comfortable life for himself. He started a family and began to build a city (Gen. 4:17). I must surrender my fascination with myself to a more worthy preoccupation with the character and purposes of God. I am not the point. He is. I exist for him. He does not exist for me. Without repenting, Cain set out to overcome the consequences of his sin and to provide comfortable circumstances for himself. In effect, Cain was saying, “Okay, I’m out of the Garden. Ever since you expelled Mom and Dad from Eden and placed that angelic bouncer at the gate to keep everyone out, I realized that I must come to terms with living in a world filled with weeds and thornbushes. But even though I am out of the Garden, I will not lead the miserable life of a nomad. I will do everything I can to recapture as much of the Garden experience as possible. I will build a city, plant a few flowers, and put in a recreation park for my children. I will not keep on wandering about without trying to settle down. I have no higher priority than arranging for my own comfort.” Because Cain passed on this attitude to his descendants, we are now able to contrast two ways of approaching life: Lamech’s (reflecting the ungodly influence of Cain) and Enoch’s (consistent with the godly line of Seth). Lamech declared: “I will build my city! I want my pleasures now.” Enoch said: “I will build God’s kingdom! And trust God to one day build a city for me to enjoy.” Because God cares deeply about his children, many times he chooses to relieve our suffering and solve our problems. But because his love is an intelligent love rooted in what he knows is best for us, he provides us with something more interesting to live for than ourselves. He catches us up in the supernatural reality of living for an eternal kingdom. The question we need to ask is this: Are we merely living, or are we walking with God? As we explore our own lives, we must never get so immersed in ourselves that we fail to remember that there is something far more wonderful to ponder. If I am to reject Lamech’s approach and come to God as Enoch came, I must surrender my fascination with myself to a more worthy preoccupation with the character and purposes of God. I am not the point. He is. I exist for him. He does not exist for me. The question we need to ask is this: Are we merely living, or are we walking with God?Are we merely committed to feeding our own souls, to arranging our lives around getting our needs met, to building our cities? Or are we committed to knowing God, to cooperating with him as loved participants in a plan larger than ourselves, to becoming like the Son whom the Father adores, and to waiting for the city that Christ is building right now? We must learn what it means to come to God, believing that he is good when life doesn’t show it, knowing that he graciously rewards honest seekers even when their souls ache relentlessly. But can we put the lessons of Hebrew 11 more practically? What would our lives look like if we were coming to God as Enoch did?

But simple consumer reluctance to switch providers is a major obstacle to competition in retail financial services. It is a well-known joke in the industry that customers change their spouses more often than their banks. They all seem the same: why transfer your loyalty from Tweedledee to Tweedledum? This inertia on the part of retail buyers is common across all financial products. Credit cards have consistently been one of the most profitable retail banking products. Bank of America, ‘first mover’ in this industry, continues to hold a strong position, despite aggressive attempts by entrants to solicit new business. Many people just do not like buying financial services, and minimise the time and effort they devote to their purchase as a result. The days when retail customers of financial services were rewarded for their loyalty are long gone. The replacement of a relationship-based culture by a transaction-based one means that the best deal is almost always obtained by shopping around aggressively rather than by building trust. Customer perceptions have lagged behind this harsh reality. But

PeerNetBC. They define allyship as “an active, consistent, and challenging practice of unlearning and reevaluating, in which a person of privilege seeks to work in solidarity with a marginalized group. Allyship is not an identity—it is a lifelong process of building relationships based on trust, consistency, and accountability with marginalized individuals and/or groups. Allyship is not self-defined—our work and our efforts must be recognized by the people we seek to ally ourselves with.”32

When we go public consistently with our writing, we build trust with others. As we treat ourselves as writers and respect our writing, others will begin to as well. It begins with the writer.

an active, consistent, and challenging practice of unlearning and reevaluating, in which a person of privilege seeks to work in solidarity with a marginalized group. Allyship is not an identity—it is a lifelong process of building relationships based on trust, consistency, and accountability with marginalized individuals and/or groups.

consistent massive action brings clarity, decisiveness, and minimizes doubt. It’s like magic. TRUST ME! It works.

here are some things that help build trust and pave the way for effective and intimate communication between spouses: Consistently saying and doing the right things Keeping promises Being faithful and sexually pure Taking responsibility for your behavior and not transferring blame Being sensitive to your spouse and meeting their needs Validating your spouse’s feelings even when you don’t understand or agree Treating your spouse as an equal and valuing their input Protecting your spouse from children, in-laws, or others who are saying or doing things that are negative or harmful Being truthful in a loving manner Keeping confidences and not divulging private matters to others Saying you are sorry and asking for forgiveness Being forgiving and gracious Being positive and faith-filled

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.

