Archive

Posts Tagged ‘Barbara Brooks Kimmel’

Apr
12

 

Trust Across America’s focus has always been on finding and highlighting the “best in breed” corporate citizens while leaving the worst for the scrutiny of others. But today is only Wednesday and my inbox is swamped with so many trust busting stories that even Lucy’s head is spinning. Here we go:

Wells Fargo is clawing back compensation to rebuild trust, or are they?

Volkswagen has found the “secret” to  rebuilding trust…. are they kidding?

Barclay’s CEO has his own strategy for trust, but it’s certainly not the “building” kind. This is the same CEO who not so long ago said “I do believe that trust is returning to our institution. But we will never rest, we are never done. We have to focus on building that trust every day.”

A  bunch of “fake activist” companies, outraged over the purported trust violations of Bill O’Reilly, pull their advertising, or do they? Thanks Jim!

And let’s not forget United, except this isn’t about customer brutality, and maybe not even about trust! It’s just ironic.

This week, instead of watching sitcoms, I’ve taken to reading the news. As an organizational trust researcher and communicator, I’m finding it not only highly educational but also wildly entertaining.

As I’ve said for many years, the ongoing trust crisis will certainly not abate until untrustworthy leaders sail off into the sunset or recognize the error of their ways and start advocating for change.

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build 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, and in 2017 she became a Fellow of the Governance & Accountability Institute. Barbara holds a BA in International Affairs and an MBA.

Copyright (c) 2017, Next Decade, Inc.

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Mar
22

 

If you lead an organization and want to build trust into its DNA, it all begins (and ends) with you. How many of these boxes can you check?

Start with an assessment of yourself:

  • Are you trustworthy?
  • Do you possess integrity, character and values?
  • Do you share those values with your family?
  • Do you instill them in your children?
  • Do you take your personal values to work?

Perform an organizational trust audit:

Consider your internal stakeholders:

Consider your external stakeholders:

  • Have you shared your vision and values in building a trustworthy organization?
  • Have you identified the outcome(s) you are seeking?
  • Have you defined your intentions for each of our stakeholder groups?
  • Have you made promises that you will keep?
  • Have you determined the steps you will take to fulfill these promises?

Almost every organizational challenge can be traced back to low trust… and a leader who has not checked the boxes.

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build 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, and in 2017 she became a Fellow of the Governance & Accountability Institute. Barbara holds a BA in International Affairs and an MBA.

Copyright (c) 2017, Next Decade, Inc.

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Mar
17

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I was recently watching a John Oliver YouTube video about televangelists whose charities are somewhat suspicious, and it got me thinking about experts, “gurus” and “influencers.” Sadly, there are plenty of phony preachers in that space too. In fact, a colleague likes to remind me that not all trust experts are trustworthy. Imagine that!

These are some first-hand examples of phony preachers:

  • The leadership “consultant” who seeks out sound bytes from those with real expertise for an upcoming paid speaking “gig.” After all, why pass up the opportunity to get paid even if it’s for a speech you are not qualified to deliver.
  • The prolific leadership “writer” whose work is never written by them or even original. Quotes lifted from famous philosophers, entire blog entries cut and pasted from the work of others. And when called out, lies about it.
  • The world “renowned” nominee who asks for a vote for “Thinkers 50,” but who freely “borrows” PowerPoint and Slideshare presentations from those with genuine expertise, and when caught redhanded, brushes it off.
  • The “character expert” who writes about plagiarism, but doesn’t bother to check (or care) whether those whose work they themselves reference is original or plagiarized.
  • The “trust guru” who forgets to say “thank you” when a good deed is done for them.

Is it any wonder that trust continues to decline across all major institutions? After all, if the advisors, coaches, thought leaders, experts and influencers are not living that which they preach (and that’s being polite,) what other outcome could possibly be expected?

But every story has a silver lining. It’s called a bell curve and like any business, even in “trust” there are some real deals. I am honored to know many of them who have been named to our annual Top Thought Leaders in Trust over the past seven years.

In the early years of this annual recognition, someone suggested that there need not be a requirement that the honorees walk their talk. Imagine that suggestion! The “real deals” are not those who are the most active on social media or who claim a (t00) long laundry list of accomplishments. Instead, they are often the voice you may not hear, and whose name you may not recognize… researchers, scholars, consultants and leaders who have put in their time, paid their dues, and have earned the privilege to speak, consult and guide others. People with real credentials who know what trust is and act accordingly.

