Now think of a recent moment when you were not trusted as much as you wanted to be. Maybe you lost an important sale or didn’t get that stretch assignment. Maybe someone doubted your ability to execute or simply kept their distance from you on a project. Here’s the hard part: give this other person in the story—let’s call them your skeptic—the benefit of the doubt. Assume that their reservations were valid, and you were the one responsible for the breakdown in trust. This exercise only works if you own it.
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