Trust And Credibility Quotes

You can't believe everything people tell you - not even if those people are your own brain.

Investors, creditors, and regulatory bodies rely on financial statements to make informed decisions. When internal metrics align with recognized standards, it enhances the credibility of your financial reports, fostering trust among these stakeholders.

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

A person has integrity when there is no gap between intent and behavior…when he or she is whole, seamless, the same—inside and out. I call this “congruence.” And it is congruence—not compliance—that will ultimately create credibility and trust.

More voices means less trust in any given voice.

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.

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

You 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.

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

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

When adults jump to fear and isolationism as their solution to managing risk, they often undermine their credibility and erode teens’ trust in the information that adults offer.

The beautiful thing about developing your personal brand is the larger it becomes, the more your value increases.

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

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

Should we trust the scientists and the so called experts that created the endless parade of pharmaceutical concoctions that we see advertised on TV? ads that are soon discontinued as they're followed up by an avalanche of commercials from legal firms inviting people who are permanently damaged or worse from last week's big pharma witch's Brew to sue for damages...

When you break the promises, you loose the credibility. When you loose the credibility, you loose the trust. So, keep your promises, because trust is the foundation of soulfully inspired life.

Will you be encountering each other for the first time through this communication, or do you have an established relationship? Do they already trust you as an expert, or do you need to work to establish credibility? These are important considerations when it comes to determining how to structure your communication and whether and when to use data, and may impact the order and flow of the overall story you aim to tell.

I was often told that I was imagining things, or exaggerating, that I was not believable, and this lack of credibility, this distrust of my capacity to represent myself and interpret the world, was part of the erosion of the space in which I could exist and of my confidence in myself and the possibility that there was a place for me in the world and that I had something to say that might be heeded. When no one seems to trust you, it's hard to trust yourself, and if you do, you pit yourself against them all; either of those options can make you feel crazy and get called crazy. Not everyone has the backbone for it. When your body is not your own and the truth is not your own, what is?

I whispered, “am I really seeing this?” “There are some philosophers who postulate that all experience is illusory,” he replied from his seat. “That we cannot trust what we see, as perception is fed to us via external sources, and cannot be intuited.” He looked to me, then smiled. “I find such philosophies to be non-credible. It is real, Spin. What you experience is yours to cherish. Each sight a gemstone for your personal collection, light crystallized in your mind, made solid and captured to forever cherish.

It's small things that determine our credibility for bigger things. If one can't be trusted with small projects never can they deliver when given big projects. Unfaithfulness in pennies indicates corrupted morals, never will the trust be manifested in dollars.

If you are not aiming to establish instant credibility and trust with your target clientèle, you are settling for cents on the dollar, and you are failing to run your business in a manner that will get you and your clients to the level of success you both deserve.

Nowadays, the majority of people are searching online for any business. They want to see that you are credible and want to hear it straight from another customer’s mouth. People will still look your business up even after getting a recommendation from a trusted family or friend.

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.

Since no one can know everything, and most people know almost nothing, rationality consists of outsourcing knowledge to institutions that specialize in creating and sharing it, primarily academia, public and private research units, and the press. That trust is a precious resource which should not be squandered. Though confidence in science has remained steady for decades, confidence in universities is sinking. A major reason for the mistrust is the universities’ suffocating left-wing monoculture, with its punishment of students and professors who question dogmas on gender, race, culture, genetics, colonialism, and sexual identity and orientation. Universities have turned themselves into laughingstocks for their assaults on common sense (as when a professor was recently suspended for mentioning the Chinese pause word ne ga because it reminded some students of the racial slur). On several occasions correspondents have asked me why they should trust the scientific consensus on climate change, since it comes out of institutions that brook no dissent. That is why universities have a responsibility to secure the credibility of science and scholarship by committing themselves to viewpoint diversity, free inquiry, critical thinking, and active open-mindedness.

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.

