Trusted Advisor Quotes

Be your own guide, confidant and advisor. Trust yourself above all others.

Alliances with other nations lead to bondage," Zechariah explained. "Joseph started out as Pharaoh's trusted advisor in Egypt, but later generations ended up as slaves. And wasn't it Ahaz's so-called alliance with Assyria that led to our present slavery?

At one o’clock, the ever-logical Right-Eye Grand Steward woke up to discover that during his sleep his left-eyed counterpart had executed three of his advisors for treason, ordered the creation of a new carp pool and banned limericks. Worse still, no progress had been made in tracking down the Kleptomancer, and of the two people believed to be his accomplices, both had been released from prison and one had been appointed food taster. Right-Eye was not amused. He had known for centuries that he could trust nobody but himself. Now he was seriously starting to wonder about himself.

Faith is a practical expression of the confidence we have in God and His Word, while trust is a practical expression of our commitment to God and His Word.

A sure indication of a lack of trust is frustration. In other words, whenever a situation robs us of our peace, we are not trusting God.

There is an old saying, “It is amazing what you can achieve if you are not wedded to who gets the credit.” The

Publicity whiz who guided Jobs early on and remained a trusted advisor. M

Publicity whiz who guided Jobs early on and remained a trusted advisor.

It is ironic that a business in which the serving of clients depends so heavily on interpersonal psychology should be peopled with those who believe in the exclusive power of technical mastery. And

Reliability in this largely rational sense is the repeated experience of links between promises and action.

Reconfirm scheduled events before they happen. Announce changes to scheduled or committed dates as soon as they change. Intimacy

Send meeting materials in advance

Imagine how fluid life would be if we each had an advisor who, with our best interest at heart, provided clear, objective and decisive guidance. When we trust our instincts, we do.

Let’s face it, no one wants to be seen as a stereotypical salesperson who is pushy and untrustworthy. However, if you think about yourself as a doctor who diagnoses and then prescribes solutions to people’s problems, then I’m sure you’ll be much more comfortable selling under those circumstances—as a trusted, educated, knowledgeable, qualified, confident, capable advisor.

If you think someone else will figure it out for you, you’re doomed to fail. If you give your advisors your complete trust, you’re doomed to fail. If you repeat the mistakes of the past, you’re doomed to fail.

Because I have developed my trust in God, I am no longer disturbed by irritating circumstances. Whenever they arise, I simply look to Him and say, “Lord, I trust you, and I know that everything will be just fine.

When salespeople lead with their product or service, it is impossible to be perceived as consultants or trusted advisors. It makes it as clear as day that the salesperson believes the relationship and sale are centered on his offering, not the customer and its needs. It’s as if the salesperson is begging the customer to put his offering’s features and price on a spreadsheet to be compared against every competitors’ features and price.

Casteel began. “I had this whole speech planned in my head about how you have been a brother to me and that there is no one I trust more, but now things are just kind of awkward, so…yeah. We would like for you to be our advisor.

She was still not at ease with the idea that she was now important enough to have people as accessories. Nor was she comfortable with the idea of these people as gatekeepers with access to the details of their personal lives. Whenever she felt herself shrinking under the indifferent glare of the staff that surrounded her, as she did in this instance, she straightened her back and lifted her chin in the way that Chiedza, her trusted advisor-friend, had instructed her to do.

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

The attitude of exclusive professionalism (which restricts the label of professionalism to the advisor) manifests itself in a number of dysfunctional ways. It reinforces a misleading belief that the advisor’s job is to solve problems rather than to help the client solve problems.