When I was a kid, my dad liked to remind me not to allow anyone to “pull a snow job.” If you’ve never heard that expression, Merriam-Webster offers the following definition: “a strong effort to make someone believe something by saying things that are not true or sincere.

Anyone can call themselves an expert. It’s up to the “buyer” to determine if they’ve earned the right to use that title.

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build 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 Barbara was named one of “25 Women who are Changing the World” by Good Business International, and in 2017 she was named a “Fellow” of the Governance & Accountability Institute. Barbara holds a BA in International Affairs and an MBA.

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Mar
10

 

I am proud to announce my appointment as a Fellow of Governance & Accountability Institute, Inc.

Governance & Accountability Institute, Inc. is a for-profit strategies advisor, provider of consulting services and well-respected research firm serving leaders in organizations in the corporate (private), public and social/institutional sectors.

The Institute provides corporate and investment community clients with a portfolio of integrated services and resources to help leaders identify, quantify, monitor, analyze, and manage effective approaches to address critical issues — especially those reaching “the tipping point,” when resolution of [issues] may be harder to achieve.

To read more about the Institute’s Fellows, please visit this page.

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build 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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Feb
27

For the past four years Trust Across America’s Trust Alliance Members and Top Thought Leaders in Trust have collaborated on an annual poster to assist organizational leadership and teams in fostering trust. These are some highlights from our 2017 poster: Do’s and Don’ts to Foster Organizational Trust 

DO

  1. Act from the belief that trust can be measured in terms of its impact on business outcomes.
  1. Trust yourself first if you want others to trust you.
  1. Lead by example to allow trust to flourish.
  1. Make sure your team members are crystal clear on your organization’s mission and values.
  1. Act in accordance with those values and ethics so all stakeholders can trust you.

 

DON’T

  1. Take trust for granted or simply assume it exists.
  1. Expect organizations to reflect trust if it’s not embodied at the very top.
  1. Fall into trap of condoning or practicing cordial hypocrisy.
  1. Think trust is too difficult to talk about or tackle as an organizational, team, or personal relationship issue.
  1. Let ego, lack of personal awareness, or overt self-reliance impede trustworthiness.

Thank you to all our 2017 contributors. The following can be found on Twitter for more insights into organizational trust.

Patricia AburdeneBart AlexanderLea BrovedaniRandy ConleyStephen M.R. CoveyNatalie Doyle OldfieldJed EmersonCharles H. GreenNadine HackBarbara Brooks KimmelJim KouzesHolly Latty-MannCarol SanfordLinda Fisher ThorntonBob VanourekBob Whipple

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build 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 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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Feb
22

 

In our ongoing monthly Tuning in to Trust & Ethics series on elevating organizational trust and ethics, we asked our Trust Alliance members to weigh in on the following question:

Many believe that the HR function plays an important role in building organizational trust and trustworthiness. Do you agree or disagree and why?

Deb Mills-Scofield helps companies create dynamic strategic plans to promote a business-wide innovation mindset.

HR builds trust in how they behave every single day - with each other, their peers and all… Click To Tweet

Obviously, how HR deals with employees’ issues, complaints, and concerns conveys corporate culture.  Confidences need to be kept, gossip discouraged (especially by not participating in it), and root causes addressed.  People need to be held accountable. This applies equally, and perhaps even more importantly, to how HR interacts within their own organization and with their peers.  Double standards are common, but to create sustainable trust, they are absolutely unacceptable. Behavior matters.”

Donna Boehme is an international authority in the field of compliance and ethics.

I have always regarded HR as the beating heart of an organization. Click To Tweet

That’s because the mission and mandate of this critical function, as it’s name suggests, is all about a company’s people- and all aspects of the organizational cycle of their people, from hiring and on boarding/ orientation, to compensation, development and promotion; to retirement/ separation/discipline (as appropriate) of employees It’s obvious that organizations can only conduct business through their employees.  Thus, the manner in which the HR department discharges its mission is absolutely critical to the building of organizational trust and an ethical culture.  For this reason, experienced compliance and ethics professionals regard the HR function as a key partner in all aspects of their work.   It’s my observation that how well Compliance and HR work together on the shared goals of strong ethical culture and organizational trust is the critical factor.  Both functions need to work together to promote employees’ sense of “organizational justice” – probably the most important endeavor of their partnership.

