Archive

Archive for the ‘Leadership’ Category

Feb
07

 

Is trust in business up or down? Apparently it depends who does the asking and who is asked.Is trust in business up or down? Apparently it depends who does the asking and who is asked. Click To Tweet

Price Waterhouse (PwC) is again “talking trust” in their 20th Global CEO Survey (2017). At this time last year, I wrote an article called PwC and the World Economic Forum Talk Trust summarizing their 2016 trust “agenda” that hit the mark on many critical issues.

What happened between now and then?

According to the latest Edelman Trust Barometer’s survey of global citizens, not only was there a sharp decline in trust in all four major institutions, but most people don’t find CEOs to be credible. Readers can learn more in this recent post on the FCPA Blog.

Turning to the 2017 PwC US Supplement, CEO’s worry least about access to affordable capital (10%) and most about overregulation (56%). “CEO concern” for lack of trust in business during the past year rose from 11% to 19%.  The Supplement does not define “lack of trust in business,” and even though the percentage almost doubled it remains relatively low on the list of CEO concerns. Considering the nuances of the use of the word “trust” one might ask what specific question did PwC pose to elicit this low concern response?

PwC’s survey further states that 78% of US CEOs agree that it’s harder for business to gain and keep trust. And only then does PwC add some clarification to what it means by “lack of trust in business.” According to the survey what CEOs are most concerned about when it boils down to trust is:

  1. Breaches of data privacy and ethics
  2. Cybersecurity
  3. IT outages and disruptions

What can be concluded from these surveys? Do you see the same “disconnect” that I see?

According to Edelman, the public does not find CEOs to be credible, yet PwC concludes that CEOs perceive lack of trust in business as originating primarily from external sources. It’s not from any bad behavior on their part that could ultimately impact stakeholder trust in any of the following ways:

  • Low trust in the brand by consumers
  • Low trust in leadership by employees and vice versa
  • Potential individual and institutional shareholders lacking enough trust to make investments
  • Communities not trusting the company to be “good” corporate citizens
  • CEOs not trusting in themselves to be ethical role models

Unfortunately, when it comes to building trust, most business leaders have yet to start connecting the dots. This represents not only a lost opportunity (read how high trust companies fare better), but endangers the long-term sustainability of the organization. Trust is not on CEO agendas, at least not in the way that will encourage and support organizational change and higher trust. Leaders face too many day-to-day decisions and too many fires that need extinguishing. Who has time left to consider why trust is low? Unfortunately, most CEOs don’t. And there’s a good chance that a year from now, they still won’t.

As I stated last year… leaders must:

  • Take “ownership” for their lack of credibility and the resulting low trust in business.
  • Voluntarily choose, along with their Boards, to adopt organizational trust (which extends far beyond sustainability, environmental awareness, corporate responsibility and “giving back”) as an intentional, proactive and holistic business strategy.
  • Stop thinking “short-term.”
  • Stop relying on their legal department and start doing what is right.
  • Stop “talking trust” and start walking it.

I’m not sure what it will take to reverse this cycle of mistrust in business and leadership. It’s certainly not due to a lack of resources or tools. What are your thoughts on this Tale of Two Surveys?

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. Now in its eighth year, the program’s proprietary FACTS® Framework ranks and measures the trustworthiness of over 1500 US public companies on five quantitative indicators of trust. Barbara also runs the world’s largest global Trust Alliance, is the editor of the award winning TRUST INC. book series and a Managing Member at FACTS® Asset Management, a NJ registered investment advisor. In 2012 she was named one of “25 Women who are Changing the World” by Good Business International. Barbara holds a BA in International Affairs and an MBA.

 

 

, , , , ,

Jan
10

 

A high performing trustworthy business is a great source of competitive advantage, and that is driven by the Board of Directors. The following are 12 “must follow” strategies for 2017 adapted from our book. 

 

Boards must pay attention to corporate culture. Culture is the legacy of leadership, and a healthy… Click To TweetBob Vanourek, Triple Crown Leadership

Demand management accountability for the factors that contribute to corporate character. Click To TweetRoger Bolton, President Arthur Page Society

Empower an independent chief compliance officer (CCO) to act as a strong ethical culture leader… Click To TweetDonna Boehme, Principal, Compliance Strategists

Align the business agenda with societal expectations. Build a better world as you build a better… Click To TweetDoug Conant, Conant Leadership

Understand how your stakeholders feel about you. Take surveys, monitor social media and share… Click To Tweet Linda Locke, Standing Partnership

Practice values based leadership: articulate precisely, connect frequently, role-model, sanction… Click To Tweet Charles H. Green, Trusted Advisor Associates

