The Speed of Trust Quotes

“We judge ourselves by our intentions and others by their behaviour.”

“The first job of a leader—at work or at home—is to inspire trust. It’s to bring out the best in people by entrusting them with meaningful stewardships, and to create an environment in which high-trust interaction inspires creativity and possibility.”

“Trust is equal parts character and competence... You can look at any leadership failure, and it’s always a failure of one or the other.”

“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. ”

“In a high-trust relationship, you can say the wrong thing, and people will still get your meaning. In a low-trust relationship, you can be very measured, even precise, and they’ll still misinterpret you.”

“The best time to plant a tree is twenty years ago. The second best time is today.”

“A person has integrity when there is no gap between intent and behavior…when he or she is whole, seamless, the same—inside and out. I call this “congruence.” And it is congruence—not compliance—that will ultimately create credibility and trust.”

“we judge ourselves by our intentions and others by their behavior. This is why, as we’ll discuss later, one of the fastest ways to restore trust is to make and keep commitments—even very small commitments—to ourselves and to others.”

“There are no moral shortcuts in the game of business—or life. There are, basically, three kinds of people: the unsuccessful, the temporarily successful, and those who become and remain successful. The difference is character.”

“One thing to be careful of with regard to skills is what author Jim Collins calls “the curse of competence.” It’s the idea that sometimes we become good at doing something we’re not really talented in or passionate about. As my father often says, “Your current skill-set may or may not correspond with your natural talents.” We need to make certain that the skills we develop don’t limit or define us. At the end of the day, talent provides a deeper well than skills.”

“Whether you’re on a sports team, in an office or a member of a family, if you can’t trust one another there’s going to be trouble.”

“The trust we have in people and in organizations comes, in part, from believing that they do care.”

“Low trust causes friction, whether it is caused by unethical behavior or by ethical but incompetent behavior (because even good intentions can never take the place of bad judgment). Low trust is the greatest cost in life and in organizations, including families. Low trust creates hidden agendas, politics, interpersonal conflict, interdepartmental rivalries, win-lose thinking, defensive and protective communication—all of which reduce the speed of trust. Low trust slows everything—every decision, every communication, and every relationship.”

“The principle is simply this: We tend to get what we expect—both from ourselves and from others. When we expect more, we tend to get more; when we expect less, we tend to get less.”