Credibility Best Quotes

Christianity is at its best when it is peculiar, marginalized, suffering, and it is at its worst when it is popular, credible, triumphal, and powerful.

By acknowledging a petty problem you give it existence and credibility. The more attention you pay an enemy, the stronger you make him; and a small mistake is often made worse and more visible when you try to fix it. It is sometimes best to leave things alone. If there is something you want but cannot have, show contempt for it. The less interest you reveal, the more superior you seem.

A tip for you-Little Miss Innocent routine only works when there's a credible belief that innocence is possible.

When no one’s word is authoritative, any crank is as credible as the next person. It is the irony at the heart of conspiracy thinking: You can’t trust anyone these days, so you may as well place some credence in some stranger who just tweeted something exciting, if unproven. ... When someone whispers, “Trust no one,” they are inevitably also saying, “Trust me.

Regarding the need to pray, the anarch is again no different from anyone else. But he does not like to attach himself. He does not squander his best energies. He accepts no substitute for his gold. He knows his freedom, and also what it is worth its weight in. The equation balances when he is offered something credible. The result is ONE. There can be no doubt that gods have appeared, not only in ancient times but even late in history; they feasted with us and fought at our sides. But what good is the splendor of bygone banquets to a starving man? What good is the clinking of gold that a poor man hears through the wall of time? The gods must be called. The anarch lets all this be; he can bide his time. He has his ethos, but not morals. He recognizes lawfulness, but not the law; he despises rules. Whenever ethos goes into shalts and shalt-nots, it is already corrupted. Still, it can harmonize with them, depending on location and circumstances, briefly or at length, just as I harmonize here with the tyrant for as long as I like. One error of the anarchists is their belief that human nature is intrinsically good. They thereby castrate society, just as the theologians ("God is goodness") castrate the Good Lord.

The more we get to know about our universe, the more the hypothesis that there is a Creator God, who designed the universe for a purpose, gains in credibility as the best explanation of why we are here.

You could have the best idea in the world, but if people don’t like you, don’t trust you, or don’t know you, they’re not going to consider it. However, if you cite what someone else is saying, someone they might have heard of, that lends the idea more credibility.

The first time someone asked about Riko's and Kevin's tattoos, Riko hadn't beat around the bush. He was the best striker in the game, he said, and he wanted everyone to know it. The story changed a little when Jean made his first public appearance with a "3" on his face. Riko was supposedly handpicking the future US National Team. He called it the "perfect Court", and even though it was unofficial and unbelievably arrogant, his talent and upbringing gave some credibility to the idea. "Oh," Neil said. "You mean this." He peeled the bandage off his face and let the reporters get a good look at his tattoo.

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.

Mrs Greenow had told Captain Bellfield at their last meeting before she left Norwich, that, under certain circumstances, if he behaved himself well, there might possibly be ground of hope. Whereupon Captain Bellfield had immediately gone to the best tailor in that city, had told the man of his coming marriage, and had given an extensive order. But the tailor had not as yet supplied the goods, waiting for more credible evidence of the Captain’s good fortune.

and supply-chain experts, and get more space. Corey also knew that little things can mean a lot, and as a boss, you can earn credibility with your people by demonstrating that you will go to war for them every now and then—even over fairly trivial things.

Going to school is like going to prison...you have about two weeks to establish your credibility, failing which you're either a punk or as good as dead. Depending on the school, some students can manage ot avoid those stark alternatives, but even at the best school, no teacher does.

Success brings a measure of credibility. The fastest way to turn credibility into authority is to deliver results. The best way to deliver results is to help others succeed. You can help others succeed by being helpful. Always look for ways to be helpful. Helpful people are always in demand.

Seemingly by design, the American legal system encourages defense counsel to be as mendacious as possible. As Monroe Freedman, a legal ethicist and former dean of Hofstra Law School, has written, “The attorney is obligated to attack, if he can, the reliability or credibility of an opposing witness whom he knows to be truthful.” It’s an essential component of our adversarial system of justice, based on the theory that justice is best achieved not through a third-party investigation directed by an impartial judge but, instead, through vigorous disputation by the interested parties: trial by verbal combat. The

But in my experience, there is one way to signal your commitment to process that all negotiations provide: Always keep your word, even when it is costly. The best deal makers and diplomats take very seriously the promises and commitments they have made to the other side on small things and big. This is not only the right thing to do; it is a tremendously powerful instrument in deal making. Especially in difficult, protracted conflicts where negotiating itself might be seen as risky or useless, often the only source of leverage you have for bringing the other side to the table is your credibility. And once you’re at the table, mistrust is often the biggest barrier to the give-and-take necessary for progress, because many of the concessions either side commits to are not deliverable right away—promises of equitable treatment, power sharing, future benefits, etc. are necessarily premised on trust. If you have not built up a reputation for credibility, you are ill-suited to negotiate such deals.

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.

If you're anything like me, you don't make up your mind about important issues by doing original research, pounding over primary sources and coming to your own conclusions; you listen to people who claim to know what they're talking about - "experts" - and try to determine which of them is more credible. You do your best to gauge who's authentically well-informed and unbiased, who has an agenda and what it is - who's a corporate flack, a partisan hack, or a wacko. I believe that global warming is real and anthropogenic not because I've personally studied Antarctic ice core samples or run my own computer climate models, but because all the people who support the theory are climatologists with no evident investment in the issue, and all the people who dismiss it as alarmist claptrap are shills of the petro-chemical industry or just seem to like debunking things, from the Holocaust to the moon landing. We put our trust - our votes, our money, sometimes our lives - in someone else's authority. In other words, most of us decide not what to believe but whom to believe. And I say believe because for most people, such decisions are matters of faith rather than reason.

I went upstairs and tried to talk some sense into her but it was a waste of time. When she was high, she would babble about whatever came into her head. It was painful to watch and even worse to listen to. At one point Amy told me to cancel a proposed deal to license a perfume with her name attached to it. ‘I don’t want to hurt my credibility,’ she told me, as she sat there high on crack. ‘Hurt your credibility? What do you think smoking crack cocaine is doing to your credibility?’ It was an impossible conversation. I stormed out, with Amy shouting for me to come back. I felt as low as I’d ever been. I didn’t think Amy would die, but I just couldn’t see a way out of this. You don’t become an expert in anything overnight, and I was still learning how best to deal with an addict. Somehow or other I had to speed up the learning process.

The Central Intelligence Agency, America’s best-known spy shop. In that fearful post-Joe McCarthy era, when assassinated JFK had publicly loved James Bond and secretly been entangled in covert intrigues like assassination plots against Cuba’s Fidel Castro outsourced to the Mafia by our spies, the CIA was a myth-shrouded invisible army. In those pre-Internet days before electronic books, Web sites with varied credibility, and search

speakers becoming the rare find. ... and for very little investment you can become a "certified speaker and expert" from your choice of many so-called and even established business gurus. Look to those with authority, #integrity, experience, #excellence, and #credibility to help inspire with applicable information and not just empty sugar high motivation (that wears off quickly) Watch out, look up and dig in as you choose the best people to follow, listen to and learn from.

