Archive

Posts Tagged ‘culture’

Nov
10

“Trust is the lubrication that makes it possible for organizations to work.”Warren Bennis

Having counseled leaders across many industries on how to elevate stakeholder trust, I can almost assure you that you won’t come close to passing our 10-question test. Fortunately, the failing grade is usually not due to character or competence flaws, but a lack of understanding of the role of trust as a core value of leadership. Are you willing to take the following test AND the actions required to elevate your results?

*** Warning your degree of honesty and vulnerability may affect your score***

 Give yourself ten points for every “yes” answer.

  1. Do I understand that trust is not a soft skill and that it has tangible value?
  2. Have I thought about what it means to be trustworthy in both my personal and professional life?
  3. Is trust mentioned in my company’s core values and do I practice and reinforce those values daily?
  4. Do I understand that trust is the outcome of principled behavior and have I identified the behavioral weaknesses?
  5. Do I understand that trust cannot be delegated and that low trust is a real risk?
  6. Have I asked my employees and other stakeholders if they think I am trustworthy?
  7. Do I understand that trust is a learned competence, and have I budgeted for trust training for both my leadership team and my staff?
  8. Do I directly engage my employees and my customers in conversations about trust?
  9. Do I catch employees doing something right and reward ethical behavior?
  10. Does trust play a role in my hiring practices?

What was your final  score?

 

Business leaders are constrained by the number of hours in a day, and how they choose to prioritize their time. Many spend it reacting to crises and extinguishing fires caused by low trust. If more leaders not only understood the benefits of high trust, but actually took the steps required to elevate it, their time would be freed up to build a more profitable business much more quickly. Low trust plays a large role in elevating enterprise risk, yet is is widely ignored. Take the questions above and tackle them one at a time. Each 10% improvement will get you closer to high trust.

PS- Don’t fall for expensive trust workarounds that may be offered to you. While they may get you a communications “talking point,” they won’t get you across the enterprise trust finish line. In fact, they won’t even get you close.

 

Barbara Brooks Kimmel is the founder of Trust Across America-Trust Around the World, whose mission is to help organizations build trust. Now in its 12th year, the program has developed two proprietary trust-evaluation tools, the latest is AIM Towards Trust. She also runs the world largest global Trust Alliance and is the editor of the award-winning TRUST INC. book series. Kimmel is a former consultant to McKinsey who has worked across multiple industries and with senior leadership. She holds a bachelor’s in international affairs from Lafayette College and an MBA from Baruch.

For more information visit our website at www.trustacrossamerica.com or contact us.

 

 

Purchase our books at this link

 

Copyright © 2020 Next Decade, Inc.

 

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Nov
02


Why should business leaders care about trust? This is why:

 

Performance of Trust Across America’s

Most Trustworthy Public Companies vs. the S&P 500 (2014-2019)

 

The chart above is the cumulative “Return on Trust” of America’s annual “Top 10” Most Trustworthy Public Companies over the past six years. Through its FACTS® Framework, Trust Across America has been analyzing, assembling and publicly reporting on this data for ten years.

If you are the CEO of a public company, or any company for that matter, who claims there is no Business Case for Trust, now may be the time to reconsider. Why DO business leaders require proof or ignore trust as their most valuable strategic advantage?

Leaders take trust for granted

Trust doesn’t just “happen.” It is not bestowed upon leaders by virtue of their title.  Trust is a learned competence and an intentional business strategy that must be crafted, practiced, modeled, and reinforced daily.

Leaders focus on the wrong metrics

Growing quarterly earnings, over reliance on sales quotas, focus on “old school” risk and/or “new school” ESG metrics will not satisfy the trust imperative that stakeholders are increasingly demanding. Neither will talking rather than acting on trust.

Leaders treat trust as a “soft skill”

Organizational trustworthiness is a hard currency. The proof is in the chart above.

Leaders are “trust reactive” 

Rarely do we hear proactive leadership discussions about building stakeholder trust. Instead, trust becomes a communications talking point only after a breach. This is both a missed and lost opportunity for leadership.

Leaders delegate trust

Trust is not a function of legal, compliance, HR, communications, or any other department. Boards of Directors and executive leadership teams must spearhead trust, making it central to the organization’s core values, so that all stakeholders can benefit.

 

Note: In 2010 Trust Across America introduced the FACTS® Framework, an EXTERNAL quantitative measurement of the corporate trustworthiness of America’s largest 2000+ US public companies. The Framework identifies companies whose leadership is going beyond doing just what is legal and compliant to choosing the right core values that satisfy all stakeholder needs. The FACTS® Framework is the most comprehensive and data driven ongoing study on the trustworthiness of public companies. We analyze companies quarterly and rank order showing trends by company, sector and market capitalization. Read more about the Framework at this link.

In 2018 Trust Across America-Trust Around the World’s Trust Alliance, a group of global trust scholars and practitioners, introduced its Trust Alliance Principles (TAP), and in 2019 our AIM Survey tool was created to guide leaders and teams in building trust INTERNALLY. It is based on universal behaviors that strengthen and weaken trust. To date, almost 150,000 global professionals have tapped into trust, and dozens of teams and organizations have used our simple survey tool to start a trust discussion.

