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By asking questions and getting to know their customers, givers build trust and gain knowledge about their customers’ needs. Over time, this makes them better and better at selling.
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140 |
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…three major traps… plague many givers, male and female, in their dealings with other people: being too trusting, too empathetic, and too timid.
|
189 |
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Trust is one reason that givers are so susceptible to the doormat effect: they tend to see the best in everyone, so they operate on the mistaken assumption that everyone is trustworthy.
|
190 |
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Play equals trust, a space where people can take risks…
|
245 |
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We automatically assign to good-looking individuals such favorable traits as talent, kindness, honesty, agreeableness, trustworthiness, and intelligence.
|
83 |
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…an autopilot device, like social proof, should never be trusted fully; even when no saboteur has slipped misinformation into the mechanism, it can sometimes go haywire by itself.
|
195 |
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To defend ourselves against misleading appeals containing ersatz authorities, we should always ask, Is this authority truly an expert? We shouldn’t presume we are too smart to be tricked by mere symbols of authority.
|
233 |
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Authorities, even the best informed, may not present their information honestly to us; therefore, we need to consider their trustworthiness in the situation.
|
233 |
 |
Play takes one thing… and turns it into something else, something unexpected. A dance. It takes chaos and finds order. It’s based on trust, that no one’s going to get hurt. And it doesn’t seem to have any point.
|
244 |
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Relationships are solidified by trust. Institutions are built on it. You gain trust by asking not what people can do for you… but what you can do for others.
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21 |
