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In this world who experienced a lot of distrust, with people who in one way or another been a victim of betrayal, of fraud, of scam, of misbehavior, trust has become scarce, and it seems that it has become a "hard currency", it's rare to find. Even some of the people you call "friends" don't trust you that much, even your family members, your mom, your dad, your daughter, your son, your siblings. It seems that trust has joined "honesty" on being labeled by the song "such a lonely word". Trust, has been the currency that every people wants to keep and don't want to spend. And the world has suffered the problems caused by the non-ciculation of "trust" currency. 
For some people, they'd give you some trust but would ask you to pay for more. For some people they just choose to keep trust to themselves, and live their long-boring-lives with distrust. For some people, they trust blindly, thinking they have already been to worst, so just bring it on!
As I was thinking about this issue on trust, I have been aided by this book I am reading by Stephen M.R. Covey called "Smart Trust" and I have encountered several successful people and/or companies in their business because of trust. And it inspired me to give and circulate trust with the people around me. Yet, I am using "Smart Trust" not "Blind Trust" nor "Distrust". 
Here is a list of the philosophies  of leaders and companies with regard to their lives and organizations:
  1. Isadore Sharp, Four Seasons Hotels and Resorts "Trust was the emotional capital of Four Seasons, our ethical imperative for long-lasting success, a code and a compass enshrined in the corporate culture. . . [It] had been the primary reason for our success, crucial to the reputation that precedes us in every deal, in every hotel opening, and in all our operations. . . Like the invisible hand that regulates the free market, the invisible hand of trust had been our guide and our dynamic. And every year, as trust rose, our reputation rose with it."
  2. Al Carey, Frito-Lay "Our team trusts each other. We move faster on difficult decisions. So when you trust each other there's no need for all the extra bureacracy. It can allow you to reduce layers of management. It can allow you to move directly to decisions quicker, because you trust each other. You don't have multiple groups overlooking each other to make sure that people are doing things the right way.
  3. Andrea Jung, Avon "Our entire model has been build around personal relationships with our customers, and that is based on trust. The power of those relationships is the key to our success and to the future.
  4. Charlie Munger, Berkshire Hathaway "Our model is a seamless web of trust that's deserved on both sides. That's what we're aiming for. . . Not much procedure, just totally reliable people correctly trusting one another."
  5. Meg Whitman, eBay "More than a decade later, I still believe that Pierre [Omidyar] was right; the fundamental reason eBay worked was that people everywhere are basically good. We provided the tools and reinforced the values, but our users built eBay. Our community's willingness to trust eBay - and one another - was the foundation of eBay's success. . . eBay is all about trust."
  6. Muhammad Yunus, Grameen Bank "We were convinced that the bank should be built on human trust, not on meaningless paper contracts. . . People everywhere prefer to live in an environment of trust."
  7. Jim Goodnight, SAS Institute "I believe management must trust the people who work for them. You have to treat people like they make a difference. And if you do, they will... When you trust people to do their best, the revenue takes care of itself, even in challenging economic times."
  8. Azim Premji, Wipro "Values are a matter of trust. They must be reflected in each one of your actions. Trust takes a long time to build but can be lost quickly by just one inconsistent act."
  9. Terri Kelly, W.L. Gore & Associates "[T]here are some fundamental things that hold Gore together. One is values to which we all subscribe, in terms of how we're going to treat each other - there's a huge trust element in the Gore culture.
  10. Tony Hsieh, Zappos "We trust our employees to use their best judgment when dealing with eac and every customer."
  11. Ken Chenault, American Express "The competitive advantage of trust has never been more important or more valuable."
  12. John Wooden, UCLA "I believe the following: 'It is better to trust and be disappointed occasionally than to mistrust and be miserable all the time.'"
  13. Google "Too many companies have been built on not trusting people but on making rules and prohibitions, telling customers what they cannot do, and penalizing them for doing wrong. Google has built its empire on trusting us. (Jeff Jarvis, What Would Google Do?)"

If you learned something from this, feel free to buy Smart Trust by Stephen M.R. Covey, and please do spread the news about trust by hitting share. I would also appreciate it very much if you can hit like. Thanks!