Sincerity, the way we usually mean it, has to do with intentions; we assume it comes from within. But our clients have no way to observe sincerity except through external behaviors. From certain behaviors (attention paid, interest shown, advance work done, empathetic listening), we infer the internal state we call sincerity. Thus,

While the president understood and fully supported this, he remained frustrated, as did I, because his most trusted advisors didn’t fully sign on to a strategic approach to testing. At one point he offhandedly remarked, “You’ll have to convince my son-in-law of that.” Naturally, Kushner and everyone else had been deferring to Fauci and Birx on all things medical. To make matters worse, the Fauci-Birx testing strategy was not merely unfocused; their strategy bizarrely prioritized more testing in the lowest-risk people and the lowest-risk environments—students and schools—while letting the deaths continue in nursing homes and assisted living facilities, where a once-per-week schedule was assumed to be effective.

When I asked these protective parts what they’d rather do if they trusted they didn’t have to protect, they often wanted to do something opposite of the role they were in. Inner critics wanted to become cheerleaders or sage advisors, extreme caretakers wanted to help set boundaries, rageful parts wanted to help with discerning who was safe. It seemed that not only were parts not what they seemed, but also they each had qualities and resources to bring to the client’s life that were not available while they were tied up in the protective roles.

The illusionists of quantity are performing sleights of hand wherever it concerns the topic of quality. A profession that went from being second in command under the throne, to outsourced to the cheapest external providers, is perhaps one of greatest conflicts of interest society faces today, not to mention the blatant disrespect of the people quality is intended for in the first place. Quality is about ascertaining the absolute best, for the sake of all involved. It therefore, is a lofty profession combining research, science, and morality to make the best judgements for today based on the history of the past in order to most adequately prepare for an ever oncoming future. Most importantly, quality removes personal preference that is not in the best interest of all people. Thus, anyone who would launch a war on quality can be considered an enemy of mankind, as they are would be purveyors of an ultimate breach of trust and security. Until the concept of quality is reinstituted as the governing advisor in all aspects of society, sychophants will chant "more" is "better". They will sell mediocrity at top dollar, and make top profits. Mediocrity should not be the accepted, celebrated standard, it should be the rudimentary blueprint for the greatest rollouts of progress ever marked in human history.

Clients recognize excessive self-orientation through such things as: 1. A tendency to relate their stories to ourselves 2. A need to too quickly finish their sentences for them 3. A need to fill empty spaces in conversations 4. A need to appear clever, bright, witty, etc. 5. An inability to provide a direct answer to a direct question 6. An unwillingness to say we don’t know 7. Name-dropping of other clients 8. A recitation of qualifications 9. A tendency to give answers too quickly 10. A tendency to want to have the last word 11. Closed-ended questions early on 12. Putting forth hypotheses or problem statements before fully hearing the client’s hypotheses or problem statements 13. Passive listening; a lack of visual and verbal cues that indicate the client is being heard 14. Watching the client as if he/she were a television set (merely a source of data)

For God’s sake, Anders, your pacing is driving me wild,” Leigh said with exasperation. “Sit down.” Anders paused with surprise and turned to peer at the brunette curled up in the corner of the couch with a book in her hands. “I’m not pacing, I’m . . .” She arched her eyebrows, waiting, and he sighed. “Pacing,” he acknowledged and sank onto the nearest chair. He rested his elbows on his spread knees, allowing his hands to dangle between them, and stared out the window. After several minutes, he dropped back in the chair with a heavy sigh, then straightened and asked impatiently, “What the devil is she doing up there?” “She’s checking with her academic advisor to ensure that missing the first two weeks of classes won’t bugger her up for the term,” Leigh reminded him patiently. “Yeah, but that should have been a five-minute conversation. She’s been up there over an hour,” he complained. Valerie had helped clean up the kitchen after breakfast, then had taken Roxy with her and escaped upstairs on the pretext of calling the veterinary college to be sure she was still welcome after missing the first two weeks of the semester. “Yes, well, perhaps whoever she needs to speak to wasn’t available and she’s waiting for a call back,” Leigh suggested. “Or maybe they had work for her to do to keep from falling behind and she’s up their reading her textbooks and studying.” “Or maybe she’s hiding,” Anders said unhappily. Leigh tsked with irritation. “Why would she be hiding?” Anders didn’t respond, but in his mind he was remembering their kiss that morning . . . well, kisses. Or maybe one kiss. He wasn’t sure how to classify it. Did you have to come up for air to classify it as more than one kiss? Or was it counted in minutes or seconds? Because it had been a constant devouring of each other’s mouths for several minutes. “Oh my, yes. I see,” Leigh murmured. Anders glanced up at her murmur and noted her narrowed concentration on him. She’d read his damn mind. “Yes, that might have made her want to hide out,” she said sympathetically. “It wasn’t that long ago when I had my first encounter with life mate passion. It was pretty terrifying. And she didn’t have any idea what was happening. I mean, as an immortal you had heard about it, had some idea of what to expect, and yet you were still overwhelmed by it. Imagine how she must feel. She got hit by a nuclear explosion of passion out of nowhere.” Anders sighed and ran one hand wearily over his closely cropped hair. Leigh wasn’t saying a damned thing he hadn’t already thought of. Which was why he suspected Valerie was hiding out. The question was, how long would she hide? And how was he supposed to get her to know and trust him if she wouldn’t come out of her room?