I laid out my five expectations that first day [as FBI Director] and many times thereafter: I expected [FBI employees] would find joy in their work. They were part of an organization devoted to doing good, protecting the weak, rescuing the taken, and catching criminals. That was work with moral content. Doing it should be a source of great joy. I expected they would treat all people with respect and dignity, without regard to position or station in life. I expected they would protect the institution's reservoir of trust and credibility that makes possible all their work. I expected they would work hard, because they owe that to the taxpayer. I expected they would fight for balance in their lives. I emphasized that last one because I worried many people in the FBI worked too hard, driven by the mission, and absorbed too much stress from what they saw. I talked about what I had learned from a year of watching [a previous mentor]. I expected them to fight to keep a life, to fight for the balance of other interests, other activities, other people, outside of work. I explained that judgment was essential to the sound exercise of power. Because they would have great power to do good or, if they abused that power, to do harm, I needed sound judgment, which is the ability to orbit a problem and see it well, including through the eyes of people very different from you. I told them that although I wasn't sure where it came from, I knew the ability to exercise judgment was protected by getting away from the work and refreshing yourself. That physical distance made perspective possible when they returned to work. And then I got personal. "There are people in your lives called 'loved ones' because you are supposed to love them." In our work, I warned, there is a disease called "get-back-itis." That is, you may tell yourself, "I am trying to protect a country, so I will get back to" my spouse, my kids, my parents, my siblings, my friends. "There is no getting back," I said. "In this line of work, you will learn that bad things happen to good people. You will turn to get back and they will be gone. I order you to love somebody. It's the right thing to do, and it's also good for you.

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.

To pray in Jesus’ name means to come to God in prayer consciously trusting in Christ for our salvation and acceptance and not relying on our own credibility or record. It is, essentially, to reground our relationship with God in the saving work of Jesus over and over again. It also means to recognize your status as a child of God, regardless of your inner state. God our Father is committed to his children’s good, as any good father would be.

Do we want to keep our nuclear arsenal, and our nation’s military, under the stewardship of a man who ignores intelligence briefings, who puts his self-interest ahead of the country’s needs during international engagements, who enjoys the company of foreign thugs, who our enemies think is a fool they can manipulate, who has shunned our friends, whose credibility has been shattered, and who our national security leaders no longer trust? Consider it.

There are three ways to approach secrets, you know. The first is what you find on soap operas and in poorly executed middle-school maneuvers. First, you uncover a piece of incriminating information, and then you use it to force a steady stream of favors or payment or behavior. The problem here is that, if extended indefinitely, the expected cost of compliance eventually outweighs the cost of exposure. Moreover, the probability that you'll lose your monopoly of your information increases with each passing day. Never, ever assume that you're only person digging for dirt, especially in Los Angeles. Vipers are measured by the pitful for a reason. The second approach is more effective: You make one, single very carefully chosen demand. And you give your mark just one chance. This was my usual MO. If this mark doesn't do as you ask, when you ask, you leak their secret. No excuses. No mercy. Brutal consistency is the key to credibility. Mothers, dog trainers, Israel -- you know what I'm talking about. But there's also a radical third approach: You reveal that you know the secret...and they you keep it under wraps. Do that, and they're not just going to tell you other secrets, they might even keep yours in return. And they'll think they're doing of their own free will when what you've really done is painstakingly aligned your incentives. That's all trust is, really. Some people are just incentivized by nature.

FIRST WAVE: SELF TRUST The first wave, Self Trust, deals with the confidence we have in ourselves—in our ability to set and achieve goals, to keep commitments, to walk our talk—and also with our ability to inspire trust in others. The whole idea is to become, both to ourselves and to others, a person who is worthy of trust. The key principle underlying this wave is credibility, which comes from the Latin root credere, meaning “to believe.” In this first wave, we will explore the “4 Cores of Credibility,” where we will discuss ways to increase our credibility in order to firmly establish trust with ourselves and with others. The end result of high character and high competence is credibility, judgment, and influence.

We live in a world of broken promises. We live in a time when people treat their words lightly. We tell a friend we will call her next week for lunch knowing full well we do not have the time to do so. We promise a co-worker we will bring in that new book we love so much knowing full well that we never lend out our books. And we promise ourselves this will be the year we will get back into shape, simplify our lives and have more fun without any real intention of making the deep life changes necessary to achieve these goals. Saying things we don’t really mean becomes a habit when we practice it long enough. The real problem is that when you don’t keep your word, you lose credibility. When you lose credibility, you break the bonds of trust. And breaking the bonds of trust ultimately leads to a string of broken relationships. To

coat!” the manager repeated. “Then you won’t have to pay the tax.” “But I have to sign a form,” my father exclaimed. “I have to declare the things I’ve bought and am bringing into the country.” “Don’t declare it; just wear it,” the manager said once again. “Don’t worry about the tax.” My father was silent for a moment, and then he said, “Look, frankly I’m not as worried about having to pay the tax as I am about this new salesman you’re training. He’s watching you. He’s learning from you. What is he going to think when you sign his commission? What kind of trust is he going to have in you in managing his career?” Can you see why employees don’t trust their managers? Most of the time, it’s not the huge, visible withdrawals like major ethics violations that wipe out organizational trust. It’s the little things—a day at a time, a weak or dishonest act at a time—that gradually weaken and corrode credibility. Whoever