Most of all, we love a good study. Newscasters know instinctively that the best way to get people’s ears to perk up is with these five words: “A new study has found.” It matters little what follows next. A new study has found that red wine is good for you / kills you. A new study has found that homework dulls the brain / enlarges it. We especially like studies that lend credibility to our own idiosyncrasies, as in, “A new study has found that people with messy desks are smarter” or “A new study has found that moderate daily flatulence improves longevity.

The most plausible explanation is that positive illusions are a bargaining tactic, a credible bluff. In recruiting an ally to support you in a risky venture, in bargaining for the best deal, or in intimidating an adversary into backing down, you stand to gain if you credibly exaggerate your strengths. Believing your own exaggeration is better than cynically lying about it, because the arms race between lying and lie detection has equipped your audience with the means of seeing through barefaced lies. ... our brains were not selected for the benefit of the species, and no individual can afford to be the only honest one in a community of selfenhancers.

Nuclear posture is the incorporation of some number and type of nuclear warheads and delivery vehicles state's overall military structure, the rules and procedures governing how those weapons are deployed, when and under what conditions they might be used, against what targets, and who has the authority to make those decisions. Nuclear posture is best thought of as the operational, rather than the declaratory, nuclear doctrine of a country; while the two can overlap, it is the operational doctrine that generates deterrent power against an opponent. To put it bluntly, states care more about what an adversary can credibly do with its nuclear weapons than what it says about them.

Over the years, McGuane had learned that it was best to strike before you interrogate. Most people, when presented with the threat of pain, will try to talk their way out of it. That goes double for men who are accustomed to using their mouths. They’ll search for angles, for half-truths, for credible lies. They are rational, the assumption goes, and thus their opponents must be the same. Words can be used to defuse. You need to strip them of that delusion. The pain and fear that accompany a sudden physical assault are devastating to the psyche. Your cognitive reasoning—your intelligentsia, if you will, your evolved man—fades away, caves in. You are left with the Neanderthal, the primitive true-you who knows only to escape pain. The

Currently the best educated and the brightest minds of any nation are not among its elected, but among its public, and in much greater numbers. But even having a great number of the best and the brightest amongst us does not make us capable of installing a working version of direct democracy right away. People who claim that it does, may be there to voluntarily or involuntarily damage the credibility of direct democracy. Direct democracy needs a yet inexistent infrastructure to support the new mechanism that will render the public capable of constituting the experience necessary to domesticate direct democracy, without destabilizing our societies with needless haste, emotions and fractures. One way of doing it may be the constitution of a nation-wide, internet reliant hence fluid, non-political organism parallel but totally hermetic to our representative democracies, with a unique objective: creating the means, platforms and protocols necessary for the public and all the specialists it contains, to communicate horizontally. The public may decide to keep for the moment our representative democracies, but in parallel create an experimental version of direct democracy until we all acquire the necessary perspective and invent new working mechanisms of self-governance. Later the public may decide to have both representative and direct democracies sharing governance for a time, and experience first-hand the advantages and disadvantages of both systems before deciding where to go from there.

1. No cold calling. Ever. You should attempt to sell only to warm leads. 2. Before you try to sell anything, you must know how much you’re willing to pay to get a new customer. 3. A prospect who “finds” you first is more likely to buy from you than if you find him. 4. You will dramatically enhance your credibility as a salesperson by authoring, speaking, and publishing quality information. 5. Generate leads with information about solving problems, not information about the product itself. 6. You can attain the best negotiating position with customers only when your marketing generates “deal flow” that exceeds your capacity. 7. The most valuable asset you can own is a well-maintained customer database, because people who’ve already bought from you are way easier to sell to than strangers.

I drew a long breath so I could point out to her all the fallacies in her argument, but then I thought; why? Out of an overwhelming duty to the truth? Fuck, as I may have observed before, the truth. If it was here, would it go out of its way to defend me? Unlikely. The truth is utterly selfish and doesn’t give a damn about anyone else. Serving the truth is like serving the empire. Nobody thanks you for it and you die poor. Besides, what is the truth, anyway? In a court of law, it’s the testimony of credible witnesses corroborating each other. She’d been a witness and she knew what she saw. So was I, but even my mother wouldn’t say I was credible. And there’d been hundreds of people there, all rock-solid upright pillars of Dejauzi society. And when I stabbed myself, there were loads of people watching, and they saw what happened with their own eyes. And, come to that, Alyattes was now the nephew of the old emperor and the rightful heir to the throne. He hadn’t been until quite recently, but pretty soon anyone who could testify against his claim would be dead or singing a very different tune, and what was once a lie would become the truth, official, carved on the lintels of triumphal arches; and if you can’t believe what you read on a government arch, what can you believe? All the books would tell it that way, and in a thousand years’ time it will be the truth, just as what was once the bottom of the sea is now a mountaintop. Ask the wise men at the university what truth is and they’ll tell you it’s the consensus of informed and qualified scholars, based on the best evidence available. Availability is governed by what gets burned in the meanwhile, but I see no real problem with that. All living things change or else they die, and why should the truth be any different?

If the weakness of mainstream fiction is its deliberate smallness, the weakness of sf is its puffed-up size, its gauzy immensities. SF often pays so much attention to cosmic ideas that the story's surface is vague. Too much sf suffers from a lack of tangible reality. Muzzy settings, generic characters concocted merely for the sake of the idea, improbable action plots tidily wrapped up at the end. Too much preaching, not enough concrete, credible detail. An sf writer can get published without mastering certain things that most mainstream writers can’t evade: evocative prose style, naturalistic dialogue, attention to detail. Refraining from editorializing, over-explaining, or pat resolutions. To us, the contents of The Best American Short Stories seem paltry and timebound. To them, the contents of Asimov’s are overblown and underrealized. It’s no wonder that sf never makes the Ravenel collection. SF is habitually strong in areas considered unessential to good mainstream fiction, and weak in those areas that are considered essential. It doesn't matter that to the sf reader most contemporary fiction is so interested in "how things really are" in tight focus that it missed "how things really are" in the big picture. SF’s different standards make it invisible to mainstream readers, not in the literal way of H.G. Wells's invisible man, but in the cultural way of Ralph Ellison's. It's not that they can’t see us, it's that they don't know what to make of what they see. What they don't know about sf, and worse still, what they think they do know, make it impossible for them to appreciate our virtues. We are like a Harlem poet attempting to find a seat at the Algonquin round table in 1925. Our clothes are outlandish . Our accent is uncouth. The subjects we are interested in are uninteresting or incomprehensible. Our history and culture are unknown. Our reasons for being there are inadmissible. The result is embarrassment, condescension, or silence.

