Trust Across America-Trust Around the World™

Welcome to TRUSTGiving 2014, our first annual weeklong trust awareness campaign.  Join the Alliance of Trustworthy Business Experts as our members help our readers navigate the complexities of trust. We will be blogging (several times a day) and posting on Twitter #TrustGiving2014.

Charles H. Green believes that listening is an important component in building trust.

Listening for Leaders

(an excerpt from our third book Trust Inc., 52 Weeks of Activities & Inspirations for Building Workplace Trust out at the end of November)

“Listening” is a core skill in nearly every corporate training department’s toolkit. Trainers, consultants, coaches, sales managers and personal development gurus all sing the praises of doing a better job of listening. And, it makes good common sense as well.

However, the “listening” that is almost always taught is not the listening that is critical to leaders.

The usual meaning of “listening” in business is about improving the efficiency and effectiveness with which the listener extracts information from the client or speaker. Again, this makes good sense. If we want to serve our customers, make the sale, or solve others’ problems, then it’s certainly necessary that we understand all that we can about how they see the problem, the issues. It’s a cognitive aim. The purpose of this kind of listening is served once the problem has been identified and solved.

Indeed, listening-to-extract-information is a necessary tool for helping serve others.

But it is far from sufficient; and it is especially insufficient when it comes to leadership. For that, we need a different form of listening – call it listening for empathy, or listening for validation. The purpose of this kind of listening is not cognitive information extraction: it is about making the speaker, the client, feel understood.

All human beings desire to be understood by others; if we don’t get it, we feel incomplete, un-heard, occasionally resentful and usually less-than-fully cooperative. But if we do get that feeling from the listener, things change. We are validated. We want to cooperate. We desire to reciprocate, and listen to what the listener has to say.

Leaders, above all, need to have their “followers” listen to what they have to say. The best way to get that job done is to listen first – not for problem extraction, but for validation. To be listened to as a leader, first learn to listen.

Charles H. Green is an author, speaker and world expert on trust-based relationships and sales in complex businesses. Founder and CEO of Trusted Advisor Associates, he is co-author of the classic The Trusted Advisor and its practical follow-up, The Trusted Advisor Fieldbook, and author of Trust-based Selling.

Barbara Brooks Kimmel is the Executive Director of Trust Across America-Trust Around the World whose mission is to help organizations build trust. She is also the editor of the award winning TRUST INC. book series and the Executive Editor of TRUST! Magazine. In 2012 Barbara was named “One of 25 Women Changing the World” by Good Business International.

Copyright 2014, Next Decade, Inc.

Welcome to TRUSTGiving 2014, our first annual weeklong trust awareness campaign.  Join the Alliance of Trustworthy Business Experts as our members help our readers navigate the complexities of trust. We will be blogging (several times a day) and posting on Twitter #TrustGiving2014.

Read what Randy Conley has to say about trust and betrayal.

How Can You Give Trust When You Have Been Betrayed?

Suffering a betrayal of trust can be one of the most difficult and challenging times in your life. Depending on the severity of the offense, some people choose not to pursue recovery of the relationship. For those that do, the process of restoration can take days, weeks, months, or even years. If you choose to invest the time and energy to rebuild a relationship with someone who has broken your trust, you have to begin with forgiveness. 

As you consider forgiving someone who has betrayed your trust, here are some things to keep in mind:

• Forgiveness is a choice – It’s not a feeling or an attitude. Forgiving someone is a mental decision, a choice that you have complete control over. You don’t have to wait until you “feel” like forgiving someone.
• Forgiving doesn’t mean forgetting – You don’t have to forget the betrayal in order to forgive. You may never forget what happened, and those memories will creep in occasionally, but you can choose to forgive and move on.
• Forgiveness doesn’t eliminate consequences – Some people are reticent to give forgiveness because somehow they think it lets the other person off-the-hook from what they did wrong. Not true. Consequences should still be enforced even if you grant forgiveness.
• Forgiving doesn’t make you a weakling or a doormat – Forgiveness shows maturity and depth of character. If you allow repeated violations of your trust then you’re a doormat. But forgiving others while adhering to healthy boundaries is a sign of strength, not weakness.
• Don’t forgive just to avoid pain – It can be easy to quickly grant forgiveness in order to avoid conflict and pain in the relationship. This usually is an attempt at conflict avoidance rather than true forgiveness. Take the appropriate amount of time to think through the situation and what will be involved in repairing the relationship before you grant forgiveness.
• Don’t use forgiveness as a weapon – If you truly forgive someone, you won’t use their past behavior as a tool to harm them whenever you feel the need to get a little revenge.
• Forgiveness isn’t dependent on the other person showing remorse – Whether or not the person who violated your trust apologizes or shows remorse for their behavior, the decision to forgive rests solely with you. Withholding forgiveness doesn’t hurt the other person, it only hurts you, and it’s not going to change anything that happened in the past. Forgiveness is up to you.
• Forgiveness is freedom – Holding on to pain and bitterness drains your energy and negatively colors your outlook on life. Granting forgiveness allows you to let go of the negative emotions that hold you back and gives you the ability to move forward with freedom and optimism.