But as time passes and the evidence continues to accumulate, our hero suddenly changes direction and begins using public-relations jujitsu. He says, “We’re trying to get to the bottom of this.” We. Suddenly, he’s on the side of the law. “We’re trying to get to the bottom of this, so we can get the facts out to the American people.” Nice. The American people. Always try to throw them in; it makes it sound as if you actually care. As the stakes continue to rise, our hero now makes a subtle shift and says, “I’m willing to trust in the fairness of the American people.” Clearly, he’s trying to tell us something: that there may just be a little fire causing all the smoke. But notice he’s still at the I-have-nothing-to-hide stage. But then, slowly, “I’m willing to trust in the fairness of the American people” progresses to “There is no credible evidence,” and before long, we’re hearing the very telling, “No one has proven a thing.” Now, if things are on track in this drama, and the standard linguistic path of the guilty is being followed faithfully, “No one has proven a thing” will precede the stage when our hero begins to employ that particularly annoying technique: Ask-yourself-questions-and-then-answer-them: “Did I show poor judgment?

I was reading a book about the cosmos recently,” he says, and then he looks around and goes, “Hold on, trust me, this relates.” The crowd laughs again. “And I was reading about different theories about the universe. I was really taken with this theory that some very credible physicists believe in called the multiverse theory. And it states that everything that is possible happens. That means that when you flip a quarter, it comes down heads and tails. Not heads or tails. Every time you flip a coin and it comes up heads, you are merely in the universe where the coin came up heads. There is another version of you out there, created the second the quarter flipped, who saw it come up tails. Every second of every day, the world is splitting further and further into an infinite number of parallel universes, where everything that could happen is happening. There are millions, trillions, or quadrillions, I guess, of different versions of ourselves living out the consequences of our choices. What I’m getting at here is that I know there may be universes out there where I made different choices and they led me somewhere else, led me to someone else.” He looks at Gabby. “And my heart breaks for every single version of me that didn’t end up with you.

When you have an honest heart, you do not get engaged nor get involved with any smear campaigns nor black propaganda! When you have an honest heart, you do not malign nor take advantage of generous people who helped and trusted you! When you have an honest heart, you do not shit on people whom you used and abused for three years! Do not fall into a political naïvety and become a victim or a doormat nor have your generosity and honest heart be used and abused by unscrupulous political movers, abusive, aggressive political harridans who scam gullible generous hearts by asking donations, funds, services, foods, urgent favours, and after using you and abusing your generosity, trust, and kindness; whereby these unscrupulous and deceptive political movers, abusive, aggressive political harridans intentionally and maliciously create forged screenshots of evidence convincing their audience or political groups that you are a mentally ill person, a brain-damaged person as they even brand you as "Sisang Baliw," or crazy Sisa, a threat, a risk, a danger, they maliciously and destructively red-tag your friends as communists, and they resort to calumny, libel and slander against you, to shame you, defame you, discredit you, blame you, hurt you, make you suffer for having known the truth of their deceptive global Operandi, and for something you didn’t do through their mob lynching, calumny, polemics mongering, forgery, and cyberbullying efforts. Their character assassination through libel and slander aims to ruin your integrity, persona, trustworthiness, and credibility with their destructive fabricated calumny, lies, identity theft, forged screenshots of polemics mongering, and framing up. Amidst all their forgery, fraud, libel and slander they committed: you have a right to defy and stop their habitual abuse without breaking the law and fight for your rights against any forms of aggression, public lynching, bullies, threats, blackmail, and their repetitive maltreatment or abuse, identity theft, forgery, deceptions fraud, scams, cyber libel, libel, and slander. When you defend human rights, you fight against corruption and injustice, help end impunity: be sure that you are not part of any misinformation, disinformation, smear campaigns and black propaganda. Do not serve, finance, or cater directly or indirectly for those dirty politicians. Those who are engaged in abusively dishonest ways do not serve to justify their end. Deceiving and scamming other people shall always be your lifetime self-inflicted karmic loss. Be a law-abiding citizen. Be respectful. Be honest. Be factual. Be truthful. You can be an effective human rights defender when you have clean and pure intentions, lawful and morally upright, and have an honest heart." ~ Angelica Hopes, an excerpt from Calunniatopia Book 1, Stronzata Trilogy Genre: inspirational, political, literary novel © 2021 Ana Angelica Abaya van Doorn

The credibility of the Department of Justice is its bedrock. The American people must see the administration of justice as independent of politics, race, class, religion, or any of the many other things that divide humans into tribes. We had to do everything we could to protect the department’s reputation for fairness and impartiality, its reservoir of trust and credibility.