For instance, there was the case of Nancy Schmeing, who had recently earned her doctorate in physics at the Massachusetts Institute of Technology. Incredibly, Schmeing failed the reading comprehension section of the new [Massachusetts] teacher test, which required one to quickly read short essays and then choose the one "best" answer among those provided by the test maker. The exam supposedly assessed one's ability to boil down the essential meanings of prose. Schmeing's failing the reading section created a small furor about the test's credibility. After graduating from MIT, Schmeing worked as a technical consultant, translating engineering, science, and business documents for clients around the world. Thus, the very nature of her work necessitated the ability to find essential meanings in written texts, to comprehend a writer's purpose, and so forth. Moreover, Schmeing was a Fulbright scholar, had graduated magnum cum laude from college ... Schmeing's failure simply defied common sense, fueling concerns over the exam's predictive validity.

Trump's view of the United States is dark. Among his favorite mantras are that U.S. courts are biased, the FBI is corrupt, the press almost always lies, and elections are rigged. The domestic impact of these condemnations is to demoralize and divide. Americans have never heard a president speak with such persistent scorn about U.S. institutions. But Trump’s audience is a global one. Instead of encouraging others to respect and follow the example of the United States, he invites the opposite. That reversal has a harmful effect, particularly in countries where there are few practical checks on executive power. In such places, the lives of investigative reporters, independent jurists, and others who pursue truth are at risk under the best of circumstances. The danger intensifies when the occupant of the White House ridicules the credibility of their professions. This is not to say that journalists and judges should be beyond criticism, but Trump’s allegations are so thoughtless and broad that they can be—and are—used to discredit entire callings that are essential to democracy.

In How Fiction Works, James Wood says, A great deal of nonsense is written every day about characters in fiction—from the side of those who believe too much in character and from the side of those who believe too little. Those who believe too much have an iron set of prejudices about what characters are: we should get to “know” them; . . . they should “grow” and “develop”; and they should be nice. So they should be pretty much like us. Wood is correct, in part, but the ongoing question of character likability leaves the impression that what we’re looking for in fiction is an ideal world where people behave in ideal ways. The question suggests that characters should be reflections not of us, but of our better selves. Wood also says, “There is nothing harder than the creation of fictional character.” I can attest to this difficulty, though with perhaps less hyperbole. I have, indeed, found several other tasks harder over the years. Regardless, characters are hard to create because we need to develop people who are interesting enough to hold a reader’s attention. We need to ensure that they are some measure of credible. We need to make them distinct from ourselves (and, in the best of all words, from those in our lives, unless of course there is a need to settle scores). Somehow they need to be well developed enough to carry a plot, or carry a narrative without a plot, or endure the tribulations we writers tend to throw at them with alacrity. It’s no wonder so many characters are unlikable, given what they have to put up with. It is a seductive position writers put the reader in when they create an interesting, unlikable character—they make the reader complicit, in ways that are both uncomfortable and intriguing.

The best way to get a handle on the subject would be to ask the experts, but one does not simply walk into a church or synagogue and ask to speak with a demonologist. There are not that many of them; their names are confidential, and they are obliged to report their experiences only to their superiors. Even Ed Warren will not tell all about these horrendous black spirits that come in the night bearing messages and proclamations of blasphemy. When pressed on the matter, in fact, Ed’s reply is: “There are things known to priests and myself that are best left unsaid.” Upon what, then, does Ed Warren base his opinions? Is there proper evidence or corroboration to substantiate his claims? “People who aren’t familiar with the phenomenon sometimes ask me if I’m not involved in a sort of ultrarealistic hallucination, like Don Quixote jousting with windmills. Well, hallucinations are visionary experiences. This, on the other hand, is a phenomenon that hits back. My knowledge of the subject is no different than that of learned clergymen, and they’ll tell you as plainly as I will that this isn’t something to be easily checked off as a bad dream. “I can support everything I say with bona fide evidence,” Ed goes on, “and testimony by credible witnesses and blue-ribbon professionals. There is no conjecture involved here. My statements about the nature of the demonic spirit are based on my own firsthand experiences over thirty years in this work, backed up by the experiences of other recognized demonologists, plus the experiences of the exorcist clergy, plus the testimony of hundreds of witnesses who’ve been these spirits’ victims, plus the full weight of hard physical evidence. Theological dogma about the demonic simply proves consistent with my own findings about these spirits in real life. But let me be more specific. “The inhuman spirit often identifies itself as the devil and then—through physical or psychological means—proves itself to be just that. Again speaking from my own personal experiences, I have been burned by these invisible forces of pandemonium. I have been slashed and cut; these spirits have gouged marks and symbols on my body. I’ve been thrown around the room like a toy. My arms have been twisted up behind me until they’ve ached for a week. I’ve incurred sudden illnesses to knock me out of an investigation. Physicalized monstrosities have manifested before me, threatening death,

LEAD PEOPLE TO COMMITMENT We have seen that nonbelievers in worship actually “close with Christ” in two basic ways: some may come to Christ during the service itself (1 Cor 14:24 – 25), while others must be “followed up with” by means of after-service meetings. Let’s take a closer look at both ways of leading people to commitment. It is possible to lead people to a commitment to Christ during the service. One way of inviting people to receive Christ is to make a verbal invitation as the Lord’s Supper is being distributed. At our church, we say it this way: “If you are not in a saving relationship with God through Christ today, do not take the bread and the cup, but as they come around, take Christ. Receive him in your heart as those around you receive the food. Then immediately afterward, come up and tell an officer or a pastor about what you’ve done so we can get you ready to receive the Supper the next time as a child of God.” Another way to invite commitment during the service is to give people a time of silence or a period of musical interlude after the sermon. This affords people time to think and process what they have heard and to offer themselves to God in prayer. In many situations, it is best to invite people to commitment through after-meetings. Acts 2 gives an example. Inverses 12 and 13 we are told that some folks mocked after hearing the apostles praise and preach, but others were disturbed and asked, “What does this mean?” Then, we see that Peter very specifically explained the gospel and, in response to the follow-up question “What shall we do?” (v. 37), he explained how to become a Christian. Historically, many preachers have found it effective to offer such meetings to nonbelievers and seekers immediately after evangelistic worship. Convicted seekers have just come from being in the presence of God and are often the most teachable and open at this time. To seek to “get them into a small group” or even to merely return next Sunday is asking a lot. They may also be “amazed and perplexed” (Acts 2:12), and it is best to strike while the iron is hot. This should not be understood as doubting that God is infallibly drawing people to himself (Acts 13:48; 16:14). Knowing the sovereignty of God helps us to relax as we do evangelism, knowing that conversions are not dependent on our eloquence. But it should not lead us to ignore or minimize the truth that God works through secondary causes. The Westminster Confession (5.2 – 3), for example, tells us that God routinely works through normal social and psychological processes. Therefore, inviting people into a follow-up meeting immediately after the worship service can often be more conducive to conserving the fruit of the Word. After-meetings may take the shape of one or more persons waiting at the front of the auditorium to pray with and talk with seekers who wish to make inquiries right on the spot. Another way is to host a simple Q&A session with the preacher in or near the main auditorium, following the postlude. Or offer one or two classes or small group experiences targeted to specific questions non-Christians ask about the content, relevance, and credibility of the Christian faith. Skilled lay evangelists should be present who can come alongside newcomers, answer spiritual questions, and provide guidance for their next steps.

