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Trust isn’t built by charisma, success, or likability. It’s built through a simple formula that most people completely misunderstand. In this episode, Sharran Srivatsaa breaks down the true mechanics behind trust and why most people confuse it with warmth, familiarity, or success.
Sharran introduces a practical formula for trust. Using real-world examples from medicine, business partnerships, and leadership, he shows how even highly skilled individuals fail to earn trust if one of these three elements is missing.
The episode also highlights why trust is tested under pressure, not comfort, and how reputations are built one reliable promise at a time.
“I really don’t think that the size of the promise matters–it’s keeping the promise that matters.”
– Sharran Srivatsaa
Timestamps:
02:21 – Defining trust: Confidence in future behavior
03:47 – What trust is NOT: Warmth, familiarity, charisma, or success
07:17 – The trust formula: Competence × character × consistency
11:42 – Why inconsistent people destroy reliability signals
13:13 – Real-world examples: Warren Buffett, Joe Rogan, Lance Armstrong
17:33 – Trust breaks when incentives change (pressure test)
19:38 – How to build trust fast
24:08 – Recap: Formula for Trust
Resources:
– The Next Billion by Sharran Srivatsaa
– Board Member: ARC Multifamily Real Estate Investing
– Board Member: The Real Brokerage
Connect with Sharran:
– X
– YouTube
– Threads
Transcript:
[00:00:00] Hey, this is Sharran Srivatsaa. Welcome back to The Business School podcast. In this episode, I’m gonna tell you about the formula for trust. Well, if you strip everything away, the single most valuable currency in the world is trust. We’re taught how to do math. We’re taught how to write code, maybe. We’re taught how to maybe make money.
[00:00:14] But nobody ever teaches us how to build trust, and that’s what I’m gonna break down for you step by step, starting right now.
[00:00:28] One thing is for certain: just because it’s tried and true doesn’t mean it’s working right now. So the big question is this: where can you learn what is working right now? The strategies, the tactics, the psychology, and the exact how-to. How to grow your business, how to blow up your personal brand, and supercharge your personal growth.
[00:00:50] That is the question, and this podcast will give you the answer. My name is Sharran Srivatsaa, and welcome to Business School.
[00:01:03] My goal for you is this. By the end of this episode, you’re gonna know exactly how to become someone that people genuinely trust without any kind of manipulation, without playing any mind games. There’s no CIA or FBI hostage negotiation trick to make yourself more trusted or salesy or becoming a closer.
[00:01:21] The, uh, you have to do just the, the things that you do without trying to be someone you’re not. And so people throw around the word trust often. Like, “I trust her. I don’t trust that guy. We have a trust issue on this team.” And most of the time, they’ve not spent a lot of time thinking about what the word trust actually means, ’cause it’s a pretty big word.
[00:01:40] And I think that’s okay. There are really two kinds of people when it comes to a word like trust. There’s a group that has, that just goes with the general idea. Everyone kinda knows what trust means. You either feel it, or you don’t. You have it with somebody, or you don’t, and that’s enough. The group is
[00:01:54] By the way, that group is not wrong. They are just working with kind of a general picture of the word trust ’cause they have not spent some time thinking about it. And then there’s the other group, the group that actually sits down and says, “Wait a minute. What is trust? How does it work? Can I build it on purpose?
[00:02:06] Can I engineer it?” And I think that the second group ends up doing significantly bigger than the first, and I wanna give you that second group. And I’m not telling you that one group is right or wrong. I’m just definitely, I would wager that one group is way more successful and way happier, and way more fulfilled.
[00:02:21] So let’s start with the definition. There are a lot of definitions of trust. You can go look it up. There … The, the worst way to start a speech is to say, “The Webster’s Dictionary defines trust as blank.” Like, that’s dumb. Don’t ever do that, right? But if you go and try to figure out the definition of the word trust, uh, you will find anything from the draconian view of the world, which is really good, of saying trust is making yourself punishable, which is like, oh, if I actually trust somebody and then they violate my trust and I actually punish myself associated with it.
[00:02:49] Or, or there’s the more positive view of the world, which is either w- is okay. It actually defines it the same word. And I, I, I tend to be on the other side. And so I have been thinking about the definition, and I said, “Well, what exactly is it?” And I feel like trust is confidence in future behavior, right?