Nearly three years later, on February 8, 2011, a confidential letter came to light. It was from EPA Administrator Johnson to President Bush himself. Dated January 31, 2008 (a month after the Bali conference ended), the letter urged action to find endangerment, arguing: [T]he Supreme Court’s Massachusetts v. EPA decision still requires a response. That case combined with the latest science of climate change requires the Agency to propose a positive endangerment finding…. [T]he state of the latest climate change science does not permit a negative finding, nor does it permit a credible finding that we need to wait for more research.

It’s so easy to lose sight of the things that you can’t see.

awkward televised hug from the new president of the United States. My curtain call worked. Until it didn’t. Still speaking in his usual stream-of-consciousness and free-association cadence, the president moved his eyes again, sweeping from left to right, toward me and my protective curtain. This time, I was not so lucky. The small eyes with the white shadows stopped on me. “Jim!” Trump exclaimed. The president called me forward. “He’s more famous than me.” Awesome. My wife Patrice has known me since I was nineteen. In the endless TV coverage of what felt to me like a thousand-yard walk across the Blue Room, back at our home she was watching TV and pointing at the screen: “That’s Jim’s ‘oh shit’ face.” Yes, it was. My inner voice was screaming: “How could he think this is a good idea? Isn’t he supposed to be the master of television? This is a complete disaster. And there is no fricking way I’m going to hug him.” The FBI and its director are not on anyone’s political team. The entire nightmare of the Clinton email investigation had been about protecting the integrity and independence of the FBI and the Department of Justice, about safeguarding the reservoir of trust and credibility. That Trump would appear to publicly thank me on his second day in office was a threat to the reservoir. Near the end of my thousand-yard walk, I extended my right hand to President Trump. This was going to be a handshake, nothing more. The president gripped my hand. Then he pulled it forward and down. There it was. He was going for the hug on national TV. I tightened the right side of my body, calling on years of side planks and dumbbell rows. He was not going to get a hug without being a whole lot stronger than he looked. He wasn’t. I thwarted the hug, but I got something worse in exchange. The president leaned in and put his mouth near my right ear. “I’m really looking forward to working with you,” he said. Unfortunately, because of the vantage point of the TV cameras, what many in the world, including my children, thought they saw was a kiss. The whole world “saw” Donald Trump kiss the man who some believed got him elected. Surely this couldn’t get any worse. President Trump made a motion as if to invite me to stand with him and the vice president and Joe Clancy. Backing away, I waved it off with a smile. “I’m not worthy,” my expression tried to say. “I’m not suicidal,” my inner voice said. Defeated and depressed, I retreated back to the far side of the room. The press was excused, and the police chiefs and directors started lining up for pictures with the president. They were very quiet. I made like I was getting in the back of the line and slipped out the side door, through the Green Room, into the hall, and down the stairs. On the way, I heard someone say the score from the Packers-Falcons game. Perfect. It is possible that I was reading too much into the usual Trump theatrics, but the episode left me worried. It was no surprise that President Trump behaved in a manner that was completely different from his predecessors—I couldn’t imagine Barack Obama or George W. Bush asking someone to come onstage like a contestant on The Price Is Right. What was distressing was what Trump symbolically seemed to be asking leaders of the law enforcement and national security agencies to do—to come forward and kiss the great man’s ring. To show their deference and loyalty. It was tremendously important that these leaders not do that—or be seen to even look like they were doing that. Trump either didn’t know that or didn’t care, though I’d spend the next several weeks quite memorably, and disastrously, trying to make this point to him and his staff.

When women accuse men of wrongdoing, they are doubted; when they retract, they are believed. If they allege abuse, their word is suspect; if they retract an abuse allegation, their word suddenly becomes credible. One is prompted to ask: Why is women's word to be trusted only when it excuses and absolves men of responsibility for their violence against women?"' Quote from Jan Jordan

If you do not set an example of openness, you will not be trusted; if you’re not trusted, you won’t have credibility; if you don’t have credibility, you will not have influence; and if you don’t have influence, you’ll be a leader in title only.