January 29 But It Is Hardly Credible That One Could Be So Positively Ignorant! Who art Thou, Lord? Acts 26:15 “The Lord spake thus to me with a strong hand.” There is no escape when Our Lord speaks. He always comes with an arrestment of the understanding. Has the voice of God come to you directly? If it has, you cannot mistake the intimate insistence with which it has spoken to you in the language you know best, not through your ears, but through your circumstances. God has to destroy our determined confidence in our own convictions. “I know this is what I should do”—and suddenly the voice of God speaks in a way that overwhelms us by revealing the depths of our ignorance. We have shown our ignorance of Him in the very way we determined to serve Him. We serve Jesus in a spirit that is not His, we hurt Him by our advocacy for Him, we push His claims in the spirit of the devil. Our words sound all right, but our spirit is that of an enemy. “He . . . rebuked them, and said, Ye know not what manner of spirit ye are of.” The spirit of Our Lord in an advocate of His is described in 1 Corinthians 13. Have I been persecuting Jesus by a zealous determination to serve Him in my own way? If I feel I have done my duty and yet have hurt Him in doing it, I may be sure it was not my duty, because it has not fostered the meek and quiet spirit, but the spirit of self-satisfaction. We imagine that whatever is unpleasant is our duty! Is that anything like the spirit of our Lord—“I delight to do Thy will, O My God.

A gold coin made during the reign of the eighth-century Anglo-Saxon King Offa has ‘OFFA REX’ on one side and the inscription ‘THERE IS NO GOD BUT ALLAH ALONE’on the other. For a while it was claimed by some as evidence Offa had converted to Islam – until it was identified as a copy of an Arabic coin. Islamic gold coins of the Abbasid dynasty were the most trusted in the Mediterranean world at the time and Offa’s coin-makers were simply giving their own output the best chance of being accepted as credible tender.)

Best way to gain greater credibility, clout and success: involve unexpected allies, ardently united around something specific that you all believe is meaningful.

Meyer summarizes his code of honor as “(1) Show up. (2) Work hard. (3) Be kind. (4) Take the high road.” As he contributed in ways that revealed his skills without spawning jealousy, colleagues began to admire and trust his comedic genius. “People started to see him as somebody who wasn’t just motivated personally,” Tim Long explains. “You don’t think of him as a competitor. He’s someone you can think of on a higher plane, and can trust creatively.” Carolyn Omine adds, “Compared to other writers’ rooms I’ve been in, I would say The Simpsons tends to look longer for jokes. I think it’s because we have writers, like George, who will say, ‘No, that’s not quite right,’ even if it’s late, even if we’re all tired. I think that’s an important quality. We need those people, like George, who aren’t afraid to say, ‘No, this isn’t good enough. We can do better.’” In a classic article, the psychologist Edwin Hollander argued that when people act generously in groups, they earn idiosyncrasy credits—positive impressions that accumulate in the minds of group members. Since many people think like matchers, when they work in groups, it’s very common for them to keep track of each member’s credits and debits. Once a group member earns idiosyncrasy credits through giving, matchers grant that member a license to deviate from a group’s norms or expectations. As Berkeley sociologist Robb Willer summarizes, “Groups reward individual sacrifice.” On The Simpsons, Meyer amassed plenty of idiosyncrasy credits, earning latitude to contribute original ideas and shift the creative direction of the show. “One of the best things about developing that credibility was if I wanted to try something that was fairly strange, people would be willing to at least give it a shot at the table read,” Meyer reflects. “They ended up not rewriting my stuff as much as they had early on, because they knew I had a decent track record. I think people saw that my heart was in the right place—my intentions were good. That goes a long way.

alt.sex.stories The newsgroup quickly became one of the most popular text-based newsgroups (i.e. not intended for posting binary files) on Usenet. Amateur writers of all sorts began posting fictional “erotic stories” and finding a worldwide audience for their work. However, because of the very nature of unmoderated newsgroups, alt.sex.stories soon found itself a repository for a great number of poorly-written, sometimes barely coherent “stroke” stories consisting of a few sentences or paragraphs. The average quality of the stories posted to the newsgroup seemed somewhat lower and more crude than the stories seen in pornographic magazines and books, and this state of affairs continues to the current day.[citation needed] Yes, the “stroke” stories certainly undermined the credibility of the newsgroup that had produced stories such as “Balling Lil’ Sis,” “Showtime - Part 6 Featuring Jennifer Love Hewitt and a Vanna White Lookalike,” and “Alex and Brian,” which features the immortal sentence “‘Shhhhhhh, if you do as i say you wont get this!’ he said as he pulled out a 12 inch dildo with the name ‘MegaMan’ on it.

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

the extent to which Mormons wish to continue to dissociate themselves from any of the three major branches of Christianity makes it harder for them to credibly claim to be Christian at the same time. Imagine a young man raised in a not overly devout LDS home today who begins to go around describing a vision he had received in which he saw three identical looking men who identified themselves as Father, Son, and Holy Ghost. They instructed him to associate with no existing church but to await further revelation. Eventually an angel guides him to dig up silver tiles that are covered with writing he cannot read but looks a little like pictographs on totem poles. Later he announces he has been enabled by God’s Spirit to translate them. They tell the story of a group of Mormons who migrated to the Yukon in the late nineteenth century and who mingled with the Inuit there until they were all killed off except for one who had buried these tiles with their story engraved on them. Later God reveals to this young man extensive instructions for the founding of a new group restoring the original Mormonism of Joseph Smith, which had begun to be corrupted by Brigham Young, lost its moorings considerably in the mid-twentieth century, was reformed and improved by LDS church president Ezra Taft Benson but still needs a full restoration. After all, Joseph Smith died before he could pass on his authority to his divinely ordained successor, so no existing Mormons have true priesthood authority. The Salt Lake City-based Mormons, the rural Utah fundamentalist Mormons, and the Community of Christ (formerly the Reorganized Church of Jesus Christ of Latter-day Saints) are all illegitimate, and it is time to restore original Mormonism under the leadership of this upstart young man. Anyone who wants to be in God’s best graces has to be baptized into the new church this man is organizing, which is to be called the Restored Church of our Holy Lord Jesus Christ of Last-day Disciples. Existing Mormon baptisms are not good enough for membership in his church. Indeed, this new Restored Church is the one true church on the entire planet. At the same time, it wants to call itself Mormon and be treated as fully Mormon by the Quorum of the Twelve and the First Presidency in Salt Lake City, by all the renegade fundamentalist Mormons, and by the Community of Christ. What is the likelihood that anyone in these three groups would agree? Yet that is very close to how the rest of Christendom perceives, rightly or wrongly, the desires of the Church of Jesus Christ of Latter-day Saints.

