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Archive for the ‘Behavior’ 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.

 

 

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Sep
13

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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.

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Aug
01

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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.

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Jul
25

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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.

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Jul
18

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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.

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Jul
12

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It’s Week #28 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

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

Be transparent about what’s working and what’s not. 

Whether you’re internal or external stakeholders, everyone appreciates and responds better to honesty. The impulse to “cover up” things that are not working so well is strong.

Leaders fear that if their initial decision is not panning out well, they will lose the confidence of their stakeholders. If you try to “sweep problems under the rug” or “fudge” on your reporting, this will be true.

If instead, you openly, candidly admit an error of judgment or acknowledge unanticipated events that make no longer valid what was a correct determination under different circumstances, your stakeholders will respect and trust you even more.

They will know they can count on the accuracy of your information when you share positive updates and they will be more likely to support your efforts regardless of outcomes at any specific moment.

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.

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Jul
04

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It’s Week #27 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

Taina Savolainen offers this week’s advice. Taina, a Finnish professor, is both a Top Thought Leader in Trust and a member of our Trust Alliance.

Tell people help is available and it’s okay to ask for it. 

  • Encourage people to get help.
  • Give support when someone is willing to build or repair trust.
  • Show appreciation to those who are taking the first step.
  • Commit yourself to lead people to find the special support or help they need.  

Will you choose to implement this valuable advice in your organization this week?

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.

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Jun
27

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It’s Week #26 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

Robert Vanourek offers this week’s advice. Bob is both a Top Thought Leader in Trust and a member of our Trust Alliance. Bob has a brand new book out called Leadership Wisdom that I highly recommend.

Have the backs of people who act for what is right.

  1. Seek those people out and tell them you appreciate their doing what’s right.
  2. Tell your colleagues you appreciate that person who acted for what’s right.
  3. Defend people who act for what’s right if they are attacked.
  4. Set an example yourself of doing what’s right to encourage others to do so as well.

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.

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Jun
19

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It’s Week #26 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

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

Assume good intentions.

I once worked for a leader whose adage was:  “Screw me once, shame on you, screw me twice, shame on me.”  But do we always know when we’re getting screwed?

We often presume we know the intentions of our co-workers, competitors, advocacy groups, customers, clients, not to mention or friends and family.  Their actions and words both speak loudly to us.

So, how should we react to a rude comment, a put-down in an email, that looking down while I’m speaking to you, or that project that messes up everything I’ve been working on?  Don’t these behaviors signal bad intentions?

We react to other’s actions and words based on our own background and experiences.  But no other person on earth is just like us.  That ‘rude” comment may reflect the straight talk expected in another culture.  The “put-down” may have come from an analytical thinker who was presenting “just the facts.”  Those averted eyes may be a sign of respect.  That project may have been launched without realizing its impact on your work.

Trust depends on honest and authentic conversation, but sometimes we need to put aside our own cultural or style biases and assume good intentions.  We can react to our perceived insult or slight by being open and curious — “What did you mean by that?”  — shared without anger or judgement.  

This approach shines in negotiations.  When we’re open and curious, ask questions and listen, we learn not only the other’s position, but why they hold that position.  Mediators call this moving from position based bargaining — win or lose — to interest based negotiation — finding common interests and win-win solutions.

Of course, sometimes there are intentions and resulting actions that are, indeed, unethical or even evil.  That’s when my old bosses’ advice to watch your back may be necessary.  

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.

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Jun
13

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It’s Week #25 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

Holly Latty-Mann offers this week’s advice. Holly is both a Top Thought Leader in Trust and an active member of our Trust Alliance.

Go public when expressing gratitude;

go private when expressing disappointment.

While cultural differences do exist regarding response to positive public recognition, no company on record has ever lost an employee due to discomfort with public praise. David Sturt (HBR, November, 2015) shared findings that employees in the USA, India, and Mexico tend to revel in it, while those from Australia and the UK enjoy it with less fanfare. When publicly acknowledging the Japanese, Germans, and French, small-scale publicity is more appropriate.   

What about shame-based management via public chastisement? Not all employer humiliation or harassment is illegal as long as the verbal abuse is unrelated to demographics (e.g., age, gender, ethnicity). Perhaps that explains the high prevalence of managers belittling coworkers publicly on job performance, yet across all cultures, such behaviors are shown to compromise trust in management, for which statistical evidence clearly points to a compromised bottom line (bit.ly/1WBOBp6).

A final note:  Company morale goes respectively up or down when a single person is publicly honored or dishonored, and the literature is prolific with studies showing strong positive correlations among morale, productivity, and revenue.

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.

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