[00:03:07] Well, what does that mean? When you trust someone, you’re making a prediction. You’re saying that, “I’m confident about what this person will do next.” That’s the whole thing. So when you hire someone, you are predicting. When you go into business with your friend, you are predicting. When you hand off your kid to another parent for a carpool, you are predicting.
[00:03:25] When you send your sister or brother or mom or dad a general contractor that you know, you’re putting your own name on the line for that person because you’re predicting how they’ll treat the client. Every single act of trust is a bet on what happens next, right? It is a confidence in some kind of future behavior.
[00:03:43] And like any bet, you can win or you can lose it. So I think it’s important to start with what trust is not. And if, if, if trust is confidence in future behavior, what is it not? So a lot of us confuse trust with other things like– that feel like trust but are not actually trust. Like take warmth. You probably know someone who’s one of the warmest and most likable people in any group.
[00:04:08] You, you’d have them at your dinner table every week if you could. At some point, that same person let you down or something that you did not expect them to do because warmth is not trust. Warmth is just warmth, and we probably have to define what warmth is at some point because warmth is some kind of behavior, right?
[00:04:24] Or take familiarity. Well, I know people I’ve worked with for, I don’t know, 10 plus years that I would not put in charge of something important because knowing someone for 10 years tells you 10 years of history. It doesn’t tell you what they’ll do when things get difficult or challenging or complex, et cetera, because you may have, may or may not have to have worked with them in that way.
[00:04:42] So th- then you have this charisma. Well, is charisma trust? Well, no. When someone walks in, walks into, uh, uh, you know, walks into a, a room or walks into a, a place or walks into a group and they f- they have this magnetic energy about them, maybe because they have a big brand or maybe because they’re good-looking or maybe because they have this, uh, they, they ha- they’re happy and they have this feeling around people, it’s not necessarily reliable.
[00:05:06] They’re just charismatic. Well, we can go define charisma later, but that’s not trust. Well, what about success? Well, just because someone is successful, do you trust that person? Well, that is a … I will tell you, most entrepreneurs, uh, trust people that have done better than them. Like, and I’m actually not in that bucket whatsoever.
[00:05:23] I used to think that, hey, someone has had more success than me and they say something, then I should trust them because you know what? Uh, I gotta give them kudos, I gotta give them credit because they are, quote, “more economically successful than I am.” I know several entrepreneurs who actually perceive this ladder theory.
[00:05:39] They always say, “All right, um, you know, I hit, I hit $10 million, and the next, uh, $50 million mark is this entrepreneur. And like, you know, I trust that person because they got there, and whatever they say I’m gonna do, and then I’m gonna get there. And then they, I don’t care about them anymore. And then I’m gonna get to the 100 million mark, and then I don’t get that, I don’t care about that person anymore.”
[00:05:54] And people are just like, you know, they just, they want to win, right? And in the process of winning, they say all to everyone else. They don’t give a shit, right? And I think that the, uh, the reason there is they just trust the person to get the, the result that they want. Now, and so they trust success. A good run of results tells you something, but it doesn’t tell you everything.
[00:06:13] I will,… Right now, I’m not joking. I know an entrepreneur right now who is pretty good, right? Like, he, he’s done fine. But if you map his career, especially over the last 10 years, the dude is like the, the, you know, I think the son of the god of luck. Like, every single thing that could have happened in the world that was actually lucky, like call it the pandemic or call it the people that he met or call it the, uh, random things that happened in the world or what- all of those things happened, and that was able to like really do amazing things for his business.
[00:06:47] Now, I am not taking any credit away from him, but I am because people don’t see all the other things that happened to make it happen. That’s why I don’t give a lot of credence to other successful people, and ’cause none of these are trust, right? They may– you may have some because of what they’ve accomplished, but they aren’t doing anything to get the trust.
[00:07:04] So it was really important for me to actually explain to you that trust is just confidence in future behavior, not confidence, not just, not just, uh, a track record of what they have done in the past, right? And that was my big learning and overall. So you’re like, “Well, if it’s not that, Charan, what is it?”
[00:07:19] Well, in my opinion, I think there’s a formula for it ’cause that’s what I’ve been trying to like develop, saying, “Well, what, what is– how can I establish something that someone can actually take and do something with?” Well, there has to be a formula. There has to be an input-output equation, and I wanna give you the formula.
[00:07:33] And that is it has three parts: competence, which means you have the skill to do a thing; character, and consistency, right? So well, what, what are, what does it, what does that mean? These things are not just competence, character, and consistency. I think they are a product of them, meaning it’s competence times character times consistency.