The idea that democracy is incompatible with excellence, that high standards are inherently elitist - or, as we would say today: sexist, racist, and so on - has always been the best argument against it. Unfortunately many democrats secretly - or not so secretly - share this belief, and are therefore unable to answer it. Instead, they fall back on the claim that democratic men and women make up in tolerance what they lack in character. The latest variation on this familiar theme - its reductio ad absurdum - is that a respect for cultural diversity forbids us to impose the standards of privileged groups on the victims of oppression. This is so clearly a recipe for universal competence; or at least a disastrous split between the competent classes and the incompetent, that it is rapidly losing whatever credibility it may have had when our society, because of its abundance of land and natural resources, combined with its chronic shortage of labour, offered a more generous margin for incompetence.

Always Positive Is Not the Most Productive Salespeople have tried numerous ways to address the fact that prospects are motivated differently. One of the most prevalent sales tricks is to try to motivate prospects with “happy gas.” For decades, sellers have been told that attitude is everything, and the more enthusiastic you are, the more excited your prospects will become. You know the drill—flash a big smile and bubble over with energy in an attempt to get prospects excited about your product. Gag me! Especially in this new era of customer skepticism, this fluffy cloud approach to selling is just a facade that causes many salespeople to miss out on some otherwise lucrative opportunities. Even salespeople who are not filled with happy gas still tend to emphasize the positive, pointing out all the wonderful benefits of their product or service, in an attempt to get prospects and customers excited. But as you are about to find out, always positive is not always the most productive approach in Question Based Selling. True professionals are not “always positive.” Instead, they radiate intangible qualities like competence, capability, and expertise by being serious and self-assured. This is very different from the eager salesperson who attempts to communicate value by having a permanent smile plastered on his or her face. Secret #22 Competence, credibility, expertise, and value will outsell over-eagerness every time. I’m not saying that you shouldn’t be proud of your product or excited about a new opportunity. I’m merely suggesting that being super-positive and highly enthusiastic is not the best way to motivate all prospects. And as you’ll see throughout Question Based Selling, being super-positive is not even the best way to motivate most prospects.

Current research suggests that being duped by bullshit is a result of thinking superficially rather than an inability to think. Essentially, we fail to ask the right questions when presented with bullshit. When people claim that a Moon landing was faked, that a used car will likely get us another 100,000 miles, that essential oils will calm us and provide more restful sleep, that a politician can solve all of our problems, or a Pollyannaish TED Talk speaker will save the world in only 15 minutes, it will be much easier to dispel the bullshit if everyone is asking critical questions. What agenda does the speaker have? Who is providing the evidence? How credible is the speaker? To get people to stop spreading bullshit, misinformation, fake news, and the like, we will have to get comfortable asking bullshitters, How do you know this to be true? To the best of your knowledge, is the claim accurate? What sort of evidence supports your conclusion? If we do not, bullshit will only continue to pile around us while we waste precious opportunities to encourage optimal decision-making by refocusing on reality and evidence.

Eduork Provides Best Digital Marketing Training in Delhi Ncr. is one of the most credible Digital Marketing training institutes in Delhi Ncr offering hands on

In the theory of classic disruption, established customers initially reject the inferior, good-enough offer, and hence create a liability for incumbents, for whom allocating resources to the disruptive offer meant going against the feedback of their best customers. This was the tension at the root of the dilemma in Clayton Christensen’s The Innovator’s Dilemma.3 In contrast, established customer relationships are an asset in introducing ecosystem disruption, as they open the door to credibility and ecosystem carryover

In times of crisis I find it is best to be completely transparent. You lose your credibility at the first inkling of making excuses. Take it, be prepared to be savaged, and have a plan for moving forward.

How To Write Achievement Stories Because you’re asking people to take a chance on you, you need to show them why they should take a chance. We live in a world best summarized by the words of Grant Cardone: Sell Or Be Sold! Practically, everything we hear and read on TV, radio, and the internet is an attempt to sell us something. When you find yourself in front of the hiring manager, it’s essential that you sell yourself. Selling yourself means helping the hiring manager understand why she should hire you. Hiring managers want to know how you’re different from all of the other candidates. If you can’t answer that question, you won’t get a second interview. After my job was eliminated in ’95 and ’02, I knew I had to quantify the impact of my work, so I would be ready for the next time. As a result, I took detailed notes on everything I did that 1) earned money, 2) saved money, and 3) increased productivity. I also took detailed notes on everything that set me apart from other candidates. Because everyone responds well to stories, and detailed stories add to your credibility, I created Achievement Stories. Achievement stories are also known as STAR stories. STAR is short for Situation – Task – Action – Result. Another name for Achievement stories is SOAR stories. (See explanation below.) Situation First, provide the context of what was happening. This is the before picture, namely what was going on at the time, before you took action. Obstacles These are the issues and problems which you had to overcome to be successful. Action This is where you explain what you did to overcome the issues and problems. Results This is where you share the outcome of your action – both quantitatively and qualitatively.

of knowledge in these experiences that can be refined into a good niche. The jobs you’ve held or expertise you’ve developed are frequently where you’re going to be able to offer the most value. Skills learned as a professional or from a certified program in a particular industry are what give you the expertise, authority, and credibility that are inherently valuable in Internet Marketing. As far as I’m concerned, previous work experience is the best category to pick from. Also think about the courses you took in college. What training did you receive? What accreditations did you gain? What certifications did you earn? Write all of that down. You’d be surprised at what skills

outrage, anger, a keen sense of injustice. Contrary to popular belief, those kinds of emotions are not a cop’s best friend, particularly if you’re female and trying to maintain some semblance of credibility.

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.

We must have a sense of this illusion of the Virtual somewhere, since, at the same time as we plunge into this machinery and its superficial abysses, it is as though we viewed it as theatre. Just as we view news coverage as theatre. Of news coverage we are the hostages, but we also treat it as spectacle, consume it as spectacle, without regard for its credibility. A latent incredulity and derision prevent us from being totally in the grip of the information media. It isn't critical consciousness that causes us to distance ourselves from it in this way, but the reflex of no longer wanting to play the game. Somewhere in us lies a profound desire not to have information and transparency (nor perhaps freedom and democracy - all this needs looking at again). Towards all these ideals of modernity there is something like a collective form of mental reserve, of innate immunity. It would be best, then, to pose all these problems in terms other than those of alienation and the unhappy destiny of the subject (which is where all critical analysis ends up). The unlimited extension of the Virtual itself pushes us towards something like pataphysics, as the science of all that exceeds its own limits, of all that exceeds the laws of physics and metaphysics. The pre-eminently ironic science, corresponding to a state in which things reach a pitch that is simultaneously paroxystic and parodic.

