A Quote by Mark Romanek

I think that I've learned to relax, and trust in and hire very talented people, and trust in their abilities a little more. — © Mark Romanek
I think that I've learned to relax, and trust in and hire very talented people, and trust in their abilities a little more.
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.
It is very hard work, but I am a big believer in not micromanaging; I hire really, really talented people and trust them to do their jobs.
You cannot stop trusting people in life but I have learned to be a little bit careful. The way to make people trust-worthy is to trust them.
More than a non-acting director, I think I notice when an actor is not believing in themselves. Chicago actors in particular, they work very hard and are very talented, but sometimes they don't trust how talented they are. I notice when they keep something in reserve.
One of the many lessons I hope I've learned is how much I underestimated people, their open-mindedness and their willingness to understand. I think, moreover, I underestimated the degree to which everyone has a story. So my advice, for whatever it's worth, is to trust readers, trust the truth and trust the power of storytelling.
Anyway, why would you trust anything written down? She certainly didn't trust "Mothers of Borogravia!" and that was from the government. And if you couldn't trust the government, who could you trust? Very nearly everyone, come to think of it.
Don't trust children with edge tools. Don't trust man, great God, with more power than he has until he has learned to use that little better. What a hell we should make of the world if we could do what we would!
A skater goes through a lot of different feelings during a competition. Staying calm is the key point. You feel a little anxious, a little nervous, a little unsettled. That's when you've got to trust your feelings, trust your abilities. Believe in what you have worked for so long to achieve. Have faith in yourself.
Employers, like most people, tend to trust their intuitions. But when employers decide whom to hire, they trust those intuitions far more than they should.
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.
Nothing is as fast as the speed of trust. Nothing is as fulfilling as a relationship of trust. Nothing is as inspiring as an offering of trust. Nothing is as profitable as the economics of trust. Nothing has more influence than a reputation of trust.
I always have issues with trust. I'm a New Yorker... Really, I think trust is something that comes from the gut. And I think you have to - it's probably the worst advice to give people - but I think you gotta trust people from your gut.
It is a miserable thing to have people writing about your private life while you are alive. I have tried to stop it all that I could but there have been many abuses by people I trusted. You cannot stop trusting people in life but I have learned to be a little bit careful. The way to make people trust-worthy is to trust them.
People don't trust government, they don't trust Wall Street, they don't trust the church, they don't trust the media.
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.
Traditional news is often full of mistakes, but I think that people are getting more sophisticated in knowing what to trust and what not to trust.
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