A Quote by Aditi Rao Hydari

If I trust the people I work with, then I deliver my part with complete trust. — © Aditi Rao Hydari
If I trust the people I work with, then I deliver my part with complete trust.
The situation is clear. I trust in my ability, I trust in what I do and, if people put their trust in me, I will deliver for them.
I have to trust people. There's no system of controls that can replace trust, so I need to reinforce that trust, and part of reinforcing trust is making sure that people feel accountability, and with accountability comes some degree of autonomy. You don't have one without the other.
When the trust is high, you get the trust dividend. Investors invest in brands people trust. Consumers buy more from companies they trust, they spend more with companies they trust, they recommend companies they trust, and they give companies they trust the benefit of the doubt when things go wrong.
Being vulnerable is allowing yourself to trust. That's hard for a lot of people to do. They feel a lot more secure if they kind of put walls around themselves. Then they don't have to trust anybody but themselves. But to allow you to trust not only yourself but trust others means - is what's required to be vulnerable, and to have that kind of trust takes courage.
People don't trust government, they don't trust Wall Street, they don't trust the church, they don't trust the media.
Of course you can't 'trust' what people tell you on the web anymore than you can 'trust' what people tell you on megaphones, postcards or in restaurants. Working out the social politics of who you can trust and why is, quite literally, what a very large part of our brain has evolved to do.
Trust gives you the permission to give people direction, get everyone aligned, and give them the energy to go get the job done. Trust enables you to execute with excellence and produce extraordinary results. As you execute with excellence and deliver on your commitments, trust becomes easier to inspire, creating a flywheel of performance.
If I'm not telling you something, it's for a reason. Just because you trust me, it doesn't mean I have to automatically trust you. Trust doesn't work like that.
Do not lose hope — what you seek will be found. Trust ghosts. Trust those that you have helped to help you in their turn. Trust dreams. Trust your heart, and trust your story. (from 'Instructions')
If the employees fundamentally trust the C.E.O., then communications will be vastly more efficient than if they don't. Telling things as they are is a critical part of building this trust.
People ask, 'Do I have trust issues?' I wouldn't say I have trust issues. I have trust concerns. It's valuable for me to trust a person in particular.
You're supposed to trust friends. You have no reason to be his friend? That is part of the pleasure of friendship: trusting without absolute evidence and then being rewarded for that trust.
For me, a director is such an important part of thE process. I really have to trust him. Because then you can kind of let your inhibitions down. You can go anywhere when you trust someone.
No, Michael, I do not trust you on a boat, I do not trust you on a goat. I do not trust you here. I do not trust you there. I do not trust you anywhere.
I trust in the ebb and flow of the universe. I trust that life's bigger than what I can see. I trust that there is a divine order beyond my control. And I trust that no matter what happens, I will be all right.
Teams use trust as currency. If it is in short supply, then the team is poor. If trust abounds, the members of the team have purchase power with each other to access each others’ gifts, talents, energy, creativity, and love. The development of trust then becomes a significant leadership strategy. Trust creates the load limits on the relationship bridges among team members
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