First, is there a measurable cost to low trust?

Walk through the Arboretum to observe trees as a whole, with their unique bark and branching patterns, twigs, buds, any leftover fruit and persistent leaves - recognizable even in winter.

Bioluminescence research at Connecticut College is expanding the boundaries of science.

I let him run on, this papier-mâché Mephistopheles and it seemed to me that if I tried I could poke my forefinger through him, and would find nothing inside but a little loose dirt. . . .


Second, is there a tangible benefit to high trust?

Everything you learn and do at Conn prepares you for our interconnected world.

This is what we call thinking out loud, discovering what you believe in the course of articulating it. But it takes just as much time and just as much patience as solitude in the strict sense. And our new electronic world has disrupted it just as violently. Instead of having one or two true friends that we can sit and talk to for three hours at a time, we have 968 “friends” that we never actually talk to; instead we just bounce one-line messages off them a hundred times a day. This is not friendship, this is distraction.


Then add to your credibility the kind of behavior that builds trust.

Leaders are inductive, managers are deductive; leaders are dynamic managers are static; leaders have ideas, managers act on facts; leaders have broad vision, managers have narrow; Leaders are experiential, managers are rote; leaders ask questions, managers answer them; leaders develop and construct processes, managers are content with already developed processes; leaders have strategy, managers plan tactics; leaders have long-term vision, managers have short-term; leaders are always looking for change, managers prefer stability; leaders take risk, managers avoid them by following the rules strictly. Advocates of the great man theory firmly believe that irrespective of the fact that leaders posses innate talent, in absence of any timely materialization of situational forces they are not able to become leaders. The examples to support such arguments are that without any disorder in the Roman Catholic Church, the Lutheranism would have not existed today. Moreover, without Hitler, it would not have been possible for Churchill to achieve the unachievable. Also, without any racial tension in the U.S., Martin Luther King would just have remained a minster in the South.

(see the 13 high trust behaviors below).

Throughout this learning process, have identified 13 common behaviors of trusted leaders around the world that build -- and allow you to maintain -- trust.

His empire extended from the Ionian Sea to the Himalayas.

Extend Trust

Remember that the 13 Behaviors always need to be balanced by each other (e.g., Talk Straight needs to be balanced by Demonstrate Respect) and that any behavior pushed to the extreme can become a weakness.

Alexander discovered around 20 cities.

Typically, a merger of this size would take several months to complete and cost several million dollars to pay for accountants, auditors, and attorneys to verify and validate all kinds of information.