[00:07:53] And I say that because even if one of those are off, if you have a zero in one of those, everything goes to zero. All three have to be there. So let’s walk through each one. Competence, you know, it’s… That’s pretty simple, right? Is it can they actually do the thing? Do they have the skill or the capability to do the thing?
[00:08:07] Say your doctor could be the warmest, kindest, and most caring person you have ever met. He, he may be great with people. He may remember your, I don’t know, the names of the kids, your kids, and your dog. You genuinely might like going to hang out with your doctor for the three minutes that you get to hang out with them.
[00:08:26] But if they’re not skilled at the art of being a doctor, if they’re not skilled at medicine, if they’re not skilled at diagnosis, if they’re not skilled at treating you, I’m sorry, your warmth, their warmth doesn’t protect your health. No, it doesn’t, right? So competence is whether they can do the job. Do they have the capability to do the job?
[00:08:41] No amount of good intention makes up for that. It’s the same idea if you are, say, hiring someone on your team. They may be excited, they may be cool, they may be g- good-looking, they may be whatever. They may believe in what you’re building. They… But the, uh, but the… And if they, but they, if they have not actually don’t have the skill to do the work, then they’re gonna not make it, right?
[00:09:02] And so you have a motivated person who can’t do the work, and that creates its own problem, and that’s why competence is a big issue here. So that’s number one. Uh, very hard to get trust without competence. The second is character. Well, character is a little trickier because now you have to start to define character, et cetera, and I’m not gonna go down the path right now.
[00:09:22] I actually think competence without the character is actually more dangerous than just being bad at something. Imagine you have the same doctor. Imagine this doctor is still highly skilled. Imagine they’re cool. But what if they’re telling you that you need more procedures that you don’t actually need because it makes them more money?
[00:09:38] Is that doctor trustworthy? Well, absolutely not. And in some ways, they’re worse than a doctor who’s actually not that good because now you’re dealing with someone who can do the job and is using that ability against you, who’s just sharper, who’s smarter, and who wants to get more money out of you. Uh, this may be the same idea with a business partner.
[00:09:54] Maybe they’re sharp. Maybe they know how to close. Maybe they’re good at sales. Maybe they have a brand. Uh, maybe they know how to run things. Maybe they’re good at operations. But when, when there’s money on the table, and the choice is to, you know, between what’s fair to you and what’s fair for them, which way do they go?
[00:10:07] Which– How do they actually lean? And I think that is the character question. I’m not gonna define the character question. I think you know, is the person doing right or wrong? I… We’ll define them at a later time. Probably good for this, but I just wanted to give you the sense of like is, are, are, are they gonna do the right thing at the right time, right?
[00:10:22] And that I think that is important. The third is consistency. I hate this word because it’s been thrown around way too much in modern jargon. They’re like, “Oh, you just have to be consistent, and you’ll do the thing.” I am defining it a little differently on this one. I believe that one good result doesn’t tell you everything.
[00:10:37] One great decision, one time they came through for you, that is just a single data point. A lot of people treat that as a transactional relationship, and I think transactional relationships, essentially, what the behaviorists will say is like, “Hey, if you do the transactional thing over and over again, that means you show me a history of doing that transactional thing.
[00:10:52] Therefore, I believe that the more transactions I do with you, the better th- that you will deliver on the same thing.” So, it is confidence in the future behavior of doing the thing in the right transaction. Therefore, that trust requires enough repetition so that you can see an actual pattern. It is just pattern recognition.
[00:11:06] That’s all it is. So it could be the same doctor who could be just as competent, who could be just as honored, but does not do right by you. Say they cancel often. Say they’re hard to reach. Say, sometimes you see them, they’re like kinda there and fully present, and sometimes they’re clearly not paying attention.
[00:11:23] Can you predict what they’re gonna do when you walk in? Can you predict future behavior? And, if you say no, that’s a problem because trust is confidence in future behavior. So if you can’t predict the behavior, you don’t have the confidence. And if that confidence bucket goes to zero and it’s a product of consistency, character, and competence, then there’s no, there’s not a lot of trust.
[00:11:42] By the way, I have a friend who’s extremely smart, extremely sharp. He has pretty good judgment. He has pretty good values. But he’s wildly up and down, meaning he’ll do something for three weeks and then, then he’ll act like it never happened. And over time, people, including me, have stopped counting on him for anything that is important because he is consistently inconsistent.