Four Essential Elements That Engender Trust (Chapter 8) 1. Credibility 2. Reliability 3. Intimacy 4.

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

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

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

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.

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.

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

Can you give us some examples of the intangible benefits being conveyed by a salesperson? Absolutely. Here’s a partial list of some of the things you might bring to the table in a sale: • Integrity • Honesty • Thought leadership • Competence • Confidence • Capability • Responsiveness • Accountability • Follow-through • Comfort level • Humility • Attitude • Vision • Being forthright • Humor • Knowledge • Experience • Expertise • Understanding • Empathy • Caring …just to name a few. Of course, I can keep going. A successful rep is also hardworking, diligent, well prepared, credible, purposeful, professional, relevant, and customer focused, rather than self-serving. Are these intangible benefits important in the strategic sales process? You bet they are! In fact, your ability to convey many of these qualities in a short period of time is likely to be the difference between gaining the customer’s trust or losing the sale. The challenge for sellers is knowing how to convey this much intangible value without trying to personally claim it.

In your early days as a manager, what matters most is transitioning gracefully into the role and nailing the essentials of leading a small team. Only when you have built trust with your reports will you have the credibility to help them achieve more together.

As I near the end of all of that and think back on what I’ve learned, these are the ten principles that strike me as necessary to true leadership. I hope they’ll serve you as well as they’ve served me. Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

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

Credibility is the first thing you want to establish in any interaction, and, ultimately, no one will buy from you unless you establish trust. Having a mutual friend or even acquaintance will immediately make you stand out from the other anonymous individuals vying for a piece of someone’s time.

If you can manage your mind (thoughts, emotions, and feelings), body, and behaviours you will gain a lot of credibility and trust in the eyes of your team. They also won’t fear you (or your unpredictability/changes in mood) and instead will open up to you. That level of trust and respect will in turn unleash better communication and cohesion within the team. You may even be sought after as a mentor.

Never trust appearances, promises without actions, and unchecked assumptions. Always trust your instincts, earned credibility, and genuine connections with others.

The brand's reputation can be significantly impacted by the online narrative. A positive reputation can enhance trust and credibility, whereas negative sentiments can damage a brand’s image and deter potential customers. ORM helps mitigate the risk of a tarnished reputation by addressing negative feedback promptly and promoting positive stories.

On the individual level, the problem is that many people aren’t into the idea of continuous improvement. So they’re working in a company—maybe they’ve been there for ten or fifteen years—but instead of having fifteen years of experience, they really have only one year of experience repeated fifteen times . . . As a result, they don’t develop the credibility that would inspire greater trust and opportunity.

Reasoned persuasion is built on facts. Persuasion requires credibility. a) To be credible, trust must be earned. b) To earn trust, one must be truthful. c) To be truthful, facts must be presented. d) Trust also requires civility, and respect for other viewpoints. e) Credibility increases when argument is withheld until late in the proposition (the fifth element).

Built credibility. Your supporters must feel good knowing they won’t be wasting their time, effort, and hard-earned cash. They’ll want assurance that they can trust in your organization and its leaders to help them accomplish their goals based on their reasons for giving.

Pretexting is when a criminal creates a fraudulent narrative, a convincing story, to deceive a target. The pretext will enable them to lend false credibility from a trusted figure or organization and will explain why they need you to take the action they want, such as sharing information with them or transferring funds.

the development teams learn the product or the feature from the business owner’s point of view. They use the features. They understand more than what the feature does; they understand how the feature is intended to be integrated into the product. They understand the role of the feature in the intended customer experience. With this insight, the development team can make recommendations that simplify the experience and enable even more efficient future development. And with the trust that has been established, and with the credibility that the development team has earned by learning the experience of the product, they can challenge the requirements. They can make suggestions and recommendations from the customer perspective, not exclusively from a developer’s perspective. They immerse in the product to learn the experience of the product.

Credible Dumpsters LLC provides reliable dumpster rental services tailored to your waste management needs. Whether you’re renovating your home, managing a construction site, or decluttering, our expert team ensures a seamless rental process from start to finish. We prioritize customer satisfaction with prompt delivery and pickup while maintaining eco-friendly practices to reduce landfill waste. With a commitment to safety and compliance, Credible Dumpsters is your trusted partner for efficient waste disposal. Contact us today to get started!

