Archive

Posts Tagged ‘CEO’

Jan
08

Trust Across America-Trust Around the World’s free

2019 Calendar and Poster

provide ideas to start the trust discussion.

Will 2019 be the year when you become an enlightened leader?

Register to receive these tools via the home page of our website.

 

If you have any questions, comments or ideas, we are here to listen.

Copyright 2019, Next Decade, Inc.

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Dec
29

Around this time every year, the news “treats us” to the top leadership failures, and 2018 is certainly no exception. “The trust buck” certainly stopped on the CEO’s desk at Facebook, Uber and Theranos, to name just a few.

While the media may continue to believe that only “bad” sells,  I launched Trust Across America-Trust Around the World more than ten years ago, with one objective of directing attention to the “good” because their stories rarely get told. Perhaps they are just too “good” to get air time, and just maybe the media is ignoring the stories that people want to hear.

This list is not about CEOs taking stands, feel good philanthropy, “check the box sustainability” or CSR projects, but rather about high integrity leaders who believe that a long-term holistically trustworthy strategy will positively impact ALL stakeholders.

Top Ten Stories of 2018

(presented alphabetically)

  • *Chip Bergh runs Levi Strauss and continues his focus on building a long-term culture with great success. (And BTW: Chip and I share the Lafayette College alma mater.
  • Many people like to throw darts at Jeff Bezos at Amazon for “disrupting” retail, yet he also gives back in a big way. This is his newest preschool initiative.
  • Larry Fink Blackrock’s CEO rattled the business world in his letter to CEOs by announcing a new model for corporate governance.
  • David Kleis is St. Cloud Minnesota’s longest serving Mayor, who, over the past 3 years, has been hosting monthly dinners at his house and almost 700 town halls to get to know his constituents, complete with a mobile bus!
  • *Rose Marcario at Patagonia is using the company’s $10 million tax break to help save the planet.
  • *David Reiling is CEO of St. Paul-based Sunrise Banks. Under his leadership, Sunrise became Minnesota’s first bank certified as a community development financial institution, a legal benefit corporation, and a member of the Global Alliance of Banking on Values. As David says “At the end of the day, if the community succeeds, we will be able to thrive along with them.”
  • Physician Kylie Vannaman runs MDPCA (Midwest Direct Primary Care Alliance) a group that is buying back medical bills from those who cannot afford to pay them.
  • Martin Van Trieste, a former Amgen executive is the CEO of Civica RX. Never heard of them? This mission driven company plans to stabilize the soaring costs of prescription drugs.
  • Bob Wilson an 89-year old California business owner just wrote 1085 checks, each for $1000. Find out why.
  • Jeff Yurcisin, a former Amazon executive who recently became president of Zulily, talks about why trust is the #1 leadership imperative.

Let’s celebrate these trustworthy leaders and their organizations. Let’s work together to continue to build organizational trust in 2019.

* Chip Bergh, Rose Marcario and David Reiling also appeared on this list in 2018.

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. She also runs the world’s largest global Trust Alliance and is the editor of the award- winning TRUST INC. book series. In 2017 she was named a Fellow of the Governance & Accountability Institute, and in 2012 she was recognized as one of “25 Women who are Changing the World” by Good Business International. She holds a BA in International Affairs from Lafayette College and an MBA from Baruch at the City University of NY.

For more information visit our website at www.trustacrossamerica.com or contact Barbara Brooks Kimmel, CEO and Cofounder

Barbara@trustacrossamerica.com

 

You may also join our Constant Contact mailing list for updates on our progress.

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Dec
22

In celebration of the 10th anniversary of Trust Across America-Trust Around the World, our global Trust Alliance “elves” have spent the year hammering away at new (and free) tools to elevate organizational trust in any organization regardless of size, location or industry.

We are happy to provide our readers with “12 days of organizational trust resources.”