Develop the strategic direction for the enterprise by taking the constellation of all stakeholders… Click To Tweet. Nadine Hack, beCause Global Consulting

See the entity through the eyes of a new employee by attending a live new-employee orientation… Click To Tweet Robert Galford, Center for Leading Organizations

Boards must develop their own robust crisis plans prior to any crisis. Click To Tweet Davia Temin, Temin and Company

Build authentic conversations based on trust and exchange ideas fearlessly. Click To Tweet Alain Bolea, Business Advisors Network

The Golden Rule is the best strategy for Boards to drive C-Suite behavior. Click To Tweet Mark Chandler, Senior VP & General Counsel, Cisco

Review, discuss, share and elevate your company’s “Return on Trust.” What can be measured can be managed.  Barbara Brooks Kimmel, CEO Trust Across America

Get the Board on board in elevating trust in 2017! Click To Tweet. Over 50 more ideas like these are available by ordering the book.

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. Now in its eighth year, the program’s proprietary FACTS® Framework ranks and measures the trustworthiness of over 1500 US public companies on five quantitative indicators of trust. Barbara also runs the world largest global Trust Alliance, is the editor of the award winning TRUST INC. book series and a Managing Member at FACTS® Asset Management, a NJ registered investment advisor. In 2012 was named one of “25 Women who are Changing the World” by Good Business International.
Copyright (c) 2017 Next Decade, Inc.

 

, , ,

Dec
21

TAA_R2_EDIT-CS3

 

Trust is at the heart of all successful relationships, both personal and professional. While business leaders often view it as a “soft skill” in reality, trust is the key driver of profitability and long-term success. Drawing on the insights of twelve high integrity leaders and thinkers, and in our never-ending quest to elevate trust in business, Trust Across America offers these insights to the most important question for 2017:

 

What do you believe is the most important action a business leader can take to build trust with his/her stakeholders?

 

Stephen M.R. Covey, one of America’s most well known thought leaders on trust urges leaders to…

Lead out in extending trust. @StephenMRCovey In building trust with ALL stakeholders, lead out in extending trust. Click To Tweet

Why?  Because extending trust generates a reciprocity of trust.  When we give it, people receive it—and then they return it.  When we withhold it, they withhold it.  

 

Marshall Goldsmith a top American leadership coach seconds Stephen’s advice…

Lead by example. @CoachGoldsmith In building trust with ALL stakeholders, lead by example. Click To Tweet

What we do speaks far more loudly than what we say.

 

Bob Vanourek of Triple Crown Leadership and a former CEO of five companies, urges leaders to…

Put trust on the agenda. @BobVanourek In building trust with ALL stakeholders, put trust on the agenda. Click To Tweet

By constantly putting trust questions on the agenda, like “Are we building trust with what we are doing here?” everyone will begin to understand and take action on building trust.

 

David Reiling, Sunrise Bank’s CEO suggest that leaders…

Walk the talk. @ReilingDavid In building trust with ALL stakeholders, walk the talk. Click To Tweet

Day-in and day-out, night-in and night-out, weekends and holidays. Being authentic and living with integrity builds trust in business and everywhere else. 

 

 Linda Fisher Thornton who runs Leading in Context and is on a mission to unleash the positive power of ethical leadership urges leaders to…

Show genuine interest. @leadingincontxt In building trust with ALL stakeholders, show genuine interest. Click To Tweet

Initiate conversations and find ways to add value. Think about the impact of every decision on every stakeholder, and act in their best interests as well as your own. 

 

Tim Erblich, CEO of Ethisphere believes the most important action a leader can take to build trust is to…

Measure the culture @TimErblich In building trust with ALL stakeholders, measure the culture. Click To Tweet

of his/her business, and openly share the findings with employees, stakeholders and more.  

 

Dave Ulrich, a professor at the Ross School of Business (University of Michigan) and co-founder of the RBL Group, found it hard to pick one thing so we picked it for him!

Be transparent. @Dave_Ulrich  In building trust with ALL stakeholders, be transparent. Click To Tweet

Avoid leadership hypocrisy…do what you say. Share personal feelings.

 

Evan Harvey who directs Corporate Responsibility at NASDAQ seconded the theme of transparency with his answer…

Act transparently. @EvanHarvey99 In building trust will ALL stakeholders, act transparently. Click To Tweet

Tell your stakeholders what you are trying to accomplish and why; then demonstrate progress towards a goal. That involves others in the process, widens the circle of influence and interaction, and builds lasting trust.