love my dick. That’s a fact. And I’m not afraid to admit he’s both my best friend and my most trusted advisor. Sure, he’s gotten me into some tight spots over the years—pun very much intended—but that’s what makes life fun, right? I wouldn’t trade our relationship for the world. He stands tall and proud . . . and when he spots something he likes? He bobs with pleasure, begging to get closer.

I love my dick. That’s a fact. And I’m not afraid to admit he’s both my best friend and my most trusted advisor. Sure, he’s gotten me into some tight spots over the years—pun very much intended—but that’s what makes life fun, right? I wouldn’t trade our relationship for the world. He stands tall and proud . . . and when he spots something he likes? He bobs with pleasure, begging to get closer.

Retirement Lifestyle Planning There are four (4) major financial questions that you must be able to answer in order to know if your current or future plan will work for you. What rate of return do you have to earn on your savings and investment dollars to be able to retire at your current standard of living and have your money last through your life expectancy? How much do you need to save on a monthly or annual basis to be able to retire at your current standard of living and your money last your life expectancy? Doing what you are currently doing, how long will you have to work to be able to retire and live your current lifestyle till life expectancy? If you don’t do anything different than you are doing today, how much will you have to reduce your standard of livingat retirement for your money to last your life expectancy? Motto for Retirement Lifestyle Planning A solid financial plan is a powerful possession that offers a sense of peace and freedom. Our process allows us to determine appropriate strategies and help you understand how to achieve your goals and live your dreams. Our process stresses informed financial decision making. We encourage you to review all decisions with your team of tax and legal professionals. For the record, we are not tax or legal professionals and this information is not intended as tax or legal advice. Now we’d like to remind you that a well-executed financial plan requires diverse knowledge and utilizes some or all of the following strategies and services: -Retirement Lifestyle Planning Making the most of your employer-sponsored retirement plans and IRAs. Determining how much you need to retire comfortably. Managing assets before and during retirement including Social Security analysis. -Estate Planning Referring you to qualified Estate Attorneys to review your wills and trusts to help preserve your estate for your intended heirs by helping with beneficiary designations. Reducing exposure to estate taxes and probate costs. Coordinating with your tax and legal advisors. -Tax Management Helping to reduce your current and future tax burden by considering multiple strategies for review by your tax professional.Also, referring you to qualified tax specialists if needed. -Legacy Planning/Charitable Planning Creating a solid future for generations to come by ensuring that your legacy will live on through those you love or causes you care deeply about. -Risk Management Reviewing existing insurance policies. Recommending policy changes when appropriate. Finding the best policy for your individual wants and needs. -Investment Planning Determining your asset allocation needs. Helping you understand your risk tolerance. Recommending the appropriate investment vehicles to help you reach and exceed your goals.