  1. Our special TRUST! Magazine spring issue focused on the intersection of trust and good governance. It’s a gem and should be read by every Board member everywhere!
  2. Several members contributed to our growing case study library called Trustlets.
  3. Dozens of hours of collaboration lead to the publication of TAP (Trust Alliance Principles) 
  4. Our “Million Taps” campaign launched with an inaugural group of fifty signatories. As of this moment 29,544 global professionals have accessed TAP, with thousands joining our movement ever month.
  5. Through our global network, TAP is now available in 16 languages. Our readers can download the translations at no cost.  EnglishArabicChineseDutchFinnishFrenchGermanHebrewHindiItalianJapanese , Portuguese (Brazilian)RomanianRussianSpanish, and Swedish
  6. The July issue of TRUST! Magazine focused on TAP with many Alliance members weighing in. 
  7. Our first annual Country Trust Index was published with the help of our global members. The index was the most popular download on our website in November. Switzerland wins!
  8. The 4th annual Showcase of Service Providers was published in October, featuring the work of some of our members.
  9. This “2 pager”  can be accessed under the Research tab on our website. It is a sample of the material contained in our 10th anniversary report “Trust & Integrity in Corporate America” made possible by the Alliance warriors working collaboratively to elevate trust during the past 10 years.
  10. Our members contributed to the publication of many articles on various organizational trust topics.
  11. With the help and support of our members, our 9th annual Top Thought Leaders in Trust nominations  have been a huge success. Honorees will be announced in the winter issue of TRUST! Magazine at the end of January 2019.
  12. Our 2019 calendar “Building High Trust Teams” is now available simply by registering for our Constant Contact mailing list. It is the beginning of Phase #2 of TAP with monthly discussion questions provided to elevate trust in your team during 2019.
Our website welcomes over 20,000 visitors every month. If you use our resources and would like us to continue to provide more at no cost in the future, please consider making a donation so that our elves can maintain their tools in tip top shape in 2019.
Our plans for 2019? Our Trust Alliance members will be building and benefiting from a new tool every month throughout the year!
May 2019 be the “Year of Trust.”
Barbara Brooks Kimmel, CEO & Cofounder
Copyright 2018, Next Decade, Inc.

 

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Dec
07

Ten years ago, in the wake of the financial crisis, I undertook a study of organizational trust. Ten years later, and with the assistance of hundreds of global experts, I offer the following observations gleaned over the past decade.

Organizational trust is built over time and in incremental steps. There are simply no shortcuts.

Trust facts:

Organizational trust is an “inside out” strategy built through…

  1. A shared purpose and tactical vision acknowledging all stakeholders, not just shareholders
  2. A high integrity/high accountability board and CEO
  3. Long-term and corporate-wide intentional trust building strategies
  4. Daily reinforcement
  5. Hiring (and firing) in accordance with corporate values
  6. Rejection of hidden agendas
  7. Vulnerability and a willingness to admit mistakes
  8. Transparency, truth telling and promises kept
  9. Rewarding moral character
  10. Trust measurement and tracking

Recently my colleagues and I have witnessed some “sloppy” use of the word “trust” via short-term thinking attempts to provide quick and easy illusory measurements and solutions.

Trust Fiction:

Trust is not built through…

  1. Delegation of trust building to middle management or online ethics training modules
  2. Expensive and slick PR or “branding” campaigns
  3. CEO activism unrelated to the business
  4. CSR “one off” projects and ESG “check the box” practices
  5. Self-fulfilling surveys, reports and “best of” awards
  6. Philanthropy
  7. Empty apologies, lots of talk and little action
  8. Social media “strategies” and buzz words
  9. More rules and larger legal departments
  10. Short-term share price action

There are no short-term solutions to building a trustworthy business. Attempting to cut corners not only wastes time and resources but damages reputation.  For those Boards and CEOs who want to learn more, check back next week when we offer 12 free tools to elevate trust in every organization, regardless of size, industry or location.

Barbara Brooks Kimmel is an award-winning communications executive and the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. A former consultant to McKinsey and many Fortune 500 CEOs and their firms, Barbara also runs the world’s largest global Trust Alliance, and is the editor of the award-winning TRUST INC. book series and TRUST! Magazine. 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. Don’t forget to TAP into Trust!

