If Google decided at any point to publish my search history, or your search history, or anyone's search history, there's a litany of things they could idea police you about, and if it was published, you would be publicly shamed. Everyone would be publicly shamed. But we trust Google, and we trust the people that run that company.
More than anything, I prided myself when it was all set and done; the faith the company had in me to have seven segments on a television show - you have to tune in to see what can happen next.
When you have trust and you get that trust in place throughout the company, people are empowered — people are free.
It simply isn't acceptable for the likes of Google, Facebook, Amazon and others, which amass data by the terabyte, to say, 'Don't worry, your information's safe with us, as all sorts of rules protect you' - when all evidence suggests otherwise.
Every public company depends to some extent on the trust of its investors.
If you don't have trust inside your company, then you can't transfer it to your customers.
Our expanding Canadian operations are concrete evidence of General Motors confidence in Canada.
Things that have happened with Enron and companies like that, where they've squandered their employees' pension funds, I think it has brought a new level of anxiety. People don't feel like they can trust their employer.
Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down.
Trust is enormously powerful in a corporation. People won't do their best unless they believe they'll be treated fairly. The only way I know how to create that kind of trust is by laying out your values and then walking the talk. You've got to do what you say you'll do, consistently, over time.
Disney is beloved again. They can now attract the talent again and they can hold onto the talent again. People trust them again. It's all return since they went back to the why.
Banks and investors don't usually view a high-ranking executive in the company selling off massive amounts of stock as a good thing.
I am deeply honored by the trust the board has placed in me to lead Duke Energy. I have a high degree of confidence in the strength of our company's leadership and dedicated employees.
Executives need to understand the economic benefits of trust dividend, especially when the behavior is real, not artificially or superficially created as PR to manipulate trust.
I, personally, trust Valve. But I'm just saying, honestly, I think a lot of the industry doesn't.
Even in the business of corporations honesty is the best policy, and the companies that have acted in accordance with the highest standard, other things being equal, have reaped the richest harvest.