[00:12:02] These are the number one type of people I stay away from, people that are consistently inconsistent. And I just cannot stand that because I have no idea what I’m gonna get. Sometimes I will get an immediate response on text message. Sometimes it’ll take three weeks. Sometimes when they want something, I’ll get an email, and otherwise I won’t.
[00:12:16] Sometimes I’ll get great work product, and then two weeks later I’ll get crappy work product. I just cannot handle consistently inconsistent people, and because of that, the trust goes lower. And that’s why this multiplication thing matters. If one of these goes to zero, that entire trust equation breaks down.
[00:12:31] So if you take great competence, great character, but incompletely, unpredictable, there’s– You can’t make… There’s no confidence on future behavior. Zero. If they’re very consistent, say they’re very skilled, but their character is off, zero. If they are a great character, but very consistent, but they can’t actually do the thing, they don’t have the capability for the thing, they have good intentions, but they have no results, so zero.
[00:12:52] All three together is what actually looks like, you know, the people that are trustworthy. So when you look around, and you look at the core people in your life, and you’re like, “These are the people that I trust,” I guarantee you, you will see a combination of competence, of character, and of consistency.
[00:13:06] Maybe next episode I’ll break down like the definitions on each of them, but I wanted to give you kind of this framework overall. So to me– Well, then you must be thinking, “Well, all right, dude, what is this actually real? Like, give me a real example for this.” Take Warren Buffett. If you’re not familiar with Warren Buffett, here’s the kinda short version.
[00:13:21] He’s one of the most successful investors in history. He runs a company called Berkshire Hathaway. Just retired from that, actually. He’s the chairman now. And people all over the world give him their money to invest. I’m an investor in Berkshire Hathaway. Not just a little money, billions of dollars, and they do it kind of without blinking an eye.
[00:13:35] The question is why? Because for 50 years, he’s done the exact same thing the exact same way. Ev- and even on top of that, every year he writes a letter to his investors in a simple, plain tone, in clear language, uh, breaking down his thinking. And that consistency, where like he– when markets crash and everyone else is panicking, and he explains that, hey, this is the time where you want to be fearful when others are greedy, and you wanna be greedy when others are fearful.
[00:14:01] So when the markets crash and everyone else is panicking, he buys more. When everyone else is excited and the prices are high, he waits, and he’s like, “Hey, I’m chilling on the sidelines.” And he has been completely predictable for five decades, and that predictability is the reason that people trust him with their money.
[00:14:18] He didn’t– It, it, it was– It’s not that he’s charismatic. There’s no hype. Uh, yeah, he’s got his quirks, but there is an earning component to that. I think he’s earned the trust by doing the same thing the same way over and over again for so long that people have just been like, “Hey, of course. Of course I can, I can, um, I have confidence in his future behavior.”
[00:14:40] Right? Take the number one podcast in the world, Joe Rogan. Whether you like him or not, he’s i- in a different version, I think, of the same idea. I don’t even watch Joe Rogan that much, but I know that he’s the host of one of the most listened to podcasts in the world for one reason. He talks to 14 million people per episode, and what he did was he sits down with somebody that he is curious about without a script, without any like, “Oh, I got your questions,” and he has a conversation.
[00:15:05] He literally use it as, uses it as a free conversation for him, and he goes as long as he can go, three-plus hours. And whether the guest is famous or not famous, whether the guest is someone you’ve heard of or not heard of, he does it the same way over and over again. And so I think the– Whenever I see a Joe Rogan clip, I knew exact- I know exactly what I’m gonna get because he’s not trying to pull one over on the person.
[00:15:26] He’s not trying to make something work. He’s just sitting there saying, “Listen, I’m gonna do this three-hour thing. I’m gonna get everything out of you, and I’m just gonna do it in a cool, calm, collected way,” and that’s why it works. There’s this guy, I don’t know if you know, his name is Lance Armstrong. He was like a, you know, world-class, uh, American cyclist.
[00:15:43] He survived cancer, and then he went on to win, I think, the Tour de France six or seven years in a row. He was, I think, the number one person to able to do that. And I– If you don’t know the Tour de France, it’s the n- the biggest cycling, the most prestigious cycling race in the world. And I believe that six or seven wins in a row is probably the number one in history.
[00:16:00] He was probably one of the most celebrated athletes on the planet at a given time, and he had a cancer charity because he had testicular cancer, I believe, and, uh, and 100 million people or more were, wore this yellow Livestrong bracelet to support him. It was like a symbol of, you know, kinda what’s possible.