For more information contact barbara@trustacrossamerica.com

Copyright(c) 2018, Next Decade, Inc.

 

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Nov
06

(A condensed version of this article first appeared on The FCPA Blog)

Recently, the newly appointed CEO of Novartis, Vas Narasimhan, announced that he would be linking employee bonuses to ethics as part of a strategy to rebuild the company’s reputation. Specifics of the scoring system were not divulged. This raises some interesting questions in the trust, ethics and compliance community. Among them, is it ethical to pay people to act ethically or is it a form of bribery? Will these bonuses elevate ethical behavior? What is the minimum “acceptable” behavioral standard to receive a bonus? We asked Trust Across America’s 12-member Trust Council to weigh in. Some of their best answers from both a macro and micro perspective, are provided below.

Ethics is a Company Wide Issue

At Datron, we spend a lot of time in the FCPA world as over 90% of our business is conducted outside the US.  We find that ethics is a company wide issue that encompasses not only your employees but also any organization that represents us in the marketplace.  We have not taken the route of rewarding ethical behavior at the employee level.  We spend the money on training, both in the compliance area and in the “servant” leadership area to ensure that everyone understands the company mission, purpose and how our behaviors (values) are reflected in the work we do.  In our multi-cultural company with over 80 representatives around the world we take compliance to all entities that interface with our customers at any level.  This means that our annual FCPA training is required and annual anti-bribery statements are completed by both employees and our representative companies.  In addition we require all of our representatives to hold current Trace International certifications.  If these items are not completed as required we don’t do business with that organization and don’t let our employee interface with the customer.

In general I would recommend that leaders know what would work best for their organizations.  I personally would not take the approach Novartis has taken just because paying money for a required behavior is too much like a bribe and I believe it sends the wrong message to the organization.  It also says that it is ok to act unethically we just won’t provide you a bonus if you do.  I think requiring behavior in accordance with the company values is a better long-term solution.

I believe that a focus on culture, understanding why it is important for the organization to conduct itself in accordance with it’s core values and spending training dollars to ensure this each and every day is a better investment than providing an annual bonus award.  Art Barter

Influencing Human Behavior

This approach is a good idea for Novartis. We can’t change human nature—there will always be some unethical people. But we can influence human behavior. We influence human behavior through many means: education and training, personal examples and role models, good leadership, shared norms and values, rewards and punishments, and more. Good companies reward (or punish) employees with scoring systems for both achieving goals (results) and “how” those goals are achieved. Scoring a 1 on values and behavior at Novartis (1 = below expectations) makes an employee ineligible to receive a bonus and likely signals they may face demotion or termination. It is a realistic way to grab people’s attention that unethical behavior will no longer be tolerated at this firm. Bob Vanourek

Systematizing Ethical Practices

I applaud Novartis’ efforts to encourage and systematize ethical behavior. Behaving ethically should be the “ticket of admission” for even having a job, but many organizations don’t view it that way. Novartis is taking proactive steps to enforce consequences for salespeople who don’t meet expectations. Randy Conley

Innovation is Key

To determine the best ways to make progress on the trust, transparency and ethics road we have to innovate. To develop proven, repeatable and scalable strategies we all have to be bold enough to try. Novartis is trying. We don’t know the context or risk appetite they are working from so it is hard to objectively review their strategy. To innovate well we have to accept failure and partial successes, learn, pivot and go at it again. The fact that organizations are trying is, in my mind, the thing of value. They will engage in many critical conversations around this project and that dialogue with their employees, partners and board is priceless in the fight for ethics. Deb Krizmanich

Discussing Ethics

Ethical performance — good or bad — is an intrinsic aspect of organizational culture, While company value statements, codes of conduct and compliance training are essential components of an ethical culture, even more important is how organizations react to ethical dilemmas and lapses.  When discussions about ethics are taboo, and individuals are rewarded for unethically achieved results, the culture quickly adapts to this reality without regard to official policy.  In this respect, Novartis is on the right track by explicitly withholding rewards for employees who behave unethically.  Even more telling will be whether discussion of ethics is normalized and unethical behaviors consistently derail careers at the company. Barton Alexander