 

Jim Lukaszewski, an author, speaker and crisis management consultant urges leaders to…

Be candid. @JimLukaszewski In building trust with ALL stakeholders, be candid. Click To Tweet

Find the truth, tell that truth, act on it promptly in an environment where values matter at least as much as profits and gain. Candor: truth with an attitude told right now is the basic building block of Trust.

 

Doug Conant, former CEO Campbell Soup who heads Conant Leadership, believes the most important action a business leader can take to build trust is…

Do what you say you are going to do. @DougConant In building trust with ALL stakeholders, do what you say you are going to do. Click To Tweet

And do it well. How can people trust a leader who says one thing but does another? They can’t and won’t.”

 

Jason Lunday Principal Consultant Integrity Factor quotes another one of my favorite trust thought leaders, Frank Navran “Trust is the result of promises fulfilled.”

Keep your promises. @Jason_Lunday In building trust with ALL stakeholders, keep your promises. Click To Tweet

Establish full-cycle mechanisms to ensure that the organizations’ promises will be met, including communicating success.

 

And as the 12th recommendation Barbara Kimmel (that’s me) offers leaders the following:

The leader sets the tone for the organization. @BarbaraKimmel In building trust with ALL stakeholders, the leader sets the tone for the organization. Click To Tweet

Building stakeholder trust first begins with leadership recognition that trust is critical to long-term organizational success. This means making trust a leading business focus in both the Board & C-Suite, reinforcing the trust imperative, and always leading by example.

 

Thank you to all our contributors.  May 2017 bring increasing stakeholder trust to your organization!

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. Now in its seventh year, the program’s proprietary FACTS® Framework ranks and measures the trustworthiness of over 2,000 U.S. public companies on five quantitative indicators of trust. Barbara is also the editor of the award-winning TRUST INC. book series and a Managing Member at FACTS® Asset Management, a New Jersey registered investment advisor.

Copyright (c)  2016, Next Decade, Inc.

, , , , , , ,

Dec
04

TAA_R2_EDIT-CS3

 

Measuring the integrity or trustworthiness of public companies is an ongoing research project at  Trust Across America-Trust Around the World. In fact, we now have over 7 years of increasingly “rich” data.

Take a look at this chart:

 

 

slide1

While we are in the business of identifying “best in breed” and not in predicting the next corporate crisis, our FACTS(R) proprietary data is quite capable of doing so. Citigroup, JP Morgan, Bank of America, Wells Fargo… Did the lack of integrity at Wells Fargo contribute to its recent crisis? Could it have been avoided under different leadership? What do you think?

Would you like more insights like this?

Request our White Paper:  The State of Trust in Corporate America 2016

Trust Data: Public companies can review the level of trust within their organization and compare their performance to their peers.

Order our Trust Inc. book series.

2017 Trust Poster: Weekly Do’s and Don’ts to Foster Organizational Trust

Join our Trust Alliance where share our research with high integrity business leaders.

If you lead an organization, serve on a Board or in any management capacity or work with others, and you continue to ignore trust as a hard asset, you are losing out to your competitors and failing to protect your organization against a Wells Fargo crisis.

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. Now in its seventh year, the program’s proprietary FACTS® Framework ranks and measures the trustworthiness of over 2,000 U.S. public companies on five quantitative indicators of trust. Barbara is also the editor of the award-winning TRUST INC. book series and a Managing Member at FACTS® Asset Management, a New Jersey registered investment advisor.

 

Copyright (c)  2016, Next Decade, Inc.

, , , , , , , ,

Nov
01

TAA_R2_EDIT-CS3

 

Five years ago tools to assess and build organizational trust were rare and difficult to locate online. Trust Across America-Trust Around the World was formed to serve as a clearinghouse for these tools and related resources.

The most progressive companies are already implementing trust as an intentional business strategy, knowing it is a competitive advantage. Leaders of organizations interested in elevating trust and proactively practicing it as a business strategy, will be interested in these links:

Trust Alliance: a group of global professionals working to elevate trust and share resources.

Trust in a Box: A “do it yourself” solution for professionals and organizations interested in elevating trust, ethics and integrity.

Trust Data: Public companies can review the level of trust within their organization and compare their performance to their peers

2017 Trust Poster: Weekly Do’s and Don’ts to Foster Organizational Trust

White Paper:  The State of Trust in Corporate America 2016

Books: An entire Reading Room dedicated to organizational trust.

TRUST! Magazine: a digital magazine, dedicated to helping leaders and organizations place trust on their strategic agenda.

If you lead an organization, serve on a Board or in any management capacity or work with others, and you continue to ignore trust as a hard asset, you are losing out to your competitors. Trust works. Give it a try.

