JLBC: TRUST
When you trust yourself, you know it’s okay to see people as they are without feeling bad when what you know does not put them in a good light. When you know certain people have a propensity for dishonesty; there is no need to feel bad about it. Trust yourself enough to take precautions about participating in their stories and activities and adjust what you expect from your interactions with them accordingly. When you trust yourself, you don’t feel bad about knowing the truth about yourself or anyone else.
As human beings, we want to think the best about everyone. But the truth is, only some can be trusted. Some people are at a place in their growth and learning where they do not honor themselves enough for you to trust them. It is also true that some people, at their current level of development, do not deserve to be trusted. Yes, people can change. Yes, people do deserve a second chance. Yes, there will be those instances when you’ll think everything seems fine, only to discover later that it is not. When you trust yourself, you will take explicit, definitive action when you feel an inkling or see a sign that something is off. In learning to trust others, you must learn how to distinguish between your current inner knowing and your judgments about people’s past or past behaviors.
Trusting others requires a level of intimacy, a depth of understanding, and unmistakable evidence that the people being trusted can honor and live up to your expectations.
Performance Data
Trusting others is both a logical and an emotional experience that requires that your head and heart agree. Logically, you learn whether or not you can trust people by calculating the risk involved. You may have faith in human nature and potential; however, you must also trust what you know based on what you have seen and experienced. In business, this is called performance data.
Trusting others requires that you gather and assess the data being provided through communication and behavior before you.
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