Forgiveness is the first step in rebuilding a relationship with someone who has betrayed your trust.  As we head into the holiday season, TRUSTGiving2014 is an ideal time to take action to repair those low-trust relationships you’ve been tolerating. The choice is yours. Will you choose to forgive?

Randy Conley is the Vice President of Client Services & Trust Practice Leader for The Ken Blanchard Companies. He works with clients around the globe helping them design & deliver training and consulting solutions that build trust in the workplace and oversees Blanchard’s client delivery operations. He has been named a Top 100 Thought Leader in Trustworthy Business Behavior by Trust Across America. Randy holds a Masters Degree in Executive Leadership from the University of San Diego. You can follow Randy on Twitter @RandyConley where he shares thoughts on leadership and trust.

Barbara Brooks Kimmel is the Executive Director of Trust Across America-Trust Around the World whose mission is to help organizations build trust. She is also the editor of the award winning TRUST INC. book series and the Executive Editor of TRUST! Magazine. In 2012 Barbara was named “One of 25 Women Changing the World” by Good Business International.

Copyright 2014, Next Decade, Inc.

I am grateful when companies “do the right thing.” How about you? Isn’t it time we began acknowledging them instead of always focusing on the negative?

Here are 2 quick stories that deserve recognition.

The Cookie Caper

Have you ever heard of DiCamillo Bakery in upstate NY? I hadn’t until a few weeks ago when I came across their name in a catalog and decided to send a Thanksgiving basket to a relative. Here’s a quick company history from their website.

“In 1920, with the help of their eleven children, Tomaso and Addolorata Di Camillo opened their first bakery in Niagara Falls, New York. From basement ovens in this store, the Di Camillo family began baking bread and delivering it to their neighbors in horse-drawn wagons. Today second, third, and fourth generation members of the Di Camillo family continue this uninterrupted tradition of making wholesome hearth-baked bread and classic Italian cookies and confections for our friends and neighbors. Although our menu of breads and biscotti has greatly expanded, and our neighbors can be found all over the world, our standards, our traditions, and the pride in the products that we make remain the same.”

A few days later I received a call from the gift recipient, thanking me for the wonderful cookies and macaroons. The problem was, I hadn’t sent cookies and macaroons. A quick call to Di Camillo and the problem was solved. They admitted their mistake and shipped the correct order, at no cost. My first hat goes off to Di Camillo who apparently “does things right.” By the way, their prices are reasonable and their baked goods are delicious.

Leaky Faucets

I recently called Kohler to inquire about replacing a broken head on my kitchen faucet. The call wait time was very short, an English-speaking customer service rep picked up the phone, some basic information was collected (name, address, etc.) and the matter was resolved in under 5 minutes. The outcome: The part is being replaced at no charge. There was little discussion of warranties. The closest was the question as to when the item was purchased. I told the CSR I had no idea, as I could not remember when we had our kitchen remodeled.

So hat’s off to Kohler for standing behind their product and “doing what is right” instead of only “what is legal.” And the way they do business is clearly not by accident. Founded in 1873, Kohler is a family-owned business, and a privately held company. You can read their mission statement here. Their employees seem happy and they have won many awards. Herbert Kohler, Jr. is the CEO and the founder’s grandson. And I’ll bet you didn’t know that the company owns several golf courses and an arts center in Wisconsin!

Do you think culture and values are high on the priority list of these two companies? Are you surprised they have been in business for so long? I’m not. It seems they try to “do right” by all their stakeholders. I doubt either company is perfect, but they certainly set high standards.

Thank you Di Camillo’s Bakery and Kohler. You are truly role models for trustworthy business.

