Accel Events justifies its extreme 24/7 support (19-second median response) by the nature of its industry. Unlike arbitrary business deadlines, event dates are concrete and involve thousands of people with plane tickets and hotel rooms. This high-stakes reality requires a support culture built on an intense, non-negotiable sense of urgency.

After completely fixing a critical booking error with no negative impact, an event manager informed her director that everything was handled without disclosing the near-disaster. This tactic of managing up protected her reputation and avoided creating unnecessary stress for leadership.

The long-standing relationship between PhonePe's co-founders, built on deep trust, allows them to be interchangeable in their roles. This enables one to step back during difficult periods while the other steps in, ensuring resilience through crises.

Brands must view partner and supplier experiences as integral to the overall "total experience." Friction for partners, like slow system access, ultimately degrades the service and perception delivered to the end customer, making it a C-level concern, not just an IT issue.

The success of Hormozi's book launch wasn't just from a temporary event team; it was supported by the pre-existing, intense culture of his operating business. This foundation of trust and competitive drive couldn't be manufactured on short notice for a one-off project.

A critical date error on a time-sensitive ad campaign was salvaged not by a contract clause, but by a strong relationship with the media owner. They fixed the mistake and even added value, proving that professional rapport can be a powerful, informal insurance policy against human error.

Beyond not competing with partners, genuine trust is built by preventing "extreme favoritism to the bigger partner." Partners watch to see if you provide a level playing field for everyone, regardless of size. Trust is also solidified by how you act when things go wrong; a vendor that "shows up" during a crisis builds loyalty.

Your ability to serve clients depends on your internal team. Sales pro Steve Munn built strong relationships with his distribution center staff, treating them with respect ("more with sugar than you do with salt"). This rapport ensured they would go the extra mile for his clients during critical moments.

Don't hide from errors. Steve Munn found that when he made a mistake, taking ownership and handling it well actually enhanced client "stickiness" and deepened the relationship. Clients saw he cared and was accountable, building more trust than if the error never happened.