 |
…when you trust someone, their brain responds by making more oxytocin, which allows them to trust you in return.
|
71 |
 |
Values are like trust; they empower others to honor or betray you. They open up avenues of possibility and leave room for interpretation.
|
99 |
 |
…trust, as we know, begets trust.
|
115 |
 |
Employees who feel truly trusted are less likely to betray that trust because they understand innately that it works to their benefit.
|
115 |
 |
In times of high uncertainty… we pay more attention to the source of trust: human conduct – HOW we do what we do. Trust becomes, more vitally than ever, the currency of human exchange.
|
159 |
 |
…trust between companies leads to more trust. It sets off an upward spiral of cooperative, value-creating behaviors.
|
160 |
 |
…we can push out from where we are, no matter what our previous experience with trust has been, to reach the furthest limits of possibility.
|
165 |
 |
…trust is active and propulsive; it is nothing short of inspirational.
|
165 |
 |
Trusting… means giving something away and ceding power to others, an essential step in achieving the outward focus needed in a hyperconnected world.
|
166 |
 |
Trust empowers others but, because it is a virtue, it also empowers one’s self.
|
166 |