Let’s celebrate the “good guys.” Send me your “do the right thing” stories and I’ll be happy to feature them in upcoming blog posts. Email barbara@trustacrossamerica.com

Barbara Brooks Kimmel is the Executive Director of Trust Across America-Trust Around the World whose mission is to help organizations build trust. She is also the editor of the award winning TRUST INC. book series and the Executive Editor of TRUST! Magazine. In 2012 Barbara was named “One of 25 Women Changing the World” by Good Business International.

Copyright 2014, Next Decade, Inc.

Welcome to TRUSTGiving 2014, our first annual weeklong trust awareness campaign.  Join the Alliance of Trustworthy Business Experts as our members help our readers navigate the complexities of trust. We will be blogging (several times a day) and posting on Twitter #TrustGiving2014.

In this post, Frank Sonnenberg discusses the disconnect between trust’s perceived value and the priority it is (or is not) given.

People like talking about trust. Parents expect it, recruiters require it, and leaders demand it. In fact, whenever trust is mentioned, everyone smiles and nods their head. That’s because trust is like motherhood and apple pie.

Yet, there seems to be a disconnect between the perceived value of trust and the priority that it receives. Some folks view trust as nothing more than a motivational speech, a clever slogan, or a fancy book collecting dust on a shelf.

Why doesn’t trust receive the priority that it rightly deserves? In some cases, people are short-term thinkers. They’ll do anything to get what they want and aren’t willing to make the long-term commitment.  Others conclude that it’s hard to measure the impact that our words and actions have on trust –– so why pay the price? Let’s look at what happens in the absence of trust.

Distrust Commands a Heavy Price

In the relationships between people and groups, a lack of trust:

Creates a distraction. Distrust causes people to lose sight of what’s important and become sidetracked by trivial matters.

Damages relationships. Distrust promotes disharmony and uncertainty. It causes people to scrutinize what others say and second-guess their intent.

Destroys communication. Distrust fosters dishonesty and lack of transparency. People spend more effort reading between the lines than listening to what’s being said.

Damages teamwork. Distrust creates dissension. It pits people against one another. You can expect finger pointing, the blame game, and witch hunts to thrive where there is distrust.

Reduces competitiveness. When there’s distrust, people spend more time answering to the “paperwork police” than doing their job. This increases costs, but rarely adds value to the product or the customer experience. 

Encourages game playing. Distrust encourages people to spend more time trying to beat the system rather than trying to do something meaningful.

Destroys individual initiative. Distrust encourages people to look busy rather than to actually be productive.

Creates a toxic environment. Distrust creates an atmosphere that can be cut with a knife. In these environments, people opt for the political solution rather than for doing what’s right.

Hurts loyalty and morale. Distrust is anxiety provoking and debilitating. Good people would rather leave an organization for greener pastures than spend their days covering their behind.

It’s time to put your money where your mouth is. 

The Magic of Trust

What if I told you that mistrust could kill our individual aspirations, cripple our personal and business relationships, strip the muscle from our most powerful leaders, and crush the productivity and morale of our best and brightest people? Would I have your attention? Then why don’t we give trust the attention it deserves?

You may not think that paying lip service to trust bears a cost, but it commands a very handsome price. If you care about your credibility and reputation, desire the respect of friends and family, or want to be taken seriously in life … trust matters. Trust is more than a platitude; it defines you as a person. There is a tendency to believe that if something cannot be seen or heard, it does not exist. It brings to mind the question: If a tree falls in the forest and no one is there to hear it, does it make a sound? Trust, as with other soft issues, is like the tree that falls in a forest. If we don’t believe that trust makes a sound, maybe it’s time to get our hearing checked.

Frank Sonnenberg is an award-winning author. He has written five books and over 300 articles. Frank was recently named one of  100 “Global Thought Leaders” and nominated as one of “America’s Most Influential Small Business Experts.” Frank has served on several boards and has consulted to some of the largest and most respected companies in the world. Additionally, FrankSonnenbergOnline was named among the “Best 21st Century Leadership Blogs.” Frank’s new book, Follow Your Conscience is available November 2014.

© 2014 Frank Sonnenberg. All rights reserved.

Barbara Brooks Kimmel is the Executive Director of Trust Across America-Trust Around the World whose mission is to help organizations build trust. She is also the editor of the award winning TRUST INC. book series and the Executive Editor of TRUST! Magazine. In 2012 Barbara was named “One of 25 Women Changing the World” by Good Business International.

