 |
…though management might talk about it, fundamentally, management does not behave in ways that demonstrate respect, and as a result, employees don’t trust management.
|
149 |
 |
More and more in our global economy, transparency is gaining recognition as a critical value in high-trust organizations.
|
154 |
 |
When you build trust with one, you build trust with many.
|
162 |
 |
What damages credibility and trust the most is when, once something has gone wrong, people don’t acknowledge it or apologize.
|
163 |
 |
…giving credit to others will significantly increase trust and economic results – as well as other positive results – on all levels.
|
167 |
 |
…speak about others as if they were present.
|
168 |
 |
…the way we talk – or don’t talk – about others when they’re not there has geometric effect. It can build or destroy trust…fast.
|
169 |
 |
If you really want to build trust, you have to know what ‘results’ mean to the person to whom you’re delivering.
|
176 |
 |
…in most circumstances, it’s wise to look at three variables – quality, speed, and cost – and realize that you can usually pick any two, but not all three.
|
197 |
 |
…victimization creates dependency and distrust, accountability creates independency and trust.
|
203 |