Bob Whipple is a consultant who helps leaders build and maintain trust:

Without question the HR function has a lot to do with whether the culture will be one of high trust, but I think it works in a strange way. I think it is necessary but not sufficient.

If HR is not working with candor and transparency, then a culture of doubt will kindle that is hard… Click To Tweet  

But if HR shows the highest integrity and trustworthy behaviors, it will not be sufficient to create a high trust culture throughout the organization. Reason: I believe trust starts at the top of the organization and cascades throughout the various levels.  The most significant factor influencing a culture of trust is the behaviors of the most senior leader.  A problem leader at any level in the organization can thwart the culture, but a really great leader at the top will root out the problem and eliminate it.  If there is ethical dry rot at any level, the trust will be snuffed out like a candle hit with a bucket of water.

And finally Holly Latty-Mann, a clinical psychologist offers the following advice on HR’s role in building a trustworthy organization:

1) When HR questions management’s decisions that negatively impact the rights of the workforce, they serve equally both management and staff, garnering trust.

2) When HR represents without bias expressed concerns of workforce members to management, trust deepens on all levels.

3) HR is transparent without bias regarding actions staff can take when systems aren’t currently in place to honor legitimate needs, and

4) HR doesn’t play favorites by making themselves the gatekeepers as to who gets what. Click To Tweet

Trust building plays a vital role in the value system and subsequent long-term sustainability of any organization. It must not only be built into the cultural DNA, but must also be practiced and reinforced daily.

Hiring for trust, with the support of upper management should be just as important, if not more… Click To Tweet

The most progressive HR leaders will promote a culture of trust and assist in elevating it throughout the 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. 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 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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Feb
18

 

Four years ago Trust Across America formed a Trust Alliance with the mission of uniting a group of global professionals whose work impacts organizational trust. The goal is to work collaboratively to advance thinking, research and programs among the membership that can then be made available to the public.

Our vetted membership is as diverse as the subject of trust itself and includes business leaders, consultants and academics from around the globe with specialties in leadership, culture, teamwork, compliance, ethics, CSR, HR, sales, reputation and crisis repair, communications, risk, data security, governance, sustainability and trust research.

What sort of programs has our Alliance developed?

  1. Roundtable discussions with industry leaders on building trust
  2. Publication of three books in our Trust Inc. series
  3. A monthly collaborative column called Tuning in to Trust and Ethics 
  4. Introductions between members resulting in speaking engagements, consulting opportunities and new business relationships
  5. An annual trust poster
  6. Publication of a collaborative digital magazine called TRUST!
  7. Assembly of DIY Trust Boxes
  8. A series of videos
  9. Short papers on building trust in various industries and functional areas
  10. A free downloadable booklet on building trust in communities

The following are a few of the many testimonials our Alliance members have written:

Since business, life, and leadership are all about relationships, and since healthy relationships are built on trust, what is more important than an Alliance to build trust? Bob Vanourek, former NYSE CEO and co-author “Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations.

I mine the content from Trust Across America for inclusion in my periodic all-employee messages. Bruce Anderson, Chief Ethics Officer

The Alliance is laying the groundwork for a spirit of collaboration among trust experts around the world. The tools, resources, and collective knowledge coming together to advance the cause of trustworthy business are making a difference. Randy Conley, The Ken Blanchard Company

Would you like to join us and collaboratively help in advancing organizational trust? All of our members are vetted for suitability and willingness to work with others. Effective March 1, 2017 membership will be “by invitation” only.

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build 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 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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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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Jan
30

 

Did you know that we co-manage and host one of the largest publicly available organizational trust bibliographies? Our 2016 bibliography is currently being updated. Do you have an entry that might qualify for inclusion? Our current bibliography can be accessed at this link: trustacrossamerica.com/trust-bibliography.shtml

To be considered, please send your entries to barbara@trustacrossamerica.com no later than February 15, 2017.

 

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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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.

 

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