But we all know that the DSM is at its best a clumsy and imperfect field guide to our foibles and at its worst a compendium of expert opinions masquerading as scientific truths, a book whose credibility surpasses its integrity, whose usefulness is primarily commercial, and whose most ardent defenders are reduced to arguing that it should be taken less seriously even as all of us - clinicians, researchers, and copyright holders alike - cash in on the fact that it is not.

But it isn’t just nostalgia or retrospectives that keep emo alive; it’s that confusing, made-up thing we talked about called “identity.” An identity is something you create. It’s a portrait you paint that you feel represents your soul most accurately. We define ourselves by the books we read, the photos we take, and the music that we listen to. Emo is very much alive within my identity; I consider it a part of who I am. But it’s not just a hobby or an interest. It is as much a core fiber of my being as are my heart and my thoughts. For some, it is as much a part of their identity as their gender or sexual orientation. Within these songs are my best and worst memories and my best and worst self. Within me is a desire to keep reminding the world how important emo was and is. Because no, it wasn’t just a phase or a passing fad. It wasn’t that music you listened to when you were thirteen and then gave up on when you became a “real adult.” Emo is credible. It is valuable. It is irreplaceable, and my friends and I—everyone in this book—want the world to recognize that.

When Carter first talked to Andrew Young in late 1976 about leaving Congress to become his ambassador to the United Nations, Young resisted. He told the president-elect he would better serve Carter’s interests by staying in the House of Representatives, where Carter knew almost no one. Young suggested that Congresswoman Barbara Jordan should be his UN ambassador. “But she didn’t march with King, and you did,” Carter told him. The president-elect felt that the credibility of his human rights campaign abroad depended on its connection to the American civil rights movement. On the day Young was sworn in, Carter handed him a note that said: “Ask African leaders what we can do together.” Young believed the first word, Ask, spoke volumes about the transformation under way.

So swearing, when used reciprocally and in good fun, might help to bond a team, but does swearing really help you get things done? In their paper “Indecent Influence,” Dr. Cory Scherer and Dr. Brad Sagarin from the Northern Illinois University decided to test the use of a single, mild swear word on the way in which a message is received.6 Scherer and Sagarin knew from previous research carried out in the 1990s that—at least when we hear a message we disagree with—we tend to react with disgust and reject both the messenger and the message. They wondered whether the same effect held true for a message that the audience was sympathetic to. They showed a video of a speech to eighty-eight of their undergraduate students individually. The speech was about lowering tuition fees at a neighboring university. What the students didn’t know was that each person saw one of three different versions of the speech at random. One version included a mild swear word (“Lowering of tuition is not only a great idea, but damn it, also the most reasonable one”), one opened with it (“Damn it, I think lowering tuition is a great idea”), and one had no swearing at all. The actor delivering the speech did his best to keep every other part of his delivery the same between speeches. The students who saw the video with the swearing at the beginning or in the middle rated the speaker as more intense, but no less credible, than the ones who saw the speech with no swearing. What’s more, the students who saw the videos with the swearing were significantly more in favor of lowering tuition fees after seeing the video than the students who didn’t hear the swear word.

Don't you believe in an afterlife?" "I don't. But I also feel we can never be certain of such things. I imagine it offers great comfort to you, and I'm all for anything that offers you peace of mind, life satisfaction, and encourages a virtuous life. But, personally, I don't find the idea of a reunion in heaven credible. I consider it as stemming from a wish." "Then what religion do you believe in?" "I don't believe in any religion or any god. I have an entirely secular view of life." "But how is it possible to live like that? Without a set of ordained morals. How can life be tolerable or have any meaning without the idea of improving your position in the next life?" I began to grow uneasy about where this discussion would lead and whether I was serving James's best interests. All in all, however, I decided it was best to continue being forthright. "My real interest is in this life and in improving it for myself and others. Let me speak to your puzzlement about how I can find meaning without religion. I disagree about religion being the source of meaning and morality. I don't think there is an essential connection-or let me at least say an exclusive connection-between religion, meaning, and morality. I think I live a fulfilling and virtuous life. I am fully dedicated to helping others, like you for example, to live a more satisfying life. I would say I get my meaning in life from this human world right here, right now. I think my meaning comes from helping others find their meaning. I believe that preoccupation with a next life may undermine full participation in this life." James looked so interested that I continued on for a few minutes to describe some of my recent readings in Epicurus and Nietzsche that emphasized this very point. I mentioned how Nietzsche much admired Christ but felt that Paul and later Christian leaders diluted Christ's real message and drained this current life of meaning. In fact, I pointed out, Nietzsche had much hostility toward Socrates and Plato because of their disdain of the body, their emphasis on the soul's immortality, and their concentration on preparing for the next life. These very beliefs were cherished by the Neo-Platonists and eventually permeated early Christian eschatology.

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?

Mark Batterson says, “Almost anybody can accomplish almost anything if they work at it long enough, hard enough, and smart enough.”10 What he’s really talking about is consistency. Since the best predictor of what a person will do today is what he did yesterday, a solid pattern of consistency gives a person credibility. What you repeatedly do tells others who you are.

1/3/1 The 1/3/1 structure is the best place to start. In 1/3/1, you have one strong opening sentence, three description sentences, and then one conclusion sentence. Visually, this is a powerful way to tell the reader you aren’t going to make them suffer through big blocks of text, and that you have their best interests in mind. Here’s how it works: This first sentence is your opener. This second sentence clarifies your opener. This third sentence reinforces the point you’re making with some sort of credibility or amplified description. And this fourth sentence rounds out your argument, guiding the reader toward your conclusion. This fifth sentence is your strong conclusion. Now, just so you can understand why this technique is so powerful, not just from a written perspective but from a visual perspective, look at those same five sentences all clumped together. This first sentence is your opener. This second sentence clarifies your opener. This third sentence reinforces the point you’re making with some sort of credibility or amplified description. And this fourth sentence rounds out your argument, guiding the reader toward your conclusion. This fifth sentence is your strong conclusion. If you clicked on an article and were immediately confronted with a five-sentence paragraph, you would feel (viscerally in your body) the weight of what you were about to read.

a customer’s own words to explain why your product works so well for them can be even more powerful than telling your own story. Using your customer’s comments about how your products have helped them is an effective and powerful tool to add interest and credibility to your story.

In the new geopolitics of clean energy, the powerful nations might be those best able to withstand cyber disruptions to their digital energy and transportation systems or, alternatively, those with the most credible ability to threaten to take down the systems of others.

How much money you’ve made from your craft: Mystery novelist James Patterson is “The world’s best-selling author. His total income over the past decade is estimated at $700 million.” That’s Perceived Credibility on a completely different level.

