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Trust is not simply a matter of truthfulness, or even constancy. It is also a matter of amity and goodwill. We trust those who have our best interests at heart, and mistrust those who seem deaf to our concerns.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Interest
Goodwill
Also
Deaf
Seems
Concerns
Best
Interests
Amity
Matter
Concern
Deafness
Even
Seem
Truthfulness
Heart
Trust
Constancy
Simply
Mistrust

More quotes by Gary Hamel

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In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.
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In an ideal world, an individual's institutional power would be correlated perfectly with his or her value-add. In practice, this is seldom the case.
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Like a child star whose fame fades as the years advance, many once-innovative companies become less so as they mature.
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An uplifting sense of purpose is more than an impetus for individual accomplishment, it is also a necessary insurance policy against expediency and impropriety.
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Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard.
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Truth be told, there are lots of companies that provide exemplary phone support. DirecTV, Virgin America and Apple are a few that regularly exceed my expectations.
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All too often, a successful new business model becomes the business model for companies not creative enough to invent their own.
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From Gandhi to Mandela, from the American patriot to the Polish shipbuilders, the makers of revolutions have not come from the top.
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Taking risks, breaking the rules, and being a maverick have always been important but today they are more crucial than ever.
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I am an ardent supporter of capitalism - but I also understand that while individuals have inalienable, God-given rights, corporations do not.
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The opportunities for future growth are everywhere. Seeing the future has nothing to do with speculating about what might happen. Rather, you must understand the revolutionary potential of what is already happening.
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Strategy is, above all else, the search for above average returns.
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Are we changing as fast as the world around us?
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Resilience is based on the ability to embrace the extremes -- while no becoming an extremist. ... **Most companies don't do paradox very well.** (emphasis by author) [2002] p.25f
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The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.
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An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth.
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Great accomplishments start with great aspirations.
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Influence is like water. Always flowing somewhere.
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In a well-functioning democracy, citizens have the option of voting their political masters out of office. Not so in most companies.
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This extraordinary arrogance that change must start at the top is a way of guaranteeing that change will not happen in most companies.
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