[00:16:16] The entire bracelet movement started because of L-Lance Armstrong. And then people accused him of using performance-enhancing drugs, and for years, he just said no, that he never did that. He told them in interviews that he never did that. He went on television, on TV, and he said he never did that. He was, I don’t know, furious that people accused him.
[00:16:33] He sued people who said that he did that publicly. He repeated the denial so many times so convincingly that most people believed him, and then he sat down with Oprah and admitted that all of it was a lie. Every win the whole time, he used banned drugs throughout his entire career, and he later told them that, I’m, I think I’m quoting some version of this, that “one big lie that I repeated a lot of times.”
[00:16:55] I can’t remember that line. He’s like, “I had one big lie that I repeated a lot of times.” Now, it’s pretty crazy that, you know, if you say the same lie over and over, you actually start to believe it yourself, which is a title for a different episode. But the– I think the crazy part is he was banned from a sport for life.
[00:17:08] Every person who publicly defended him, think about the people who trusted him, his friends, every sponsor, every supporter, every person that bought the freaking Livestrong band had used their… He, he– They felt like they used their trust against him. And I think that’s what happens when they say one of the things in the competence, character, and consistency.
[00:17:27] The character kind of variable in this went to zero, therefore the formula goes to zero. So I think that this is the key part, that the trust is tested when your incentives change. In this case, for Lance Armstrong, the incentives changed, right? He had to keep up this image. Now what does that actually mean?
[00:17:42] When you’re being reliable and it co- and it, like… And it doesn’t really hurt you to be reliable when it costs you nothing. Well, almost everyone’s real reliable. When there’s no stakes, when there’s nothing on the line, of course you’re gonna be reliable, right? But when telling the truth is easy, almost everyone tells the truth.
[00:17:59] That doesn’t tell you anything useful about that person. What about the other direction? I think the other direction happens when, when you’re, when you’re keeping the… When you have to, uh, when the stakes are higher, when honoring a deal means giving something up, when telling the truth is gonna suck, that’s when I think it really matters.
[00:18:18] I think politicians are the most obvious version of this. I can never run for political office because I will just tell the truth, and then I will screw myself. But before an election, almost everyone sounds insanely trustworthy. They show up, and they make promises, and they look you in the eye, and they’re like, “Listen, I am going to change America.”
[00:18:33] And the real question is: what do they do when they get all this pressure? That’s hard. And, uh, by the way, it’s, it’s different. It’s not different outside of politics either. It’s kind of the same thing. Your– Say your painter is responsive when they’re trying to win your business. Are they equally responsive six weeks into the job?
[00:18:50] Why does every single general contractor have a bad reputation? Because they are responsive when they try to get the job, and then they’re just… Then, everything is delayed and over budget. Why? Your employee is accountable when the mistake is small. Are they equally accountable when the mistake is big and admitting it to be, like, painful or even career-ending for them at the business?
[00:19:10] Your business partner may be aligned with you when the interests match, but d- are they aligned with you when the interests don’t match? I think that doing the right thing becomes expensive sometimes, and I think that is where the trust really hangs in the balance. I think that’s hard, right? So all of that, you’re like, “Blah.
[00:19:30] Sharran,, thank you for sharing all of this, but dude, I understand that trust is important, so how do you actually build trust?” So if you’ve been waiting, this is the time you’ve been waiting for. How do you actually build trust? Your trust score, I believe, I don’t believe is fixed. Meaning, let’s say I trust you on a scale of 170%, sort of.
[00:19:48] Your trust score is not fixed. You can make it go up. And I actually think you know what I’m gonna say. If you’re, if you’re listening to this, you’re probably thinking about someone specific. Maybe it’s your partner, maybe it’s your spouse, maybe someone on your team, maybe it’s a friend. Maybe somewhere in the back of your mind, you know that trust is not where you want it to be.
[00:20:04] Maybe it’s for yourself. So here are the two things that maybe you can do about it. Uh, number one, say the thing that you’re– that they are already thinking. So most people will try to do better and hope the other person picks up on it, and I would suggest not to do that. All right? The faster, easier path is saying the thing that the other person is already thinking about, uh, but has not said to you.
[00:20:27] For example, I would say something like, “Hey, I told you that I would have this done by Thursday, and I did not. That’s on me. Here’s what happened. It’s not an excuse, and here’s what I’m gonna do to fix it.” Now, they’re already– they already know that you said you would get it done but didn’t. They don’t wanna bring it up to you because it’s gonna affect the relationship.