The Building a Second Brain system will teach you how to: Find anything you’ve learned, touched, or thought about in the past within seconds. Organize your knowledge and use it to move your projects and goals forward more consistently. Save your best thinking so you don’t have to do it again. Connect ideas and notice patterns across different areas of your life so you know how to live better. Adopt a reliable system that helps you share your work more confidently and with more ease. Turn work “off” and relax, knowing you have a trusted system keeping track of all the details. Spend less time looking for things, and more time doing the best, most creative work you are capable of.

• What do you think are my best qualities? • What do you think are my greatest weaknesses? • Do you believe I consistently tell the truth? • How well do you think I know myself? • What do you think is the biggest deception I have about myself? • Do you feel you can depend on me in an emergency or a crisis? • In what ways have I earned your respect? • Do you trust me? • What one thing do you think I could do to improve my life and my ability to relate to others? • Do you think I treat other people with honor and respect? • Do I have a good record of keeping my word and doing what I say I will do? • Do you believe I am open to constructive criticism and to making personal adjustments when others speak the truth lovingly to me?

Hindu treatise on the art of government, the Arthashastra, lays down the rules of policy for the complete tyrant, describing the organization of his palace, his court, and his state in such fashion as to make Machiavelli seem a liberal. The first rule is that he must trust no one, and be without a single intimate friend. Beyond this, he must organize his government as a series of concentric circles composed of the various ministers, generals, officers, secretaries, and servants who execute his orders, every circle constituting a degree of rank leading up to the king himself at the center—like a spider in its web. Beginning with the circle immediately surrounding the king, the circles must consist alternately of his natural enemies and his natural friends. Because the very highest rank of princes will be plotting to seize the king’s power, they must be surrounded and watched by a circle of ministers eager to gain the king’s favor—and this hierarchy of mutually mistrusting circles must go all the way out to the fringe of the web. Divide et impera—divide and rule. Meanwhile, the king remains in the safety of his inmost apartments, attended by guards who are in turn watched by other guards hidden in the walls. Slaves taste his food for poison, and he must sleep either with one eye open or with his door firmly locked on the inside. In case of a serious revolution, there must be a secret, underground passage giving him escape from the center—a passage containing a lever which will unsettle the keystone of the building and bring it crashing down upon his rebellious court. The Arthashastra does not forget to warn the tyrant that he can never win. He may rise to eminence through ambition or the call of duty, but the more absolute his power, the more he is hated, and the more he is the prisoner of his own trap. The web catches the spider. He cannot wander at leisure in the streets and parks of his own capital, or sit on a lonely beach listening to the waves and watching the gulls. Through enslaving others he himself becomes the most miserable of slaves.

The other factor in regaining trust after it’s been broken is a practical one: a track record. If someone breaks your trust, words are nice; but you then need to see a consistent track record of improved behavior. Only then can you begin trusting that the cheater’s values are now aligned properly and the person really will change. Unfortunately, building a track record for trust takes time—certainly a lot more time than it takes to break trust. And during that trust-building period, things are likely to be pretty shitty. So both people in the relationship must be conscious of the struggle they’re choosing to undertake. I use the example of cheating in a romantic relationship, but this process applies to a breach in any relationship. When trust is destroyed, it can be rebuilt only if the following two steps happen: 1) the trust-breaker admits the true values that caused the breach and owns up to them, and 2) the trust-breaker builds a solid track record of improved behavior over time. Without the first step, there should be no attempt at reconciliation in the first place. Trust is like a china plate. If you break it once, with some care and attention you can put it back together again. But if you break it again, it splits into even more pieces and it takes far longer to piece together again. If you break it more and more times, eventually it shatters to the point where it’s impossible to restore. There are too many broken pieces, and too much dust.

Building trust back in a relationship damaged by sexual integrity issues is a culmination of all the aforementioned things—and then some. It is like building a sculpture out of Legos. Some of the pieces include time, energy, planning, vision, willingness, creativity, persistence, patience, intentionality, hope, failure, and commitment. That’s a lot of Legos! Trust building is an ongoing process that consists of multiple intentional factors divinely pieced together over the course of time with a heart attitude of humility and commitment. In

Venture capitalists and investors have bought into the media-driven narrative that younger people are more likely to build great companies. Vinod Khosla, a cofounder of Sun Microsystems and venture capitalist, said, “People under 35 are the people who make change happen . . . people over 45 basically die in terms of new ideas.” Paul Graham, the founder of Y Combinator, the famous start-up accelerator, said that, when a founder is over the age of thirty-two, investors “start to be a little skeptical.” Zuckerberg himself famously said, with his characteristic absence of tact, “Young people are just smarter.” But, it turns out, when it comes to age, the entrepreneurs we learn about in the media are not representative. In a pathbreaking study, a team of economists—Pierre Azoulay, Benjamin F. Jones, J. Daniel Kim, and Javier Miranda (henceforth referred to as AJKM)—analyzed the age of the founder of every business created in the United States between the years 2007 and 2014. Their study included some 2.7 million entrepreneurs, a far broader and more representative sample than the dozens featured in business magazines. The researchers found that the average age of a business founder in the United States is 41.9 years old—in other words, more than a decade older than the average age of founders featured in the media. And older people don’t just start businesses more than many of us realize; they also succeed at creating highly profitable businesses more often than their younger peers do. AJKM used various metrics of success for a business, including staying in business for longer and ranking among the top firms in revenue and employees. They discovered that older founders consistently had higher probabilities of success, at least until the age of sixty.