Naturalism could, in fact, render naturalism itself irrational, as Alvin Plantinga argues, and as C. S. Lewis thought. Plantinga devotes chapter 12 of his work Warrant and Proper Function to this point.7 He writes in one place that “if metaphysical naturalism and this evolutionary account are both true, then our cognitive faculties will have resulted from blind mechanisms like natural selection. . . . Evolution is interested, not in true belief, but in survival or fitness. It is therefore unlikely that our cognitive faculties have the production of true belief as a proximate or any other function, and the probability of our faculties being reliable (given naturalistic evolution) would be fairly low.”8 If, then, naturalism negates knowing, then theism fosters it. Our native human capacity to know, Plantinga claims, “flourishes best in the context of supernaturalism in metaphysics.”9 I agree. So did C. S. Lewis.10 From this, we see why God must underwrite a credible epistemology.

Having a good feel up there, Gareth? Sure are taking a damned long time about it!" "Can't blame him. Tisn't every day that a man gets to grope a stone horse!" "Wish I was hung half so well!" "You mean you aren't, Chilcot?" "Lord Gareth is!" cried Tess. "Why, 'e's built foiner than any stallion Oi've ever seen, stone or not!" Drunken laughter rang out, both male and female, and yet another bottle of Irish whiskey made its way among the shadowy figures who stood, or rather swayed, beneath poor Henry on his about-to-be-disgraced charger. "Hey Gareth!  Didn't know yer pref'rences ran to — hic! — bestiality!  What else haven't you tol' us about yershelf, eh?" "Shut up down there, you bacon-brains," Gareth said. "D'you want to wake up the whole damned village?"  But he was as foxed as the rest of them, and no one took him seriously. "Hic! — c'mon, Gareth, it can't take you more than five minutes to — hic! — paint its bollocks blue!" "This is not blue, it's purple. Royal purple. As befits its royal rider." Chilcot gave a credible imitation of a neighing stallion. Cokeham snorted, horselike, and clutched his stomach as he tried to contain his laughter. But the Irish whiskey was too much for him, and, losing his balance, he fell face‑first into the damp grass, still guffawing and holding his side. "Oh!  Oh, I fear I shall cast up my accounts if this keeps up ... oh, dear God...." Without missing a beat, Gareth dipped his brush in the paint and flicked it over the bewigged and powdered heads of his friends below. Howls pierced the night as he calmly went back to his task. "A plague on you, Gareth! — hic — you've jesht ruined my best wig!" "To hell with your damned wig, Hugh, look what he just did to my coat!" Chilcot gave another equine whicker, tucked his chin, and with his beautifully turned out leg began pawing the ground. "Shhhh‑h‑h‑h‑h‑h‑h!" "Oh ... oh, I do feel sick...." "Keep it up, you pillocks, and I shall dump the entire bucket on your heads," Gareth called down from above.

If you want to avoid hurting somebody, convince them that fighting you is a Bad Idea. This is hard to do in the heat of the moment, especially if you look like a perky high school cheerleader, so it's best to make the threat credible beforehand through your reputation. Failing that, go for Shock and Awe. If it works, great, if it doesn't you're halfway done anyway.

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One of the best things about developing that credibility was if I wanted to try something that was fairly strange, people would be willing to at least give it a shot at the table read,” Meyer reflects. “They ended up not rewriting my stuff as much as they had early on, because they knew I had a decent track record. I think people saw that my heart was in the right place—my intentions were good. That goes a long way.

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I have always lusted after a sepia-toned library with floor-to-ceiling bookshelves and a sliding ladder. I fantasie about Tennessee Williams' types of evenings involving rum on the porch. I long for balmy slightly sleepless nights with nothing but the whoosh of a wooden ceiling fan to keep me company, and the joy of finding the cool spot on the bed. I would while away my days jotting down my thoughts in a battered leather-bound notebook, which would have been given to me by some former lover. My scribbling would form the basis of a best-selling novel, which they wold discuss in tiny independent bookshops on quaint little streets in forgotten corners of terribly romantic European cities. In other words, I fantasize about being credible, in that artistic, slightly bohemian way that only girls with very long legs can get away with.

In any profession, you will be respected if you are good at your job – not because you are good at talking about your beliefs. It may be quite irrational, but the fact is that, if you are recognized as being outstanding on one thing, you will be listened to on all sorts of subjects in no way related to it... and so, if you are going to be really effective [for your cause] in your place of work, you must set out to be the best man at your job.

These jobs are new—direct creations of meritocracy. Historically, the private sector did not value managerial and professional skills, and the state (which required such skills) faced effectively no private competition for elite labor. Into the early twentieth century, top civil servants were paid ten or even twenty times the median wage. And even at midcentury, elite government incomes remained roughly equivalent to their private-sector counterparts. In 1969, a congressperson was paid more than he might make as a lobbyist, a federal judge received perhaps half what he might have commanded at a law firm, and the secretary of the treasury was paid a salary that was smaller than but broadly comparable to what he might have made in finance. The best-educated and most skilled workers therefore naturally gravitated toward government or other public jobs (as when subsequent sons, deprived by primogeniture of inherited lands, joined the military or the clergy), simply because they had no better (or even credible) private alternatives. This kept regulators ahead of the people whom they regulated and helped the state effectively to govern even its richest subjects.

Appearing on the best-seller list provides an air of credibility.

Working closely with recipients and understanding the needs of others requires a level of trust, credibility, and closeness that community leaders are best positioned to develop. Community leaders can serve as mentors, communicators, and friends who represent the values and priorities most important to the populations they support. At this level of giving, customizing aid to the specific needs of individuals becomes a natural byproduct of the types of relationships formed.

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

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.

The best service professionals excel at two things in conveying credibility: anticipating needs, and speaking about needs that are commonly not articulated. For

These 11 questions best elicit true business objectives: 1. What is the ideal outcome you’d like to experience? 2. What results are you trying to accomplish? 3. What better product/service/customer/employee condition are you seeking? 4. Why are you seeking to do this (work/project/engagement)? 5. How would the operation be different as a result of this work? 6. Why are you considering this project (to improve what)? 7. How would image/repute/credibility be improved? 8. What harm (e.g., stress, dysfunction, turf wars) would be alleviated? 9. How much would you gain on the competition as a result? 10. How would your value proposition be improved? 11. How would you most easily justify this investment? A few of these questions honestly

The first lesson on Lying 101 is that it's best to begin with a lie with a scrap of truth --it lends an air of credibility to an otherwise

