 |
Once you create trust, – genuine character- and competence-based trust – almost everything else falls into place.
|
10 |
 |
Character includes your integrity, your motive, your intent with people. Competence includes your capabilities, your skills, your results, your track record. And both are vital.
|
30 |
 |
…both character and competence [are] vital to sustained success and leadership.
|
32 |
 |
The end result of high character and high competence is credibility, judgment, and influence.
|
34 |
 |
…competence is as vital to trust as character, and… both character and competence are within our ability to create or to change.
|
42 |
 |
Always surround yourself with people who are even more talented and competent than you. It takes tremendous self trust to do this…
|
97 |
 |
…the quickest way to increase trust is to demonstrate a behavior of competence.
|
133 |
 |
Competencies are part skills, part knowledge, and part talent. They lump together, haphazardly, some characteristics that can be taught with others that cannot.
|
93 |
 |
Most employees are promoted to their level of incompetence. It’s inevitable. It’s built into the system.
|
198 |
 |
Good is the enemy of great. And that is one of the key reasons why we have so little that becomes great.
|
1 |