While building trust is a slow and difficult process, destroying it is quick and easy. It doesn’t take much: blatantly self-serving actions by senior leaders, people consistently getting away with toxic behavior, inconsistent and unfair treatment by managers, and distorting or withholding essential information all rapidly erode trust.

By EzeeOnline Get Inquire We are one of the most visually attractive and affordable web Design Company in India. Our technically advanced affordable website design makes more impressions as well as grows visits for a business. In the name of affordability, we don’t create a poorly coded website that can lose trust among the visitors. Website Designing Company in Delhi NCR We are the reliable web design company in India that consists of knowledgeable team of specialized persons. They easily design, manage and develop websites to the client’s business. We guarantee the utilization of innovative tools and techniques that make your website wonderful and leverage digital world. Being the leading Affordable Web Design Company in India, we build superior, secure, mobile and SEO friendly websites. Web Development Company India So, if you are planning to use your website as one of the major marketing strategies, then approach ezeeonline.in. We make sure that we meet all the latest standards for projecting an enchanting image about your company. Web Development Company India Our Cheap Website Designing Company in Delhi does not interfere with the quality. The loading speed of the website is always great. Consequently the aesthetic look of the website remains enchanting. Guess what! All within economical prices! As your brand is a startup or belongs to the low budged enterprise, we understand your pain. Hence, we offer affordable web design in Delhi; this will help you save cash for investing into operations services. Web Development Services India So, what are you waiting for? Get quality web design services at best possible affordable cost. Apart from low rates, we always satisfy you on the part of creativity and quality. Our technical and highly professional website design team keeps your services at a fast pace offering impeccable web design services.

Content Marketing Mastery: How to Create and Promote Valuable Content Content marketing mastery refers to the advanced level of expertise and skill in creating, distributing, and managing content to attract, engage, and convert a target audience. Content marketing is a strategic marketing approach that focuses on creating valuable, relevant, and consistent content to establish and strengthen a brand's presence, build trust with the audience, and ultimately drive profitable customer actions. Content marketing is an ongoing process, and achieving mastery requires continuous learning, testing, and optimization. By consistently delivering valuable content that resonates with your target audience, you can establish a strong online presence and drive business success.

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.

The value of a strong brand identity cannot be overstated; it's the difference between being just another choice and being the preferred choice. Remember, every interaction is an opportunity to reinforce your brand; consistency in this effort builds trust, loyalty, and invaluable word-of-mouth.

Just as the weather changes, our moods and emotions can shift. But, life doesn't revolve around our temporary feelings or manipulative behaviors. Consistency, reliability, and honesty are essential for building trust and strong relationships. Let's strive to be understanding and adaptable, yet also dependable and genuine in our words and actions, creating a stable foundation for our connections with others.

In his book The Speed of Trust, Stephen Covey says there are two components to trust: character and competence. You may initially trust someone if you know them to be a man or woman of sound character. But if that person fails to deliver on their promises, if they are shown to be incompetent in handling the affairs of the business, then after a while you lose trust in them. As a leader your competence can and will be measured in your personal behavior, your professional demeanor, your effectiveness in handling problems, and your consistency. To be a great leader you must be trusted by your employees. If they do not trust you, they will not follow you. It takes time to build trust, but it is time well spent if you intend to lead effectively.

Love isn't lies, cheating, dishonesty, ignorance, screaming at each other, yelling, calling each other names, bias. Although it isn't perfect, love is honesty, trust, mutual respect for one another, supporting each other, building each other up, consistancy, warmth, happiness, fun, communication. So do not use the word love and you do not truly know the meaning of it.

Control Find the genetic code for control and rewrite it. Act your way to new thinking. Short, early conversations make efficient work. Use “I intend to . . .” to turn passive followers into active leaders. Resist the urge to provide solutions. Eliminate top-down monitoring systems. Think out loud (both superiors and subordinates). Embrace the inspectors. Competence Take deliberate action. We learn (everywhere, all the time). Don’t brief, certify. Continually and consistently repeat the message. Specify goals, not methods. Clarity Achieve excellence, don’t just avoid errors. Build trust and take care of your people. Use your legacy for inspiration. Use guiding principles for decision criteria. Use immediate recognition to reinforce desired behaviors. Begin with the end in mind. Encourage a questioning attitude over blind obedience.