Payments for Behaving Ethically

There is something prima facie anti-ethical about paying people money to behave ethically. If you have to be paid to be ethical, you’re not. And by reducing ethics to behavioral inducements, the system devalues the ethicality of all actions, regardless of their objective desirability. This reduces ethics to the category of compliance and sales quotas. Charles H. Green

The Devil is in the Details 

Whether the Novartis plan is a good idea to resolve the ethical dry rot is debatable. The devil is in the details, but I would raise a caution flag.  Essentially they are saying that meeting expectations or being a role model for ethical behavior will earn employees extra pay, while not meeting expectations means you get no extra pay, and it could lead to termination. I also do not agree that bringing in Klaus Moosmayer from Siemens to be the ethics tsar is going to make up for poor leadership at the top. Bob Whipple

A further Internet search of the Novartis bonus “plan” revealed the following “anonymous” comment:

This has been in place for over two years. Probably just touting this in the news because of all the recent violations. Reps don’t get an additional bonus. They have money withheld from each bonus period and if their manager sees fit and gives them a good rating, they may or may not get all the money back. So Novartis actually takes money and holds it for a year. Some reps get back more but a lot will actually get back less. The kicker is, they have to still be employed to get that money and it’s only paid out once a year and it’s supposed to be about values and behaviors but it’s still tied to sales. 

The Trust Council jury is split with regard to the ethics of ethics bonuses. To be meaningful ethics and trust must remain a top-down strategy built from the inside out, and only then will they have a long-term impact on organizational reputation.

Trust Across America-Trust Around the World’s Trust Council is an invitation-only advisory group comprised of global business leaders and consultants from a broad cross section of industries and functions who are rotated through membership in our Trust Alliance. The Council serves for twelve months.

Barbara Brooks Kimmel is an award-winning communications executive and the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. A former consultant to McKinsey and many Fortune 500 CEOs and their firms, Barbara also runs the world’s largest global Trust Alliance, and is the editor of the award-winning TRUST INC. book series and TRUST! Magazine. 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. Don’t forget to TAP into Trust!

For more information contact barbara@trustacrossamerica.com

 

 

 

 

 

 

 

 

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Aug
12

Why should Boards and their CEOs focus on building stakeholder trust? Our FACTS® Framework calculates the trustworthiness of US based public companies, and we have issued an annual report of our findings since 2012.

On average, the “Top 10″ most trustworthy public companies have outperformed the S&P 500 by over 30% annually. 

That’s why.

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. A former consultant to McKinsey and many Fortune 500 CEOs and their firms, Barbara also runs the world’s largest global Trust Alliance, and is the editor of the award winning TRUST INC. book series and TRUST! Magazine. 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. For more information contact barbara@trustacrossamerica.com

Copyright (c) 2018, Next Decade, Inc.

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Aug
04

A simple message for the C-Suite…

Rules, regulations and policies are not substitutes for trust, ethics or corporate responsibility.

I would like to pose one question to each of the following five CEOs whose organizations hijacked my time this week:

JP Morgan Chase and Jamie Dimon: Do you think your policy of cancelling a widow’s credit card within two weeks of the death of their spouse, and with no notice, is the “right thing” to do simply because they are not the “primary?” It hasn’t been too long since you lost your parents. What if it was your mother who had been embarrassed at CVS over an $8.00 purchase on her Chase credit card?

Comcast and Brian Roberts: If I must have a landline for Triple Play, might you have an ethical responsibility to find a way to stop the dozens of robocalls that plague me every day? Surely, the expense of doing so would be far less than the “intangible” customer loyalty that could be quickly built.

