<?xml version="1.0" encoding="UTF-8"?>
<!--Generated by Squarespace V5 Site Server v5.13.156 (http://www.squarespace.com) on Sun, 19 May 2013 02:52:03 GMT--><feed xmlns="http://www.w3.org/2005/Atom" xmlns:dc="http://purl.org/dc/elements/1.1/"><title>Trust Articles</title><subtitle>Trust Articles</subtitle><id>http://www.davidhorsager.com/trust-articles/</id><link rel="alternate" type="application/xhtml+xml" href="http://www.davidhorsager.com/trust-articles/"/><link rel="self" type="application/atom+xml" href="http://www.davidhorsager.com/trust-articles/atom.xml"/><updated>2013-02-27T01:27:55Z</updated><generator uri="http://five.squarespace.com/" version="Squarespace V5 Site Server v5.13.156 (http://www.squarespace.com)">Squarespace</generator><entry><title>Insincere Apologies are Trust Killers</title><id>http://www.davidhorsager.com/trust-articles/2011/2/21/insincere-apologies-are-trust-killers.html</id><link rel="alternate" type="text/html" href="http://www.davidhorsager.com/trust-articles/2011/2/21/insincere-apologies-are-trust-killers.html"/><author><name>David Horsager</name></author><published>2011-02-21T14:55:11Z</published><updated>2011-02-21T14:55:11Z</updated><summary type="html" xml:lang="en-US"><![CDATA[I had a chance to sit down with the CEO of Compass Strategic Investments. For six months, he lived and worked in the Netherlands, so he had some cultural observations to share.]]></summary></entry><entry><title>How to Be a Clear Communicator</title><id>http://www.davidhorsager.com/trust-articles/2011/2/21/how-to-be-a-clear-communicator.html</id><link rel="alternate" type="text/html" href="http://www.davidhorsager.com/trust-articles/2011/2/21/how-to-be-a-clear-communicator.html"/><author><name>David Horsager</name></author><published>2011-02-21T14:53:55Z</published><updated>2011-02-21T14:53:55Z</updated><summary type="html" xml:lang="en-US"><![CDATA[To the extent that one shares meaning with another, the two parties communicated. Anyone familiar with the academic side of communication can tell you, it’s very difficult for any two people, much less groups, to accurately convey meaning to one another.]]></summary></entry><entry><title>How a Trusted Leader Gains an Edge</title><id>http://www.davidhorsager.com/trust-articles/2011/2/21/how-a-trusted-leader-gains-an-edge.html</id><link rel="alternate" type="text/html" href="http://www.davidhorsager.com/trust-articles/2011/2/21/how-a-trusted-leader-gains-an-edge.html"/><author><name>David Horsager</name></author><published>2011-02-21T14:50:38Z</published><updated>2011-02-21T14:50:38Z</updated><summary type="html" xml:lang="en-US"><![CDATA[In the late 1980s, Whole Foods Company Chairman and CEO, John Mackey, set the pay ceiling for his executives at no more than eight times the pay of an entry-level employee.]]></summary></entry><entry><title>Anonymity Dilutes Accountability</title><id>http://www.davidhorsager.com/trust-articles/2011/1/4/anonymity-dilutes-accountability.html</id><link rel="alternate" type="text/html" href="http://www.davidhorsager.com/trust-articles/2011/1/4/anonymity-dilutes-accountability.html"/><author><name>David Horsager</name></author><published>2011-01-04T16:52:14Z</published><updated>2011-01-04T16:52:14Z</updated><summary type="html" xml:lang="en-US"><![CDATA[A major way to increase accountability is to reduce anonymity. There is a reason that crime is less per capita in small towns; people know each other.]]></summary></entry><entry><title>Being Clear With Expectations</title><id>http://www.davidhorsager.com/trust-articles/2011/1/4/being-clear-with-expectations.html</id><link rel="alternate" type="text/html" href="http://www.davidhorsager.com/trust-articles/2011/1/4/being-clear-with-expectations.html"/><author><name>David Horsager</name></author><published>2011-01-04T16:51:41Z</published><updated>2011-01-04T16:51:41Z</updated><summary type="html" xml:lang="en-US"><![CDATA[Few things are as frustrating as working for a manager who gives you an annual review and tells you all the things she thinks you should have been doing during the past year.]]></summary></entry><entry><title>The Bottom Line Effect of Caring for Your Customers</title><id>http://www.davidhorsager.com/trust-articles/2011/1/4/the-bottom-line-effect-of-caring-for-your-customers.html</id><link rel="alternate" type="text/html" href="http://www.davidhorsager.com/trust-articles/2011/1/4/the-bottom-line-effect-of-caring-for-your-customers.html"/><author><name>David Horsager</name></author><published>2011-01-04T16:50:29Z</published><updated>2011-01-04T16:50:29Z</updated><summary type="html" xml:lang="en-US"><![CDATA[Top sales people don’t just get to where they are because they make a lot of calls, or because they know the best closing techniques.]]></summary></entry><entry><title>Conflict is Unavoidable</title><id>http://www.davidhorsager.com/trust-articles/2011/1/4/conflict-is-unavoidable.html</id><link rel="alternate" type="text/html" href="http://www.davidhorsager.com/trust-articles/2011/1/4/conflict-is-unavoidable.html"/><author><name>David Horsager</name></author><published>2011-01-04T16:49:55Z</published><updated>2011-01-04T16:49:55Z</updated><summary type="html" xml:lang="en-US"><![CDATA[Most conflict occurs because of a lack of clarity in communication, so I feel it is important to address here. Expect conflict.]]></summary></entry><entry><title>Great Leaders Take Responsibility</title><id>http://www.davidhorsager.com/trust-articles/2011/1/4/great-leaders-take-responsibility.html</id><link rel="alternate" type="text/html" href="http://www.davidhorsager.com/trust-articles/2011/1/4/great-leaders-take-responsibility.html"/><author><name>David Horsager</name></author><published>2011-01-04T16:48:28Z</published><updated>2011-01-04T16:48:28Z</updated><summary type="html" xml:lang="en-US"><![CDATA[I have seen time and again how the committed take responsibility for their actions. In our high-litigation culture, there’s always someone else to blame.]]></summary></entry><entry><title>Leaders are Readers</title><id>http://www.davidhorsager.com/trust-articles/2011/1/4/leaders-are-readers.html</id><link rel="alternate" type="text/html" href="http://www.davidhorsager.com/trust-articles/2011/1/4/leaders-are-readers.html"/><author><name>David Horsager</name></author><published>2011-01-04T16:47:48Z</published><updated>2011-01-04T16:47:48Z</updated><summary type="html" xml:lang="en-US"><![CDATA[My grandmother was known for reading a book a day. I’m not exaggerating! As a matter of fact, she is famous in our family for reading all of the books in two libraries!]]></summary></entry><entry><title>Listening Builds Trust</title><id>http://www.davidhorsager.com/trust-articles/2011/1/4/listening-builds-trust.html</id><link rel="alternate" type="text/html" href="http://www.davidhorsager.com/trust-articles/2011/1/4/listening-builds-trust.html"/><author><name>David Horsager</name></author><published>2011-01-04T16:46:26Z</published><updated>2011-01-04T16:46:26Z</updated><summary type="html" xml:lang="en-US"><![CDATA[Growing up on the farm as the youngest of six kids, I learned how to eat fast, talk fast, and interrupt my siblings. Listening has not always come easily to me, and I’m not alone.]]></summary></entry></feed>