The South is known for its "Southern Hospitality," and I feel fortunate to have grown up in such a friendly and caring culture. Our remarkable mother has always exemplified these qualities and has been a consistent role model for making other people feel valued and important. She will approach new people in most any situation to gift them with a smile and a moment of her time. Regardless of their role, position, or stature, she confidently engages others with animation, enthusiasm, and interest. Her gentility makes people feel emotionally safe and cared for. This degree of friendliness melts resistance, lowers barriers, and opens hearts by valuing humanity. Almost always, her personal connections develop with feelings of mutual respect, appreciation, and friendship.

How do you build trust? Through relationships, good decision making, consistency, and leadership.

Consistency matters. You must learn that giving people a consistent high-quality product is of importance, like building trust across your brand. This build relational wealth - people want to know what they are about to step into and with whom.

Control Find the genetic code for control and rewrite it. Act your way to new thinking. Short, early conversations make efficient work. Use “I intend to . . .” to turn passive followers into active leaders. Resist the urge to provide solutions. Eliminate top-down monitoring systems. Think out loud (both superiors and subordinates). Embrace the inspectors. Competence Take deliberate action. We learn (everywhere, all the time). Don’t brief, certify. Continually and consistently repeat the message. Specify goals, not methods. Clarity Achieve excellence, don’t just avoid errors. Build trust and take care of your people. Use your legacy for inspiration. Use guiding principles for decision criteria. Use immediate recognition to reinforce desired behaviors. Begin with the end in mind. Encourage a questioning attitude over blind obedience. It’s my hope that this organization of the mechanisms in this book will help you put these ideas into action as you adopt the leader-leader philosophy.

In our new paradigm, your business must make people feel. The people who need to feel good about your brand are your customers, and your job is to make them happy. Customers are happy when they feel you understand their needs and are willing to sacrifice to make sure they’re met. This sacrifice can manifest itself in many forms—from working extra-hard to provide the goods or services you promised, or going above and beyond to fix something that went wrong. Whatever you do, when you meet the needs of your customers consistently and exceed their expectations with more care for their happiness than your bottom line, you become worthy of loyalty and trust. That loyalty and trust strengthens the connection that’s the bedrock of a great brand and a key component of unlocking your creative potential. That’s what it means for an organization to be emotionally generous.

Transformational Accountability requires that we take honest inventory of the harm we have caused, assess our commitment to transforming these behaviors, and to be willing to actively and consistently build trust through vulnerability. (It) must begin at the personal level because if we cannot handle the small things between us, how will we be able to hand the big things? ...We practice being accountable so we can disrupt the harmful conditions we have been raised in, and learn new ways to be in relationship to each other. We practice accountability because it is something we often are not taught. We practice so we can have joyful and healed relationships. We practice accountability so we can break cycles of harm caused in our families and communities.

amazing? If it is, then you are not without hope. Hope is not gone.       Faith that Stands   It’s not easy to “Be still and know that God is God.” God calls upon us to trust that He’s in control, but it’s difficult, at best, when life is raging out of control. When we’re “being still,” we assume that means doing nothing; yet, nothing could be further from the Truth. The persistent widow consistently took action, and so must we. Though waiting patiently for God, in stillness, is probably the most difficult thing about our walk of faith, it is also the most critical part of it. We can’t be tempted to panic when God isn’t showing up when we think He should. And we can’t allow ourselves to despair when He doesn’t do what we thought He would. God’s ways are higher, and they’re also better (see Isaiah 55:8-8). Yet, it takes a journey of faith with God to even begin to believe that Truth. It takes building a relationship with Him

if you are a rare genius and can accurately and consistently predict what the market wants, trusting your instincts will be faster than using trial and error to iterate your way to a better product. Good luck with that approach! As a mere mortal, I prefer market feedback.

Creating consistency is like making small promises throughout the interface (when you see a pink button it is always an action; the “Cancel” button always comes before “Submit”). When people can be confident of what will happen, they can rely on the product. Consistency helps to build trust.

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

One of the things Tom talks about is using a sales process to earn the trust of your prospects. Earn their trust, and in many cases, you earn their business. I began to really focus on systematically earning and building trust during my sales process.

An agent is a combination of data known about the actors in a request. This typically consists of a user (also known as the subject), a device (an asset used by the subject to make the request), and an application (web app, mobile app, API endpoint, etc.). Traditionally, these entities have been authorized separately, but zero trust networks recognize that policy is best captured as a combination of all participants in a request. By authorizing the entire context of a request, the impact of credential theft is greatly mitigated.