Copyright 2014, Next Decade, Inc.

Welcome to TRUSTGiving 2014, our first annual weeklong trust awareness campaign.  Join the Alliance of Trustworthy Business Experts as our members help our readers navigate the complexities of trust. We will be blogging (several times a day) and posting on Twitter #TrustGiving2014.

In this post, Bob Whipple discusses the bilateral nature of trust.

I have studied trust for two decades.  It is such a rich topic area that the angles of insights are limitless. A concept I want to discuss here is the bilateral nature of trust.  We often think of trust as one dimensional: about how we feel toward another person. In reality, trust goes both directions at all times.

If we recognize this aspect of trust, one of the best ways to receive more trust in your life is to give more of it to others.  If a child trusts us to keep her from falling on her first bike ride, we rise to that trust by being worthy of it.

The same kind of reciprocal trust goes on in the workplace every day.  If we extend more trust to people then we will build more trust for us in return. It is this cycle of giving and receiving trust that is so helpful for anyone in a leadership position.

I work with leaders all the time. Many of them show little trust in their workers because they say, “how can I trust them when they show that they are not trustworthy.”  These leaders foster low trust actions and the cycle continues.  If they would only seek ways to show higher trust, in little ways, there is a Pygmalion way to walk out of the darkness to where higher trust extension is possible.

Take proactive step of extending more trust to people who work for you. This means doing things like:

• Giving people more authority
• Refraining from micromanaging
• Eliminating restrictive rules

These types of actions allow people to know you are serious about trusting them more, and they will rise to a higher level of performance as a result.

Bob Whipple (AKA “The Trust Ambassador”) is CEO of Leadergrow Inc., an organization dedicated to the development of leaders.  He has written four books on trust and leadership and has made contributions to several other trust books.  He has written hundreds of articles on trust and leadership topics.

Barbara Brooks Kimmel is the Executive Director of Trust Across America-Trust Around the World whose mission is to help organizations build trust. She is also the editor of the award winning TRUST INC. book series and the Executive Editor of TRUST! Magazine. In 2012 Barbara was named “One of 25 Women Changing the World” by Good Business International.

Copyright 2014 Next Decade, Inc.

Welcome to TRUSTGiving 2014, our first annual weeklong trust awareness campaign.  Join the Alliance of Trustworthy Business Experts as our members help our readers navigate the complexities of trust. We will be blogging (several times a day) and posting on Twitter #TrustGiving2014.

Linda Fisher Thornton offers advice on Protecting the Trust Relationship

I have noticed that when I extend trust to others, even if I have doubts, I am usually pleasantly surprised by the results. I believe that we should extend trust freely to others for these five reasons that tie directly back to the success of our organizations:

5 Reasons We Should Extend Trust

1. To Avoid a Cycle of Mistrust

If we hold back trust we may treat someone suspiciously, causing them to not trust us. Our negative expectations can become a self-fulfilling prophecy, starting a cycle of mistrust.

2. To Encourage Trustworthy Behavior

We often get what we expect, so we should expect trustworthy behavior. If we freely trust people, they are more likely to behave in trustworthy ways.

3. To Support Ethical Culture-Building

High-trust workplaces support ethical choices and ethical choices build trust. Withholding trust creates a cultural “dampening field,” making it less likely that people will protect the organization’s ethics.

4. To Stay Focused on Positive Outcomes

Staying focused on the positive keeps us from getting stuck in “what if” scenarios that can distract us from the work at hand.

5. To Bring Out People’s Best (Which Fuels Organizational Success)

Trusting others (while being alert for problems at the same time) brings out the best in them, and it brings out the best in us. This positive cycle propels our organizations to success.

Protecting the Trust Relationship

If we make trust “all about us” we’re missing the point – trust is inherently relational. We can’t build a trust relationship by holding back until people “earn it.” We will not reap the wonderful benefits of trust building without a commitment to protecting the trust relationship. No “transaction” can transform people and organizations the way that that protecting the trust relationship does.

Linda Fisher Thornton is CEO of Leading in ContextLLC, and she is on a mission to Unleash the Positive Power of Ethical Leadership™ in organizations. She is the author of 7 Lenses. Linda is an authority on the future of ethical leadership, and writes and speaks about how to bring out the best in people and organizations through proactive ethical leadership.  Her website is LeadinginContext.com.