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. Now in its seventh year, the program’s proprietary FACTS® Framework ranks and measures the trustworthiness of over 2,000 U.S. public companies on five quantitative indicators of trust. Barbara is also the editor of the award-winning TRUST INC. book series and a Managing Member at FACTS® Asset Management, a New Jersey registered investment advisor.

Nominations are now open for the 7th annual Top Thought Leaders in Trust.

Copyright (c)  2016, Next Decade, Inc.

 

 

 

 

, , , ,

Oct
16

TAA_R2_EDIT-CS3

Executive Summary of White Paper Recently Published

by Trust Across America-Trust Around the World

 

Building a trustworthy company will improve both its profitability and organizational sustainability. Supporting this statement is a growing body of evidence showing an increasing correlation between trustworthiness and superior financial performance. Our 2016 report attempts to provide content and context to place trust in the center of more business conversations, to answer the following questions and dispel the myth that integrity and trust are “soft” skills.

  • Why do trust and integrity matter?
  • Can they be measured?
  • Are they profitable?
  • Which sectors are the most trustworthy?
  • Is industry destiny?
  • What are the costs of low trust and integrity and why do they matter as hard currencies?
  • Which companies are some of the most trustworthy and why?
  • How can companies become more trustworthy?

Integrity and trust should start at the top and flow down through the organization. They are not CSR, compliance, HR or leadership “programs” but rather an intentional holistic business strategy adopted by leadership and practiced daily. Vanishing are the days of low transparency, “short termism” and maximization of shareholder value at the expense of other stakeholders.

As trust breaches continue to make the headlines across many major institutions and societies around the globe, organizations that choose integrity and trust as intentional strategies will continue to outperform their peers.

Who will find value in reading this paper?

  • Business leaders
  • Boards of Directors
  • Associations
  • Investors
  • Communications and Investor Relations
  • Corporate responsibility officers
  • Regulators
  • Politicians
  • NGOs

Please register here to request access to the full paper.

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. Now in its seventh year, the program’s proprietary FACTS® Framework ranks and measures the trustworthiness of over 1500 US public companies on five quantitative indicators of trust. Barbara also runs the world largest global Trust Alliance, is the editor of the award winning TRUST INC. book series and a Managing Member at FACTS® Asset Management, a NJ registered investment advisor.

Copyright © 2016, Next Decade, Inc.

 

Print

trustacrossamerica.com/order.shtml

 

, , , , , , , , , ,

Sep
13

TAA_R2_EDIT-CS3

Leaders and their organizations must earn trust before they can build it.

Failure to earn trust leaves the enterprise vulnerable to countless risks. —

Barbara Brooks Kimmel

Trust building can be implemented through the following sequence of actions and initiatives. We call this the VIP Trust Model.

 Triangle

 

  • VISION & VALUES: Leaders identify, with input from all stakeholders, the organization’s principles or core values. Why does the organization exist and what does it stand for? Write a meaningful credo with buy-in from all silos.
  • INTEGRITY: Practice and regularly communicate the moral principles and purpose of the leadership team and the organization. Hold training for employees in leading with trust in their behaviors and interactions. Lose the “sales scripts.”
  • PROMISES & PROCESS: Ensure that leadership is held accountable for doing what they say they will do, and for regularly communicating the vision, values and promises to all stakeholders. Make this a daily function of your corporate responsibility team in collaboration with compliance and communications.

Implement ways of doing things that translate the principles above into organized group behavior. Internally this includes the hiring and training of employees, structure of meetings, transparency of/fair personnel policies, how decisions are made and accessibility to leadership. With external stakeholders (vendors, customers, community, etc.), trust can be enhanced using quantitative measurement, benchmark and screening “tools” like Trust Across America’s FACTS® Framework.

About the Author:

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. Now in its seventh year, the program’s proprietary FACTS® Framework ranks and measures the trustworthiness of over 2,000 U.S. public companies on five quantitative indicators of trust. Barbara is also the editor of the award-winning TRUST INC. book series and a Managing Member at FACTS® Asset Management, a New Jersey registered investment advisor.

Nominations are now open for the 7th annual Top Thought Leaders in Trust.

Copyright (c)  2016, Next Decade, Inc.

, , , ,

Aug
01

TAA_R2_EDIT-CS3

 

It’s Week #31 of 2016. This latest article is part of a series drawn from our 3rd annual 2016 Trust Poster….now hanging in hundreds of offices around the world. Get yours today!

52 Ideas That You Can Implement to Build Trust

Nan Russell offers this week’s advice. Nan is both a Trust Across America Top Thought Leader in Trust and a member of our Trust Alliance.

Treat people as the talented, creative, resourceful, and innovative adults they are. 

