A Quote by Jeffrey Pfeffer
With respect to trust, people tell me that it is essential for organizational functioning. Maybe, but most surveys of trust find that trust in leaders is low and nonetheless, organizations role along quite nicely.
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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.
As men of the priesthood, we have an essential role to play in society, at home, and in the Church. But we must be men that women can trust, that children can trust, and that God can trust.
Trust is perhaps the most critical single building block underlying effectiveness. Without trust leaders do not have followers. Without trust, leaders are impotent despite great rhetoric or splendid ideas. Trust rests on the belief among followers that the leader is transparent: What you see is what there is. Trust means followers believe there is no duplicity; no manipulation just to satisfy the leader's ego. Very simply: The effective leader is transparent; that's why that person is trusted.
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.
Respect people who trust you. It takes a lot for people to trust you, so treat their trust like precious porcelain.
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.
People don't trust government, they don't trust Wall Street, they don't trust the church, they don't trust the media.
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')
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.
Above all, success in business requires two things: a winning competitive strategy, and superb organizational execution. Distrust is the enemy of both. I submit that while high trust won't necessarily rescue a poor strategy, low trust will almost always derail a good one.
Trust is the most important aspect of being a journalist. If people don't trust or find you relatable - you will not have success.
Trust and respect are two-way streets. We want the horse to accept us as leaders of the herd, to guide them safely and to provide protection and comfort. In return, they will give us their respect, and willing submission to our ideas about what to do next, and when and where. But this respect can only be based on well deserved trust.
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 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.
I find I like to work with a lot of the same actors, because I find that there's sort of shorthand there, and there is this unspoken trust, both ways. They trust me and I trust them. And I know what I'm going to get from them, to an extent. It's just fun, kind of creating this little family.
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.
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