So it takes a long time to get their trust; they don't believe any more, in themselves or in others".
After you get their trust, you can arrest them, but this makes you seem less like a cop and more like a pookie abuser.
He said to me, "I'm going to give you one bit of advice, which is that if you want to lead others, you've got to have their trust, and you can't have their trust without integrity".
"You've got to have their trust so that they know they can call anytime and go, 'It's freaking me out, it's too much,' instead of just not turning up or doing the wrong thing deliberately to get the sack".
This was before personal computers, and at that time no one trusted getting their money from a machine.
Those wise men surely got their due because, trust me, it's not comfortable giving a generic either.
"They got everyone's trust, got their stories and then used that trust to get the shocking, negative stories".
What incentives do clinical teams get from their Trust (rather than the odd packet of chocolate biscuits from me)? Within such circumstances, CSOs appreciated gatekeepers' perception of research as burdensome, rather than as a resource (i.e., funding source, enabling access to an intervention, source of practice-relevant knowledge).
What's subject to debate is more specific: who's adept, where these people get their taste, and why we trust that they will lead us through a landscape we can't see.