Barbara Brooks Kimmel is the Executive Director of Trust Across America-Trust Around the World whose mission is to help organizations build trust. She is also the editor of the award winning TRUST INC. book series and the Executive Editor of TRUST! Magazine. In 2012 Barbara was named “One of 25 Women Changing the World” by Good Business International.

Copyright 2014 Next Decade, Inc.

Welcome to TRUSTGiving 2014, our first annual weeklong trust awareness campaign.  Join the Alliance of Trustworthy Business Experts as we help our readers navigate the complexities of trust. During the week we will be blogging (several times a day) and posting on Twitter #TrustGiving2014.

Bob Vanourek is a former CEO of 5 firms. What happened when he got fired?

When I was in my late-20’s, I was CEO of a small company owned by a venture-capital firm in California that had hired me. We had a great run over a few years, taking the firm from $1 million in revenue to almost $4 million, and I was hoping we might “go public.”

Then I was told by the venture capitalists that they had sold the firm to a larger company. I was shocked. After the sale, I had a chip on my shoulder, which showed in my behavior at the new firm. I was a pain-in-the butt.

One day the Group VP to whom I reported arrived in town and fired me. What an embarrassment in the small town where we lived. No outplacement services in those days. I was just out. 

One of my direct reports was named CEO, and I learned my officers had all been interviewed for my job before I was canned. How untrustworthy they had been.

Then I heard a radio jingle:

“Love many; trust few; and always paddle your own canoe.”

“That’s me,” I said. People betrayed me, so, I’ll trust few.

I operated that way for a while but soon realized, when I showed I didn’t trust people, then they didn’t trust me. As my friends, Jim Kouzes and Barry Posner say, leaders go first.

To lead, I had to regain a positive attitude and extend trust first. 

Bob Vanourek is the former CEO of five firms from a start-up to a billion dollar NY stock exchange turnaround. He is an organizational consultant and is one of Trust Across America’s Top 100 Thought Leaders in Trustworthy Business Behavior. He is the co-author of the award-winning book Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations. www.triplecrownleadership.com

Barbara Brooks Kimmel is the Executive Director of Trust Across America-Trust Around the World whose mission is to help organizations build trust. She is also the editor of the award winning TRUST INC. book series and the Executive Editor of TRUST! Magazine. In 2012 Barbara was named “One of 25 Women Changing the World” by Good Business International.

Copyright 2014 Next Decade, Inc.

Welcome to TRUSTGiving 2014, our first annual weeklong trust awareness campaign.  Join the Alliance of Trustworthy Business Experts this week as our members help our readers navigate the complexities of trust. Over the next seven days we will be blogging (several times a day) and posting on Twitter #TrustGiving2014.

Holly Latty-Mann shares some thoughts below. Check back at the end of the week for the second segment of Holly’s Trust and Company Meetings Part 2.

Part I: Trust-Building Activities to Incorporate in Company Meetings

(an excerpt from our upcoming book, Trust Inc., 52 Weeks of Activities & Inspirations for Building Workplace Trust)

Weekly meetings, whether management or departmental, offer prime opportunities to create and build both trust and cohesion between and among all team members. By applying what cognitive psychologists refer to as the primary and recency effects, people tend to remember the first and final activities of meetings. As such, it is important to begin and end team meetings in a way that promotes a trust with far-reaching ripple effects.

Although not necessary, ideally the one who sets the agenda for weekly meetings is the one with the greatest opportunity to introduce activities designed to create a team culture of trust. The following represents a tried-and-true approach by the author of this blog.    

Create a Brief Checking-In Activity to Start the Meeting: 

►Announce you’d like to start your meeting with a quick, casual “checking-in round,” in which everyone has a chance to share anything of interest going on in his or her life – or pass.

►Rather than offer examples, consider going first in order to provide a model of appropriate self-disclosing. Examples can include family vacation or the angst one feels with one’s teenage child getting a permit to drive, or discovering rock climbing as a favorite pastime.

►Occasionally bring in a prop or picture as an adult version of show-and-tell, something designed to promote some levity or a relaxed demeanor.

►Although it is important to keep it brief, it’s also important not to be rigid regarding timing. 

►Allow body language cues to help with moderating, pacing, and timing.  

Experiencing one another in other life roles helps everyone become as much people-focused as task-focused when later working together on a team project. It is a genuine manifestation of trust when one’s focus shifts from who is right or wrong to what’s working or not working, the latter of which is more likely to happen when people regard one another as “Pat the person” and not just “Pat the professional”.