I’m delighted to make your acquaintance, Miss Griswold,” Edgar said as he sent a bow Miss Griswold’s way. “However, before more pleasantries can be exchanged, I have a matter of the utmost importance to attend to—that matter concerning the lady still trying to make what appears to be a less than stealthy attempt at escape.” He turned and set his sights on Wilhelmina once again. Interestingly enough, while he’d been conversing with the ladies who’d evidently been tasked with hiding Wilhelmina from view—the evidence of that notion being that the two ladies had taken to mumbling apologies to her under their breaths—Wilhelmina had obviously been trying to slip farther under the chair. The result of that nasty business, however, had simply led to her now appearing to be well and truly stuck. Pushing his way through the first row of chairs, he tilted his head and allowed himself the luxury of simply considering Wilhelmina for a long moment. The years they’d been apart hadn’t changed her appearance much, except that she was now a more mature lady—being almost twenty-five instead of the near infant she’d been at seventeen. Her brown hair was swept up in a simple style away from her face, and the hint of pink staining her cheeks lent her a charming air, one that suggested she was getting a bit flustered. That idea had his lips curving straight into a smile as he leaned down and caught her eye. “Honestly, Willie, in all the years we’ve been apart, I never once considered the idea that when I finally returned to New York society, you’d go to such extremes to avoid me.” Wilhelmina’s hazel eyes immediately took to flashing. “I don’t like it when you call me Willie. And who said I’m attempting to avoid you?” The flashing, an immediate reminder of Wilhelmina’s adorable temper, had his smile turning into a grin. “Since these delightful young ladies were trying their very best to distract me from seeing you—and they were doing a remarkably credible job until I caught sight of the top of that chair you’re under moving—I don’t understand why you’re arguing with me.” Wilhelmina released a dramatic sigh. “Oh, very well. You’re right. I was trying to avoid you.” She caught his eye, looked incredibly grumpy for all of five seconds, and then released another sigh before the makings of a grin spread over her face. “Since you’ve clearly caught me in my attempt to escape, and I’ve somehow managed to get stuck while in the process of that attempt, could I possibly persuade you to be a dear and help me out of this particular pickle I’ve landed myself in?” The

THE SEVEN CARDINAL RULES OF THE 80/20 SALES PRO These are the seven cardinal rules of the 80/20 sales professional: 1. No cold calling. Ever. You should attempt to sell only to warm leads. 2. Before you try to sell anything, you must know how much you’re willing to pay to get a new customer. 3. A prospect who “finds” you first is more likely to buy from you than if you find him. 4. You will dramatically enhance your credibility as a salesperson by authoring, speaking, and publishing quality information. 5. Generate leads with information about solving problems, not information about the product itself. 6. You can attain the best negotiating position with customers only when your marketing generates “deal flow” that exceeds your capacity. 7. The most valuable asset you can own is a well-maintained customer database, because people who’ve already bought from you are way easier to sell to than strangers.

Advisors ask me what it takes to be referable. My response is simple: It all comes down to trust. Clients and strategic partners have to trust that endorsing you will reflect positively on them in turn, but what does that mean, and how can you predictably and methodically create trust? Let’s revisit the foundation of refer-ability, summed up in the four Cs.: Credentials – Your skills as a professional advisor in terms of your judgment and the solutions you provide give you the credibility needed to foster trust. Consistency – People crave consistency and your professional deployment of best practices helps you meet and exceed the expectations you set for your clients. Chemistry – The rapport you develop using F.O.R.M., as well as your sincere and holistic interest in your clients’ lives, creates comfort and chemistry. Congruency – Doing what you say you will and conducting yourself as a professional consultant rather than as a salesperson means that you can attract rather than having to chase new business. Many elite advisors who deploy the Four C’s are still underwhelmed with the quality and quantity of referrals they see. The reason is simple - while they have laid down a foundation for refer-ability, they still find themselves in the red-zone but not in the Promised Land. The last piece of the puzzle is to create awareness for the concept of referrals in their on-going Communication (the fifth C) with their clients and rain-makers. Just because you are referable due to your professional conduct, that doesn’t mean that it will occur to your clients that they should introduce a friend to you. You have to continually communicate your value to them so that they make the connection.

When it comes to the Big Questions in Life, the preponderance of credible evidence is the best advisor to inform our beliefs. The companion enterprise are the methods by which one interprets the evidence which demand unwavering intellectual honesty.

Buyers don't take a seller's vision seriously when the seller hasn't yet demonstrated credibility. Buyers doubt the vision will ever come true. They are jaded and think these are just words or jargon used to make a sale. Since they don't yet believe the messenger, they can't believe the message. As one buyer said, “Before anything can move forward, I need to know that the seller has my best interests as his or her best interests.” Without a foundation of credibility and trustworthiness, few buyers will be interested in your vision, even when it would otherwise be compelling.

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.

The polemical title is “The Force of Falsity,” and in the lecture I wanted to show how a number of ideas that today we consider false actually changed the world (sometimes for the better, sometimes for the worse) and how, in the best instances, false beliefs and discoveries totally without credibility could then lead to the discovery of something true (or at least something we consider true today). In the field of the sciences, this mechanism is known as serendipity.

Credibility and trust are the key ingredients when it comes to missionary selling of revolutionary products. To gain credibility and trust, you will also need to find the best sales driver, and find it before you go broke.

Action without intention is action without direction. It is ineffective and lacking in credibility. It may also lack your basic integrity. Search for your principles within, always realizing that they are meant to define your presence in the world. Ask your heart and your intuition what would be your best presence in the world. Be ready for the answer and do not waiver in your desire to be your real self.

Matthew is a smart, articulate leader. However, he often found himself frustrated and out ahead of his organization, struggling to bring a cross-functional team along with him and his ideas. He was also struggling to be heard. He had great ideas, but he was simply talking too much and taking up too much space in team meetings. I was working with him to prepare a critical leadership forum for his division. He was eagerly awaiting the opportunity to share his views about the strategy for advancing the business to the next level. Instead of encouraging him, I gave him a challenge. I gave him five poker chips, each worth a number of seconds of talk time. One was worth 120 seconds, the next three worth 90 seconds, and one was worth just 30. I suggested he limit his contribution in the meeting to five comments, represented by each of the chips. He could spend them whenever he wished, but he only had five. After the initial shock and bemusement (wondering how he could possibly convey all his ideas in five comments), he accepted the challenge. I watched as he carefully restrained himself, filtering his thoughts for only the most essential and looking for the right moment to insert his ideas. He played his poker chips deftly and achieved two important outcomes: 1) he created abundant space for others. Instead of it being Matthew’s strategy session, it became a forum for a diverse group to voice ideas and co-create the strategy, and 2) Matthew increased his own credibility and presence as a leader. By exercising some leadership restraint, everyone was heard more, including Matthew as the leader.

Trust in leadership has two main parts to it – credibility and confidence.

To be credible our leaders must be competent enough to participate in the action and to keep up, to stay contemporary.

The leadership qualities shared by out-and-out leaders, the As, as well as by their more catalytic counterparts, the Cs, are founded on trust, determined by credibility and confidence. Where trust is the basic requirement, emotional intelligence is the differentiator.

While the A is most closely associated with dreaming up the ‘vision thing’, and can often be heard humming the company song, the C’s active embrace imbues the vision with credibility. The C is a galvaniser more than a cheerleader. Through their deeds Cs create trust in the organisation’s purpose and reduce friction in its ecosystem of relationships. One symbolic act by the C can establish integrity, foster confidence and promote a movement within and without the organisation.

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