Trust is the foundation and bond of credibility.

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.

Do you know that when we speak the Word of God it moves the heart of God to act in our favour? Heaven and Earth will pass, but God’s Word will remain forever. We can trust in the surety of God’s Word. “For as the rain cometh down and the snow from heaven and returns not thither but waters the earth and makes it bring forth and bud; that it may give seed to the sower and bread to the eater; So shall my Word be that goes forth out of my mouth: it shall not return unto me void, but it shall accomplish that which I please, and it shall prosper in the thing whereto I sent it.” (Isaiah 55: 10-11). We can have confident assurance in the spoken Word of God and we can also trust in the credibility of God’s Word. God is ready to fulfill every word spoken. (Jeremiah 1: 12) We can trust in the authenticity of God’s Word. “Thy word is true from the very beginning: and every one of thy righteous judgments endures forever.” (Psalm 119: 160). “The grass withered, the flower fades: but the word of our God shall stand forever.” (Isaiah 40: 8) From creation, the Word of God remains authentic.(Adapted from: Unlocking God’s Power, Favor and Blessings in Your Life) So today, take the Word of God and speak it over your situation; believe in faith that the spoken Word, is working to bring about deliverance, healing, blessings and salvation; wait patiently for its manifestation.

A leader's job is to bring people together for a common purpose, so credibility is critical. That will only come when people trust their leader and want to follow his or her lead. Communication opens the door to understanding what the leader is and what he or she stands for.

To pray in Jesus’ name means to come to God in prayer consciously trusting in Christ for our salvation and acceptance and not relying on our own credibility or record.

Faith and the Luminous Mysteries of the Rosary The Baptism of the Lord – Baptism is the sacrament of faith. Baptism was instituted to destroy the sin in us so that it could never again give birth to death. May I imitate the gesture of self-emptying Jesus manifests at his baptism. May I constantly turn to the Father in my nothingness and in the confident dependence of faith. The Wedding Feast of Cana – In the miracle of the water made wine at Cana, Jesus revealed his glory, and his disciples began to believe in him. May daily problems and the experience of need move me to place my trust in our Savior’s providential care for me. May my struggles deepen my belief in Christ’s compassion. The Preaching of the Kingdom – Faith comes through hearing. The preaching of the Church brings me to belief; the Word of God nourishes my faith. May I grow in my conversion and become a credible witness. May God use me to open the hearts and minds of many to the desire for God and for true life. The Transfiguration – The Transfiguration of Jesus aims to strengthen the disciples’ faith in anticipation of the Passion. May I believe in the radiant life of holiness Jesus reveals in his Transfiguration. May I grow in my belief that what I behold in the miracle of the Lord’s Transfiguration is what he desires me to become. The Institution of the Eucharist – At the Last Supper Jesus blesses us with his supreme gift: the Holy Eucharist, sum and summary of our faith. May my way of thinking become more and more attuned to the Eucharist, and may the Eucharist in turn confirm my way of thinking, filling me with confidence. – Father Peter John Cameron, O.P.

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

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

CEO commitment is the starting point. In India, winning requires a very different business leader—an entrepreneurial general manager rather than a salesperson and, ideally, a senior and trusted insider with credibility and influence. It requires a different organizational structure or model, where India is managed like a geographic profit center, with the ability to make important operating decisions without enormous negotiations and persuasion. It needs a willingness to make long-term investments in developing capabilities on the ground and the willingness to sustain these through the inevitable vicissitudes. Therefore, escaping the midway trap requires the commitment of the entire leadership of the company to pull multiple levers before the whole organization flips to a new high-growth trajectory.

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

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.)

Saying things we don’t really mean becomes a habit when we practice it long enough. The real problem is that when you don’t keep your word, you lose credibility. When you lose credibility, you break the bonds of trust. And breaking the bonds of trust ultimately leads to a string of broken relationships. To

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.

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

Great brands, however, are authentic. They have endured because people have learned they are credible and have come to trust those brands to be what they say they are; great brands have integrity. What they say is integrated—integrated and integrity are related expressions—with what they do. No one responds to our efforts to be other than who we are. They respond to the good but bad, excellent but flawed person across the table from them.