Before hiring, evaluate the 5 Cs – Character (trust, ethics, integrity, independence), Capacity (education, experience, holistic perspective), Collateral (what you get in return), Conditions (scope of work, fees, confidentiality) and Capital (financial soundness of advisor).

In short, hire an advisor who you trust, who is right for your needs, who can get the job done and who works for ONLY you. If

The flip side of credit is blame. A tendency to blame others, or circumstances, is generally a recipe for unhappiness in life.

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

By starting with caring (working from the inside out), we open ourselves to possibilities and become willing to go where the client will take us. The skill or action behaviors can then fall on fertile ground. By

We don’t want people to be interested in us as a means to an end, as a destination for their own purposes. We want people to be interested in us as fellow-voyagers, people who care about us enough to go on a journey with us.

while most providers sell on the basis of technical competence, most buyers buy on the basis of emotion.

Make sure you’ve done absolutely all your homework on the client company, the client marketplace, and the client individual, and that it’s absolutely up to the minute. Even if you know them and their business cold, there is likelihood that there will be some news clip about your client that will have been published that very day.

Less formally, we consider the time it takes someone to return a phone call, whether meetings are canceled or kept, and whether to-do lists are completed. Reliability

Are there any topics I should avoid because they are too delicate to discuss in a large forum? • Are there any topics on which the views of your colleagues are significantly divided? •

It is not enough for a professional to be right: An advisor’s job is to be helpful. David

Fig. 8.2. Trust Realms The

Advisors who rate the highest on reliability will not just deliver their work on time and on spec. Nor will they simply be consistent, even at a level of excellence. They will also be expert at a variety of small touches that are aimed at client-based familiarity. Sending meeting material in advance is one example; staying current on client events and names is another. Reliability on the emotional level has a great deal to do with the client’s preferences, and not just with consistency from the service provider’s perspective. Strategies

The biggest leverage for reliability enhancement probably lies in the emotional realm. The more a provider can do to understand and relate to the usually unconscious norms of the client, the more the client will feel at ease and experience a sense of reliability. Some

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

Make specific commitments to your client around small things: getting that article by tomorrow, placing the call, writing the draft by Monday, looking up a reference. And then deliver on them, quietly, and on time. 2.

A good rule to remember is that, in relationships, there are no win-lose or lose-win combinations: There are only win-wins and lose-loses.

Don’t tell lies, or even exaggerate. At all. Ever. 3.

Speak with expression, not monotonically. Use body language, eye contact, and vocal range. Show the client you have energy around the subject at hand. 5.

Make sure meetings have clear goals, not just agendas, and ensure the goals are met. 4.

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

10. Return calls unbelievably fast Stephanie Wethered, the pastor referred to earlier, does this. She tries to return calls within ten minutes. She says it’s the most trust-creating thing she does; no one expects it, and it demonstrates how much she values the other person. 11.

Use the client’s “fit and feel” around terminology, style, formats, hours. 5.

if I were in your position, I might be wondering about X. Is it possible that that is an issue for you?

Where are we likely to encounter the most resistance? •

Review agendas with your client, before meetings, before phone calls, before discussions. Clients should know that they can expect you to always solicit their views on how time will be spent. 6.