[00:20:44] But if you just bring it up and it’s what’s in their head, I think it builds trust. You don’t need a long speech. You don’t need a big explanation. You just have to own it. Say the thing that they’re already thinking. And you have to think about why this works, right? Uh, this is the character component.
[00:20:56] You’ve seen a problem, and you’ve called it out. You’ve answered the question that they were already thinking, but they didn’t ask you about it because of discomfort. Now, it also makes them do the same thing. They no longer have to wonder whether you even paid attention. They no longer have to wonder whether you respect your own word.
[00:21:12] They no longer wonder whether you respect the relationship. And just by saying what they are already thinking makes them believe that you believe and you understand this relationship and why it’s important. Say the thing that they’re already thinking. Number two, I came up with this phrase called become a small promise banker.
[00:21:29] Say it again. Become a small promise banker. Well, what do most people do when trust is kinda low? They want to make big gestures. They wanna make dramatic promises. They wanna do long apologies. They are like, “Ah, this is a full reset. I will never do this ever thing ever again.” Do you think that helps?
[00:21:45] Usually not, because a big promise is just another prediction that you’re asking them to believe something, and right now their confidence in your predictions is already low, right? A big promise that falls short makes things that it’s gonna fall short, that you’re– it makes things worse because you’re increasing the stakes in your favor.
[00:22:02] Now you have to go deliver on this thing, and if you miss, they trust you even less. I think about a small promise banker. Small promise banking, I think, works differently. So you make a clear, small promise, right? When you do that, you keep it exactly what you said you would do, and you do it again, and you do it again, and each promise now becomes a deposit, being a banker.
[00:22:24] And that deposit builds in that account, and then that, and over time, that confidence in your future behavior goes up because they can see a pattern. You said you’d made a small promise, you delivered on the promise. That’s what’s important. I really don’t think that the size of the promise matters. It’s keeping the promise that matters.
[00:22:40] So, for example, if let’s say you have not delivered on three assignments in the last three weeks.” Instead of saying, “I promise I will deliver on the fourth assignment,” you don’t say that. You say, “Hey, by tomorrow I will have a plan to show you what I’m gonna do. Hey, by the next day, I’m actually gonna give you part one of the plan.
[00:22:55] Hey, the day after, I’m gonna give you part two of the plan, and, uh, and I’m gonna give you a recap of these three plans by Friday. And then next week I’m gonna show you the part, three parts that I’ve done to see if that plan is, the draft is okay with you.” And then now what you’re doing is you made these small promises, so you’re just giving them a plan.
[00:23:09] Then you’re giving them part one, then you give me part two. One, it allows you to deliver the things that you can do so that you’re not put in a difficult spot, and two, when they see the multiple things that you said you would do and you actually delivered on them, they get more confidence. So the two ways that you can actually get more, become more trustworthy is, number one, say the thing that they’re already thinking, and number two, become a small promise banker.
[00:23:29] If you just do those two things, you automatically start to build more trust, and I think you can start to raise your trust score with anybody by just doing those two things in any relationship. By the way, I do that with my children a lot. Now, let’s say I say I’m gonna play a game with them, right? And I’m on my phone.
[00:23:42] Well, I don’t say, “Hey, I, I’ll, I promise I’ll never be on my phone.”I don’t say that. I’m like, “Hey, for the next 30 minutes, I promise that I will not touch my phone. Here, you can take my phone and plug it into the wall.” What am I doing? I’m giving… I’m becoming a small promise banker, right? That way, I can bank that promise, and I can get the proof around that pattern so they know exactly what that is.
[00:24:02] So two things, I’ll say it again. Say the thing that they’re already thinking. Become a small promise banker. Because at the end of the day, trust is confidence in future behavior. So if you can say the thing that they’re already thinking, and you become a small promise banker, everything gets significantly easier.
[00:24:17] Your trust score, I really believe, is a reputation, and reputations are built on one promise kept at a time. Remember how we sliced it, uh, greatness is a choice on this stuff. I hope this was helpful to you. If you like this, uh, this is a little departure from what I normally record. If you like this, can you screenshot this and tag me?
[00:24:33] That way, I can make more like this for you. This is the number one currency in the world, which is trust. I wanted to give you a formula that you can use, so if you like this, uh, feel free to send it to somebody, but more importantly, screenshot this and tag me. That way, I can make more like this for you
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