Wolverine and Blake Krueger: Do you want to build or bust trust with your customers?  Your reps are demanding that I first buy a new pair of Sperrys online, cut the tongues out of my existing loafers, send you a picture, and then your company will reimburse me for YOUR shoes that fell apart 4 weeks after purchasing them. Why would I EVER buy another pair of shoes from you again?

State Farm and Michael Tipsord: When did you decide that cutting corners in hiring and training, (and probably hourly wages) in your claims department was “good” ethics, and do they get a bonus for making stuff up?

Blue Cross of NJ and Kevin Conlin (who recently replaced Robert Marino:) Do you care that your customers are miserable because you get so few things right? The most recent example being when you denied coverage because “another policy was in place” even though a termination letter was provided to you. A simple check of your internal records would have revealed that the “old” policy was also with YOUR company. Now the loyal customer has NO coverage due to your internal snafu.

Trust Across America-Trust Around the World and its Trust Alliance has recently published a set of universal Principles called TAP. One of the 12 principles is Purpose:

We engage our stakeholders to build shared purpose – we avoid short term “wins” that undermine future success.

You can read more about TAP in the latest issue of TRUST! Magazine.

After 10+ years of studying organizational trust, one thing is for certain. Trust and ethics are a “top-down” strategy. Without buy-in from the CEO, watch out below and “buyer beware.” The silver lining…not all companies (or their leaders) are created equal. Some have proactively embraced elevating stakeholder trust and ethics, and they are reaping the long-term rewards.

Who do you think will be the first of the five CEOs to publicly respond? Do you have any examples (good or bad) that you would like to add to this list?

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. A former consultant to McKinsey and many Fortune 500 CEOs and their firms, Barbara also runs the world’s largest global Trust Alliance, and is the editor of the award winning TRUST INC. book series and TRUST! Magazine. 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. For more information contact barbara@trustacrossamerica.com

Copyright (c) 2018, Next Decade, Inc.

Photo Attribution: Alpha Stock Images – alphastockimages.com/

 

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Jul
23

 

By Barbara Brooks Kimmel, CEO & Co-founder Trust Across America

 

In the short-term “low trust” public companies can be very profitable. Corporate executives who “legally” cheat, steal, avoiding paying taxes, and stay just to the “right” of compliance may produce the profits that both their “old school” Board and short-term oriented shareholders crave, but these “business as usual” trust violations are not conducive to long-term business success. A growing number of companies are replacing the “stuck in the 80s leadership model” with proactive business executives who acknowledge that long-term success is built by embracing trust as both a strategic advantage and intentional business strategy. This translates to practicing “trust” on a daily basis by building a trustworthy and responsible corporate culture,  treating customers and suppliers “right”, by having superior products, great service, a well-configured Board, low employee turnover, and a high degree of innovation.

Now in its 9th year, our proprietary FACTS® Framework measures the trust “worthiness” of America’s largest public companies (over 2000). The following are some of the “fast facts” drawn from our larger study.

Chart #1 

Since 2012 Trust Across America has selected and publicly published an annual list of “Top Ten” Most Trustworthy Public Companies. Had you invested in those 10 companies on the day of publication, your portfolio would have significantly outperformed the S&P 500.

 Chart #2

FACTS data can be sorted by sector and the following chart represents the sector rankings for the Russell 1000 for 2018. Please keep in mind that the Framework uses a broad 16-sector model provided by Zacks Investment Research. Others like S&P and Morningstar sometimes place companies in different sectors. For example, Zacks financial sector includes banks, insurance companies, REITS and brokerage firms, to name just a few. And it’s also important to remember that industry is NOT destiny.

The data can also rank companies within sectors, by market cap and headquarter location, to name just a few. We can also perform company comparisons.

 

Sector Rankings

 

Correlation Studies:

Trust Across America continues to run a series of ongoing correlation studies with other organizations and these are a few of our findings:

  • High correlation between our FACTS rankings and percentage of women on boards as reported by Catalyst.
  • High correlation between our FACTS rankings and Governance & Accountability Institute’s companies that voluntarily report on sustainability.
  • Low correlation between our FACTS rankings, Great Places to Work and Forbes Annual Ratings of Most Trustworthy Public Companies. (Forbes data providers employ a narrower “measure” of trust “worthiness” to compile their rankings.)