I often tell young pastors that the fastest way to lose people’s trust is not by preaching a bad sermon. People will forgive that. The fastest way to lose credibility as a leader is to make a foolish decision that leads people down a blind alley or off the end of a pier. Too many young men in ministry make impetuous and ill-considered decisions. They lead without looking where they are going. They don’t count the cost. They aren’t cautious enough. You might think that young leaders would make the mistake of being too timid, but in my experience, it is much more common for young men to fail because they are impetuous. They aren’t sensitive. They don’t seek wise counsel.

what tactics you use to build teams, persuade or influence others, Some common tactics include: Gathering data to support your conclusion. Understanding and addressing people’s underlying motivations or incentives. Developing support from key team members first and then leveraging that to get other people on your side. Showing your own vulnerability to encourage others to show theirs. Being a good role model or example. Gradually leading people to a conclusion by agreeing on a common framework first. Developing credibility and engendering trust.

Turing tests no longer distinguish real people from bots, and people can no longer tell real from fake media. The right approach is a credibly neutral, community-owned network—a blockchain network—that makes authenticity a trusted internet primitive.

Why does it matter to state the time, location, and main character? Because these three points give your story instant credibility.

Ultimately, Intuitive Guide is precisely that - a guidebook on intuition. Consider it a beneficial resource to gain wisdom, understanding, and credible education to learn more about your inner guidance. The icing on the cake is that Intuitive Guide weaves heartwarming stories, which comfort your soul, lift your energy, and inspire you.

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

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.

We thrive on our sense of belonging to families, neighbourhoods and all kinds of groups and communities. We utterly depend upon our social connections for our emotional and physical security, for our sense of well-being, being accepted and taken seriously. [p57]

When will and reason strive to correct by force or even to strike out a bad channel of personal evolution- bad probably because it is necessarily so -- "truth" then makes its appearance like an ambassador that is as necessary and incontestable as an object, and unsuspected because there is no "egoistic" intention behind it. Does this mean that nothing devised by the individual has any credibility? His will is suspect, because it is intentional; geometry and algebra are suspect, because they are the grocer's scales; the reasoning instinct, and utility, are objects of scorn on account of their profound uselessness; and even the unconscious is not to be trusted because it serves as a storage cellar for the conscious mind. What is not confirmed by chance has no validity. One would like to think a projection screen exists that extends between the ego and the outside world, upon which the subconscious projects the image of its predominant excitation, but which is only visible to the conscious mind (and objectively communicable) in the case where "the other side," the outside world, projects the same image on the screen at the same time, and if these two congruent images are superimposed. It is in varying percentages of efficacy that intuition on the one hand, and chance from the outside world on the other, share in such examples of convergence. There remains a degree of question of varying magnitude, which can became surprisingly large-as in the case above-if, in this particular instance, the individual's contribution-his part of the interpretation-is reduced to zero. This is when a vertiginous interpretation of the universe seems to be felt as if the universe was a double of the super ego, a superior, thinking entity.

Authenticity is the key to building trust and credibility in personal and professional relationships.

Moreover, plenty of people, pregnant and not, have good reasons not to trust both Big Pharma and Big Government, let alone the two acting in coordination. In an era when whole cities like Flint, Michigan, have had their water poisoned; when gas companies tell you that fracking is safe, never mind the earthquakes and flammable tap water; when Monsanto lobbies ceaselessly against attempts to ban its herbicide Roundup despite it having been credibly linked with cancer; and when Big Pharma peddled the drugs that set off the opioid crisis, it is entirely rational to be skeptical toward monopolistic power. Johnson & Johnson, one of the major vaccine makers, not only is caught up in the opioid lawsuits but also has been ordered to pay out billions in legal settlements in recent years over alleged harm caused by several of its prescription medications and even its ubiquitous talcum powder (found to have contained asbestos). Against this backdrop, and given the lack of debate and allowable questioning of the vaccines in many progressive spaces, it’s no surprise that so many went off to “do their own research”—finding my doppelganger, and many more like her, waiting with their wild claims about vaccine shedding and mass infertility.

I believe in miracles. I believe in man-eating tigers, but I don't see them running about everywhere. If I want any miracles, I know where to get them.

It’s a question of which coaches to trust. I like to break trustworthiness down into three components: care, credibility, and familiarity.