My next blog will feature an even shorter activity to end the meeting, one that likewise is designed to build trust and team cohesion.

Holly Latty-Mann, PhD, president and owner of The Leadership Trust®, uses her two doctorates in psychology to heighten and crystallize self-awareness and emotional intelligence at root-cause level. Her holistic, integrative models extend to team and organizational development processes to engender trust-based collaborative efforts, thereby expediting both the creation and delivery of her clients’ innovative products and services. To contact Holly and learn more, visit www.leadershiptrust.org or write info@leadershiptrust.org.

Barbara Brooks Kimmel is the Executive Director of Trust Across America-Trust Around the World whose mission is to help organizations build trust. She is also the editor of the award winning TRUST INC. book series and the Executive Editor of TRUST! Magazine. In 2012 Barbara was named “One of 25 Women Changing the World” by Good Business International.

Copyright 2014 Next Decade, Inc.

Welcome to TRUSTGiving 2014, our first annual weeklong trust awareness campaign. From November 17-23, Trust Across America-Trust Around the World will be delivering a series of guest blog posts to inspire and motivate you to raise the level of trust in your personal and professional relationships.

Who remembers a time when:

• Families, often extended, ate dinner together every night
• Doctors made house calls
• Business deals were done on a handshake
• Politicians kept their word
• Athletes exercised their way to peak performance
• The media reported the facts

These were just a few of the foundational elements of societal trust. Many seem like a distant memory, but given the right tools, we can return to a higher trust environment.

Join the Alliance of Trustworthy Business Experts this week as our members assist our readers in navigating the complex trust maze. Over the next seven days we will be blogging (several times a day) and posting on Twitter #TrustGiving2014.

Come join the celebration and share your newfound knowledge with others.

Let us not look back in anger, nor forward in fear, but around in awareness. James Thurber

Barbara Brooks Kimmel is the Executive Director of Trust Across America-Trust Around the World whose mission is to help organizations build trust. She is also the editor of the award winning TRUST INC. book series and the Executive Editor of TRUST! Magazine. In 2012 Barbara was named “One of 25 Women Changing the World” by Good Business International.

Copyright 2014 Next Decade, Inc.

Building organizational trust is a whole lot easier if people truly, deeply, emotionally like their boss. Robert Galford, Center for Leading Organizations

(from Trust Across America’s Weekly Reflections on Trust 2014)

Organizational Trust this Week is a new feature beginning with the “Good”, moving through the “Debatable” and occasionally ending with the “Ugly.” Each story contains a trust component and at least one lesson for organizations seeking to make trust a business imperative.

THE GOOD

This CEO sees trust as the ULTIMATE career weapon.

Not all marketing firms are “spinning” the truth. Here’s an example where trust matters in marketing.

THE DEBATABLE

Are you trustworthy just because you didn’t break any rules?

Two new reports offer different conclusions about whether big companies offer too little disclosure about their operations, or perhaps too much.

How about a Chief Trust Officer first?  Chief Distruption Officer will bring innovation, but not without trust.

THE UGLY

Who wins when the Chairman and CEO don’t get along? Nobody. And in this case, especially the shareholders.

Imagine the level of innovation, engagement and success when employees don’t trust their employer.

OUR MOST POPULAR POST THIS WEEK

And finally, Trust Across America-Trust Around the World’s most popular post on LinkedIn Pulse this week. Our 6-month update on Trust & the Bottom Line. Send us your stories for consideration in future editions of Organizational Trust this Week: barbara@trustacrossamerica.com

Barbara Brooks Kimmel is the Executive Director of Trust Across America-Trust Around the World whose mission is to help organizations build trust. She is also the editor of the award winning TRUST INC. book series and the Executive Editor of TRUST! Magazine. In 2012 Barbara was named “One of 25 Women Changing the World” by Good Business International.

Nominations are now being accepted for Trust Across America-Trust Around the World’s 5th annual Global Top Thought Leaders in Trustworthy Business.

Our brand new magazine TRUST! makes the case that in Financial Services, Industry is NOT Destiny

We will be publishing our third book at the end of November.

                                                                                               Coming Soon!

Should you wish to communicate directly with Barbara, drop her a note at Barbara@trustacrossamerica.com

Copyright 2014 Next Decade, Inc.