Doro Explorero's Quest to Travel Around The World

In the words of Goethe: Treat people as if they were what they ought to be, and you will help them to become what they are capable of being.

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 t...

So how do we know who to trust? How can we operate with high trust in a low-trust world without getting burned? And how can we extend trust wisely to people when not everyone can be trusted? Before we share a framework for thinking about these questions, let's look at a few companies that seem to have figured it out. When Meg Whitman joined eBay as CEO in 1998, she said the reason was because she was "blown away by the power of trust." The company was founded by the French-born Iranian-American entrepreneur Pierre Omidyar, and from the beginning, it quickly became wildly successful. Today the company has a market capitalization in excess of $35 billion, with 235 million registered users (buyers and sellers) engaging in more than 1 million transactions a day. So how has eBay managed to become so successful, especially considering the "success" involves millions of transactions each year between people around the globe who don't even know each other?...

Far more than blind trust , we tend to put on glasses of distrust. We view the world through the lens of suspicion - and with what we feel is good reason. We're bombarded daily with headlines that repeat evidence of today's trust crisis from every possible angle. In addition, our own experience validates it. Stephen: I remember a time years ago when I was traveling with my parents. We visited a less developed country that was known to be corrupt. We hired a driver we thought we could trust to take us several places, and we left a number of watches and other gifts we had purchased in our bags locked in the trunk of his car while we ded some sightseeing. When we returned, we checked inside our bags to make sure the boxes were all there. They were. But when we got back to the U.S. and opened the boxes, we discovered they were all empty! Greg: Several years ago my wife, and I invested a significant amount of money in salvage wood from old buildings. We never drilled down ...

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 p...

At different times in our lives and in different situations, most of us tend to look at our personal relationships, our teams, our organizations, and our governments through one of two sets of glasses: "blink trust" (naivete) or "distrust" (suspicion). At times, we may even go back and forth between the two. These glasses have been created by a number of factors, including the way our parents and grandparents may have seen the world (our response to them and their perception), the experiences we've had in our personal and professional lives, the people we interact with, the things we read, the things we watch, and the things we listen to. However, most of us don't even realize that we have these glasses on. We think we're seeing the world as it is, rather than as the lenses we wear make it appear. And we never take our glasses off and really look at them to see what kind of effect they're having in our lives - or what might be different if we...

In Stephen M.R. Covey's book, SMART TRUST he described there the situations and events that made this world seemingly run out of trust. Trust currency has almost reach extinction when all the crisis met, from scandals of corruption, lying, betrayal, warfare, rebellion, etc. These made humanity doubt almost every person he deals with. But this part of his book he called "Renaissance of Trust" of the 'outliers' who chose to trust rather than doubt. He wrote: The good news, and the Great Paradox about which we're writing in this book, is the fact that in such a low-trust world, there are "outliers" - people, leaders, companies, industries, and even countries that, like Muhammad Yunus, are helping to create a literal renaissance of trust - and that they are enjoying and spreading the benefits of prosperity, energy, and joy throughout the world. We call this a renaissance because it's not some new fad or technique; it is a game-changing rebi...