Here’s an example of the 1/3/1 + 1/3/1 structure from my article, “8 Soft Skills You Need To Work At A High-Growth Startup.” It takes a certain type of personality to want to work at a startup — and the crucial qualities of startup employees you decide to hire. When I was 26 years old, one of my closest friends and I decided we were going to start a company. He was still in the process of finishing his MBA. I had recently taken the leap from my job as a copywriter working in advertising. And every few weeks he would fly to Chicago (where I was based), or I would fly to Atlanta (where he was based), and we’d trade off sleeping on each other’s couches while brainstorming what our first step was going to be. We called it Digital Press. I’ll never forget the day we decided to make our first hire. He was a freelance writer recommended to me by a friend — and we were in the market to start hiring writers and editors (to replace the jobs my co-founder, Drew, and I were performing ourselves). We asked him to meet us at Soho House in Chicago, ordered a bottle of red wine to share, and “interviewed” him by the pool on the roof. He was a fiction writer with a passion for fantasy and sci-fi (not business writing, which was what we needed), and we were young and inexperienced just hoping someone would trust us enough to follow our vision. We hired him — and fired him two months later. The last thing I want to point out here is that you can actually make the 1/3/1 + 1/3/1 structure move even faster by combining the last sentence of the first section, and the first sentence of the second section, into one singular subhead. 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. This fifth sentence is both your conclusion and the first sentence of your second section. And this sixth sentence clarifies your second opener. This seventh sentence reinforces the new point you’re making—with some sort of credibility or amplified description. And this eighth sentence rounds out the second point of your argument. This ninth sentence is the big conclusion of your introduction.

wrestling forever.” The ramifications were harsh. The public’s trust in the sport was severely damaged in the resulting chaos caused by the in-ring betrayal. Greedy promoters created a slew of “world” title claimants exclusive to their own regions, and what was left of pro wrestling’s credibility was quickly lost.

Data warehouse support people should be physically located in the business user departments, and while on assignment, should spend all their waking hours devoted to the business content of the departments they serve. Such a relationship engenders trust and credibility with the business users, which ultimately is the “gold coin” for IT. Mistake

A memoir in which the author shares his impressive journey of emigrating to the United States to escape a difficult life in an impoverished Nigerian village. Born into an extremely poor family in Nigeria, ‘Deji Ayoade had early memories of wanting to come to America to do better for himself. For years, he dreamed about having a bright future in the United States. At seven, he promised his mother that one day he would be a doctor in America and take her and his siblings away from their dangerous and impoverished existence. By the age of thirty-three, ‘Deji had been in the United States for five years and was living his dream. He had earned a master’s degree, married and had a child, been recruited into the Navy, and become a US citizen. He makes good on the promise to his mother and brings her, his sister, and his sister’s baby to the United States. UNDERGROUND: A Memoir of Hope, Faith, and the American Dream is a well-structured, compelling memoir written by a determined man with big dreams, ambitious goals, and the strength to never lose sight of where he is headed. Commitment, intelligence, and drive contribute to his fulfilling what he deems to be his purpose in life. His accomplishments in the armed services are nothing short of admirable. Ayoade draws readers into the 1980s culture of the poorer regions of Nigeria with vivid descriptions of the sights, sounds, and smells of areas in which they lived. His credible recreation of scenes reveals insight into the civilization that had considerable influence on him. Family dynamics also play a significant role in Ayoade’s life. His recollection of his father’s contradictory behaviors both confuse and enlighten him. His fond memories of his grandmother—the family member he trusted the most—are heartfelt and touching. While coming to the United States offers many positive experiences for Ayoade, it doesn’t come without problems, and one that the author talks about with deep emotion and candidness is racism. Thoughtful in the way he acknowledges possible differences of perspectives, he describes how it feels to be looked at differently. One scene in particular demonstrates just how prejudiced and insensitive people can be when it comes to racial biases. Ayoade writes from the heart with emotion and honesty that demonstrate his passion for what he does in life. His ability to weave together a cohesive story from so many disparate fragments is remarkable. His religious faith and commitment to never-ending improvement for himself are inspiring and a basis for being a role model for others. UNDERGROUND: A Memoir of Hope, Faith, and the American Dream–author ‘Deji Ayoade’s reflections on overcoming enormous obstacles and emigrating from Nigeria to the United States–is candid, heartwarming, and inspirational.

People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

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.

The early Greeks had a magnificent philosophy which is embodied in three sequentially arranged words: ethos, pathos, and logos. I suggest these three words contain the essence of seeking first to understand and making effective presentations. Ethos is your personal credibility, the faith people have in your integrity and competency. It’s the trust that you inspire, your Emotional Bank Account. Pathos is the empathic side—it’s the feeling. It means that you are in alignment with the emotional thrust of another person’s communication. Logos is the logic, the reasoning part of the presentation.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.