These studies and many others, confirm that the best companies are more responsible, and they dedicate the necessary resources for continuous improvement.

Our FACTS Framework and rankings are being licensed in a variety of formats. Read more about the Framework at this link.

Email Barbara@trustacrossamerica.com for more information.

Barbara Kimmel, CEO & Co-founder Trust Across America

 

 

 

 

 

 

 

 

Copyright© 2018, Next Decade, Inc.

 

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May
30

 

Many models of (un)ethical decision making assume that people decide rationally and are in principle able to evaluate their decisions from a moral point of view. However, people might behave unethically without being aware of it. They are ethically blind.

 

As organizations are comprised of individuals, Ethical Blindness naturally extends into the workplace. Some business sectors appear to be more ethically blind than others, and this creates enormous enterprise risk. This chart shows the trustworthiness of the major sectors for the Russell 1000 companies based on Trust Across America’s FACTS(R) Framework.

 

Ethical blindness can be corrected if leaders choose to be “tuned in” to the warning signs described below:

  • The Board of Directors does not have established long-term policies or procedures in place to elevate ethical and trustworthy behavior with their internal and external stakeholders. For more information see the Spring Issue of Trust Magazine.
  • Leaders, unless they are ethically “aware” by nature, are not proactive about elevating trust or ethics as there is no mandate to do so. When a crisis occurs, the “fix” follows a common “external facing” script involving a costly and unnecessary PR campaign. Wells Fargo’s latest “building trust” television commercial provides a timely example. Meanwhile internally, it’s “business as usual.”
  • Discussions of short term gains and cost cutting dominate most group meetings. The pressure to perform is intense and the language used is very strong.
  • The Legal and Compliance departments are large and growing faster than any other function.
  • The organizational culture is a mystery. No clear “ownership” of ethical or trustworthy business practices or decision-making exist. Think “hot potato.”
  • Discussions/training on ethics and trust rarely occur and when they do, they are lead by either the compliance or legal department and focus on rules, not ethics and trust.
  • Ethical considerations/testing are not part of the hiring process and fear is widespread among employees.

Is Ethical Blindness at the organizational level fixable? Absolutely. But the first order of business requires leadership acknowledgement and commitment to elevating organizational trust and ethics.

These 12 Principles called TAP, were developed over the course of a year by a group of ethics and trust experts who comprise our Trust Alliance. They should serve as a great starting place for not only a discussion but a clear roadmap to eradicating Ethical Blindness. As a recent TAP commenter said:

An environment /culture that operates within this ethos sounds an awesome place to me , I would work there tomorrow if I knew where to look for it. 

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. A former consultant to McKinsey and many Fortune 500 CEOs and their firms, Barbara also runs the world’s largest global Trust Alliance, and is the editor of the award winning TRUST INC. book series and TRUST! Magazine. 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. For more information contact barbara@trustacrossamerica.com

Copyright (c) 2018, Next Decade, Inc.

 

 

 

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May
10

 

Elevating organizational trust becomes simple once leadership acknowledges the business case. That case has been made repeatedly by many organizations, including ours. Last month we introduced our TAP Principles through the Million Taps Campaign. Each of the 12 statements is designed to open the trust discussion among teams of any size in any organization. (TAP is currently available in 5 languages, with more being added.)

And if you are a leader who wants to build trust into your organization’s 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?

Elevating organizational trust is not difficult. It begins with awareness, acknowledgement of the long-term benefits and a daily commitment to do so.

Barbara Brooks Kimmel is the CEO and Cofounder of Trust Across America-Trust Around the World whose mission is to help organizations build trust. A former consultant to McKinsey and many Fortune 500 CEOs and their firms, Barbara also runs the world’s largest global Trust Alliance, and is the editor of the award winning TRUST INC. book series and TRUST! Magazine. 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) 2018, Next Decade, Inc.

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