In the extreme, blind trust is a naive, gullible, blissful, Pollyana-ish trust in almost everyone and everything. Wearing blind-trust glasses is easy for many of us at times because it doesn't really require much effort or thought. It's also easy because, as the University of Maryland's Eric Uslaner points out, "We may not be born trusting, but our inclinations to place faith in others start very early in life." Indeed, most children have a high propensity to trust.
No question children are more trusting, and therefore much more creative. Somewhere in adolescence, I suspect that changes.
                                        -Charles Green Founder, Trusted Advisor Associates
Even as adults - even if we have had bad experiences with blind trust - deep inside, most of us really want to trust. We want to believe that somehow our political leaders will really do what they promised us they'd do . . . that our work peers really do have our best interests at heart. . .that some new investment opportunity really will produce a high return with little risk. . .that a spouse or partner really does have a reasonable explanation for what appears to be totally untrustworthy behavior. . .that the e-mail offering a sizable fortune in exchange for providing our checking account number to help someone get funds out of a foreign country really will end up with a life-changing deposit into our account.
Because we want those things so badly, we ignore the evidence. As the expression goes, "That which we want most urgently, we believe most easily." And the cost can be great. When we view the world through blind-trust glasses, we become ripe targets for scams, frauds, and "con" artists. Contrary to the assumption of some people that the "con" in "con artist" is short for "convict" (meaning criminal), it is actually short for "confidence"; in other words, a "con artist" or a "con man" is someone who works to earn your confidence and trust and then, having gained it, takes you for everything you're worth.
If it seems too good to be true, it IS too good to be true. Mark Twain
Blind trust was one of the reasons Bernie Madoff was able to defraud investors out of billions of dollars, deprive thousands of people of their life savings, and wreck charities. After pleading guilty fraud, Madoff  said that he'd had "too much credibility with them" and the SEC mission was that he'd had "too much credibility with them" and the SEC examiners had never asked for basic records to validate his operations. "It never entered the SEC's mind that it was a Ponzi scheme," he said. Additionally, Madoff's accountant did not meaningfully audit Madoff's business or confirm that securities even existed.
Many observers believe that the global financial crisis was precipitated by too much trust being given to the mortgage industry in the United States without sufficient oversight - in effect becoming blind trust that was ultimately abused, resulting in the housing bubble that triggered the problems initiating the crisis. Others point to what might appear to be the near-blind trust given to traders at some financial firms - traders such as Nick Leeson, who was trusted by Barings, the United Kingdom's oldest investment bank, to operate as both floor manager for trading and the head of settlement operations (positions normally held by two different employees for purposes of checks and balances). Leeson engaged in unauthorized speculative trading that literally brought Barings down. 
Pyramid schemes, financial scams, fraud - all add up to an enormous cost, estimated to be as high as $2.9 trillion a year globally, with 88 percent of enterprises having been hit by at least one type of fraud in the past year. Fraudulent activity becomes more apparent in difficult economic times, when perpetrators find it more difficult to hide behind their perpetual cycle of attracting and deceiving new victims. In other words of Warren Buffet, "It's only when the ride goes out that you learn who's been swimming naked." It is also during hard times when people desperately want to believe what they're hearing that they find themselves more likely to extend trust blindly.
There are times when blind trust might appear to work. In August 2010 New York Post articles told of an ad executive who was approached by a homeless man outside SoHo restaurant, asking her for some change to get some Vitamin Water. So the man asked if he could borrow her card and get a couple of other things as well. She asked, "Can I trust you?" "I'm honest, yes," he replied. So she handed him her American Express card. People who saw the interaction thought what she did wa insane and told her they doubted he would ever come back. But little more than ten minutes later, he surprised them by returning with the card in hand. He had bought deodorant, body wash, a pack of cigarettes, and Vitamin Water, totaling about $25. Giving her the card, he said, "Thank you for trusting me."
That particular extension of blind trust turned out to be a good experience for both the giver and the receiver, and perhaps there are some lessons here that can be learned. However, the blind-trust approach is risky, and it typically does not represent the smartest way to operate in a low-trust world.
(From Stephen M. R. Covey's "Smart Trust")