A Quote by Janette Rallison
You know, sometimes you've got to trust the people you love. You've got to trust that if they're good people, they'll make good decisions.
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So some guy may know how to make money in cocoa beans, but I don't so I just let him have that. But it's got to be something I understand. It's got to be a business with fundamentally good economics. It's got to be a management that I like and trust and admire. And it's got to be a price that makes sense.
I trust my electors. I see them in weekly meetings. I'm their advocate, I'm there to take up their case. I'm not there to decide whether they've got a good case or a bad case. And I think that if you trust people, they're more likely to trust you back.
People use the 'love' word too early. When you've got that trust thing locked down, when you've lived together, and you know each other's good and bad qualities inside out, at that moment, you know if you truly love someone.
A lot of times I talk to people, they say they don't trust the doctors, they don't trust the hospitals and that kind of stuff. Well, if you go to the hospital, you've got to trust somebody.
Here in Europe some of the challenges have to do with structures that are so complicated. You've got Brussels, and you've got parliament, you've got councils and then you've got national governments. So people sometimes don't feel as if they know who's making decisions, and the more that we can bring people in and engage them, the better. Some of it is also cultural and social, people's sense of identity.
I've got a good team, got great agents that I know are going to handle the business side, and I trust those guys.
Through the years I've learned to gain the trust of humans. I'm really good at gaining the trust of animals and I have developed the same ability with humans. I don't make people feel wrong, I just make people aware. I have learned to make people laugh.
Our goal is to desperately make the best products we can. We're not naive. We trust that if we're successful and we make good products, that people will like them. And we trust that if people like them, they'll buy them. And we figured out the operation and we're effective. We know what we're doing, so we'll make money, but it's a consequence.
What, I should only trust good people? Man, good people get bought and sold every day. Might as well trust somebody evil once in a while, it makes no more or less sense.
I know it is possible not only to restore trust but to actually enhance it. The difficult things that we got through with the important people in our lives can become fertile ground for the growth of enduring trust - trust that is actually stronger because it's been tested and proved through challenge.
In order to bring down the incarceration rate, you've got to start with the beginning of life. You've got to make sure that parents and schools are prepared to prepare young people for success. You've got to deal with the next stage of life. You've got to make sure that people have the opportunity to work at a good job, they have access to good healthcare, and that they have the opportunity to build wealth over time.
Believing in the good of humanity is a revolutionary act - it means that we don't need all those managers and CEO's, kings and generals. That we can trust people to govern themselves and make their own decisions.
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.
I'm always more comfortable and in a good place when I'm with friends because I know they trust me. I'm able to get great performances from people who trust me.
Most of what we know we don't really know first hand. I've never seen a cancer cell. But I trust this community of experts who have, so I believe that cancer exists. But we trust these experts, and we trust that the experts have a system of checks and balances and self-correction. And we have to insist that experts have certain certifications. They're not perfect. Every once in awhile there's an engine falls off the wing of a plane, or a tax audit happens and you find out your expert made a mistake. But it's a pretty good system. It's the best system we've got.
I've played for managers who said one thing and did another and players find you out like that. You've got to trust them and they've got to trust you.
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