28. Experts Should Be On Tap, Not On Top This is another piece of advice from Winston Churchill (he was a fountain of great one-liners): Experts should be on tap, not on top. I have made the mistake all too often in the past of taking experts’ advice as gold, as the only ‘right’ option. It has often been against my instinct, and it has all too frequently landed me in trouble. To let yourself be guided purely by experts is always a recipe for disaster. So-called experts might know their field, but they don’t always know the whole picture of what’s right. Especially for you. I know some very wealthy people who don’t even live where they want to because their accountant told them they could pay less tax if they bought a home in Monaco. It is as if their accountant has more of a say over their lives than their kids or partners do - and that is always a ‘false’ economy. Experts are experts because they specialize in one small part of a field. A leader’s job is to see beyond that, to see the whole picture and then to make a considered decision. The expert advice should be there to serve you: to be ‘on tap’, when you need it, but not as your only option. So when you need guidance, ‘listen’ to all the experts, assemble the knowledge in your head, sleep on it, trust your instinct (more of that later!), then make an informed, not hasty decision. By the way, the only thing worse than making a bad decision? Making no decision! So many people fail to get ahead because they can’t decide. They dither. It is natural. We all get fearful of making a bad decision - but really that is back to being scared of failing, and we know how to deal with that now, don’t we? Failing is OK. A bad decision is better than no decision. So learn to make decisions - informed, good decisions, based on good advice, but not dictated solely by the advisors. Trust your instincts, and commit to your decision. And if it proves wrong, then learn from the error, have the humility to acknowledge it, then move on - wiser and smarter. And remember, like so many things, the more you practice making decisions, the better you will become at making good decisions. You’ll never have a 100 per cent gold strike rate, but some people get pretty darned close, and if you study their habits I bet you will see some clear patterns in their decision-making. So, listen to the experts, keep them on tap, but know your own mind, know your own heart - and let these lead you to the right choices to keep you on top.

I allowed you to enter my city, despite flying one of my ships. I allowed you to enter my throne room against my advisor’s better judgment! I trusted you as my old war comrade! You were my brother, Agulaar. And now this!?

In life, trust less in people that are close or distant, as for they are like an enigma. I only attribute my scientific legacy advisors prayers to the true ones.

Monica Zent is an experienced entrepreneur, investor, businesswoman, and trusted legal advisor to leading global bMonica Zent is an experienced entrepreneur, investor, businesswoman, and trusted legal advisor to leading global brands, over a period that spans decades. Her most recent venture is the founder and CEO of Foxwordy Inc. She is also the founder of ZentLaw, one of the nation's top alternative law firms. Zent is an investor in real estate & startups and dedicates her time and talent to various charitable causes. She is a diversity and inclusion advocate, inspiring all people to pursue their dreams. rands, over a period that spans decades. Her most recent venture is the founder and CEO of Foxwordy Inc. She is also the founder of ZentLaw, one of the nation’s top alternative law firms. Zent is an investor in real estate & startups and dedicates her time and talent to various charitable causes. She is a diversity and inclusion advocate, inspiring all people to pursue their dreams.

Your role today must be as a trusted advisor for your clients vs just selling property or quoting interest rates. The point is to remain connected, keeping the emotional bond and value exchange alive so when they are considering buying or selling, you’re the obvious choice. Sending banana bread recipes isn’t going to get you there.

assessing this with a trusted advisor will help this be a practical decision based on health and bathed in prayer, not an emotional response too easily rushed into.

The most effective way to influence a client is to help the person feel that the solution was (to a large extent) his or her idea, or at the very least, his or her decision.

One way to do this is to help the client understand all the available options by conducting a thorough exploration of advantages, disadvantages, risks, and costs.

Among other things, effective advice giving requires an ability to suppress one’s own ego and emotional needs. The most effective way to influence a client is to help the person feel that the solution was (to a large extent) his or her idea, or at the very least, his or her decision. One way to do this is to help the client understand all the available options by conducting a thorough exploration of advantages, disadvantages, risks, and costs.

it’s about building relationships—becoming the trusted advisor to your target market rather than just a salesperson.

Douglas Mox, known as Doug Mox to his clients, excels as a real estate agent with a deep understanding of the housing market and property trends. His professional guidance covers everything from finding the right property to closing the deal, ensuring a smooth and successful transaction. Doug Mox’s proactive approach and attention to detail make him a trusted advisor for all your real estate needs.

Fig. 8.1. The Trust Equation Fig. 8.2. Trust Realms The

life is too short to work on the uninspiring. Being