Beliefs affect actions. Do you believe most people are talented and resourceful, or most people aren’t? Most are trustworthy or most aren’t? When we act in accordance with our expectations, we enable those expectations. It’s called the Pygmalion Effect. The connection between what we expect and what we get is well documented. Behavioral scientists at the University of Zurich have confirmed experimentally that “if you trust people, you make them more trustworthy.” And, conversely, “sanctions designed to deter people from cheating actually make them cheat.”  Yet many leaders don’t realize that withholding trust reduces the exact behaviors they want and need. When you treat people as the talented, creative, resourceful, and innovative adults they are, you’re likely to get the great results you seek, plus the added dividends of increased trust and engagement.

Will you choose to take this valuable advice to your organization this week? If not, ask yourself “why not?”

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. Now in its seventh year, the program’s proprietary FACTS® Framework ranks and measures the trustworthiness of over 2000 US public companies on five quantitative indicators of trustworthy business behavior. Barbara is also the editor of the award winning TRUST INC. book series and the Executive Editor of TRUST! Magazine.

Copyright 2016, Next Decade, Inc.

, , , , , ,

Jul
25

TAA_R2_EDIT-CS3

 

It’s Week #30 of 2016. This latest article is part of a series drawn from our 3rd annual 2016 Trust Poster….now hanging in hundreds of offices around the world. Get yours today!

52 Ideas That You Can Implement to Build Trust

Lea Brovedani offers this week’s advice. Lea is a member of our Trust Alliance.

“If you can’t do something, admit it”

Being honest and authentic has a powerful affect on people you lead. Many leaders are afraid to show they don’t know something because they believe they will be viewed as less authoritative and knowledgeable.  The opposite is true. You are in charge because you have the competency to lead but it doesn’t mean you are expected to have all of the answers. As Kouzes and Posner state, “A leader must model the way”. If you want to have your followers be honest with you, it must start with you being honest with them.

By admitting you don’t have all of the answers and are willing to learn, you allow your team to disclose areas that need to be addressed, and isn’t that a good thing? 

Will you choose to implement this valuable advice in your organization this week? If not, ask yourself “why not?”

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. Now in its seventh year, the program’s proprietary FACTS® Framework ranks and measures the trustworthiness of over 2000 US public companies on five quantitative indicators of trustworthy business behavior. Barbara is also the editor of the award winning TRUST INC. book series and the Executive Editor of TRUST! Magazine.

Copyright 2016, Next Decade, Inc.

, , , , ,

Jul
18

TAA_R2_EDIT-CS3

 

It’s Week #29 of 2016. This latest article is part of a series drawn from our 3rd annual 2016 Trust Poster….now hanging in hundreds of offices around the world. Get yours today!

52 Ideas That You Can Implement to Build Trust

Randy Conley offers this week’s advice. Randy is both a Top Thought Leader in Trust and a member of our Trust Alliance.

Listen with the intent to be influenced.

Listening is one of the most valuable skills a leader can employ to build trust, yet it’s also one of the most under appreciated and least developed leadership competencies.

Most leaders would agree that listening is important and they even understand many of the basics, even if they don’t practice them: don’t interrupt, give the speaker your undivided attention, ask open-ended questions to draw out more information, and paraphrase occasionally to ensure understanding. These are all necessary and valuable skills.

What’s more important, however, is your mindset and attitude about listening. You should listen with the intent of being influenced. Most of us listen with an agenda. We enter a conversation with a preconceived idea of where we want the conversation to go and the desired outcome we’re trying to achieve. That signals to the other party that what they have to say really doesn’t matter much because we’ve already made up our mind about the final decision. That’s demoralizing and erodes trust with the people we lead.

Instead, listen without an agenda. Open yourself to be influenced by what the speaker has to say. Look for opportunities to incorporate their ideas and suggestions into the final outcome. Listening in this way builds trust because it communicates to the speaker that he/she is important and what they have to say is valuable and worthy of consideration. Listening with the intent to be influenced also causes us to speak less, which is the major roadblock to effective listening.

My grandpa was fond of saying that the Lord gave us one mouth and two ears and we should use them in that proportion. Listen with the intent to be influenced and watch trust blossom in your relationships.

Will you choose to implement this valuable advice in your organization this week? If not, ask yourself “why not?”

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. Now in its seventh year, the program’s proprietary FACTS® Framework ranks and measures the trustworthiness of over 2000 US public companies on five quantitative indicators of trustworthy business behavior. Barbara is also the editor of the award winning TRUST INC. book series and the Executive Editor of TRUST! Magazine.

Copyright 2016, Next Decade, Inc.

, , , , , ,