 

Barbara Brooks Kimmel is the founder of Trust Across America-Trust Around the World, whose mission is to help organizations build trust. Now in its 12th year, the program has developed two proprietary trust-evaluation tools, the latest is AIM Towards Trust. She also runs the world largest global Trust Alliance and is the editor of the award-winning TRUST INC. book series. Kimmel is a former consultant to McKinsey who has worked across multiple industries and with senior leadership. She holds a bachelor’s in international affairs from Lafayette College and an MBA from Baruch.

For more information visit our website at www.trustacrossamerica.com or contact us.

 

 

Purchase our books at this link

 

Copyright © 2020 Next Decade, Inc.

 

 

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Sep
09

Do you work on a team where both leaders and colleagues hide their true intentions?

The outcome of hidden agendas is distrust and inertia, as goals become guesswork and the fear of making a mistake increases.

 

 

 

Last week, as part of our Zoom Lunch & Learn members of our Trust Alliance convened to discuss the topic of team trust, transparency & hidden agendas. We addressed four questions during the hour:

  1. How do you define the role of transparency in the context of a team? (We define it as follows: We reject hidden agendas. We are transparent wherever and whenever possible.)
  2. What causes hidden agendas?
  3. How can transparency be elevated within a team?
  4. Why is transparency frequently cited as the main cause of low trust, even though it is not?

What did our Trust Alliance members have to say about Question #3? How can transparency be elevated within a team?

The following were some of the key take aways:

  1. Both leadership and team transparency “rules” must be clear with no ambiguity.
  2. Lack of rules around transparency creates a lack of respect, often leading to either acquiescence or a challenge to decision making.
  3. Heightened transparency keeps team members more honest, efficient, innovative and collaborative.
  4. Have a policy of openness (not to be confused with transparency.) Always share as much as you can.
  5. Avoid lumping other trust busting behaviors into the transparency category. Know how to identify them and address them separately.
  6. Uncomfortable conversations are okay. People are resilient and able to absorb negative news.
  7. Elevating interpersonal skills like listening enhances transparency.
  8. Complaints and their resolutions should be shared with employees.
  9. Cowardice in some industries allows leaders to hide behind regulations as an excuse for lack of transparency.
  10. Addressing transparency issues in family businesses requires a different skill set.

 

A final comment:

While courageous and empowered cultures have fewer transparency challenges, transparency alone won’t get a team to the trust “finish line.” In fact, transparency is only 1 of 12 behaviors that elevate trust in teams and organizations. And in the many organizations we have surveyed, transparency is not the #1 cause of low trust. To find out what is, spend 1 minute answering this question and see the results from over 500 respondents.

For more information on how to assess the level of trust on your team or in your organization Tap into Trust and access our simple survey tools.
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To participate in future Lunch & Learns, apply to join our vetted Trust Alliance. Our next session is September 23.
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Thank you to Bart Alexander, David Belden, Natalie Doyle Oldfield, Charlie Green, Nadine Hack, Olivia Mathijsen and Bob Whipple for your insights. Until next time!
Copyright 2020, Next Decade, Inc.

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Jul
28

Our 7th Trust Alliance Lunch & Learn was held on July 23rd when we convened nine members to discuss trust and trustworthiness. This one-page presentation summarizes our findings, providing both Essential Steps and Additional Considerations for those interested in further exploring the role trust plays in organizational success.

Join the Alliance to participate in our next event on August 6th at noon.

 

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Jul
14

Regardless of your occupation, job title, or the type of organization that employs you, have you ever considered the role trust plays in leadership, team and organizational success?

And are you helping to build (or deplete) your organization’s trust bank account?

 

 

If you haven’t given any or much thought to these questions, you certainly are not alone. In fact, most people view trust as a soft skill that can simply be taken for granted. But consider this for a moment; there has never been a more critical time to acknowledge and embrace the business case for trust.* In fact, study after study confirms that over the long-term, high trust organizations outperform their low trust competitors, with the following benefits:

  • Elevated employee engagement and retention
  • Reduced workplace stress
  • Enhanced decision-making
  • Innovative culture
  • More accountability, transparency and communication
  • Reduced costs

Using our definition of Trust as “an OUTCOME of principled behavior,” what we knew about the benefits of high trust in the past is currently amplified in our current business environment. Often, it takes a crisis to remind us what happens when trust is ignored or taken for granted.

Whether you are working in person or remotely, these are some characteristics of a high trust workplace environment. How many are currently present in yours?

  • Energy, motivation and engagement
  • Easy to hire and onboard new employees
  • Fun and laughter
  • High confidence, creativity and risk taking
  • Thriving innovation and productivity
  • Team alignment, sharing of information and credit, and quick forgiveness
  • Accountability and transparency as the norm
  • Willingness to be vulnerable and open, speak freely, and to listen
  • Positive team-building behaviors including gratitude, empathy and candor
  • A strong sense of “community” and shared values

How many of the following signs of low trust are present in your workplace? 

  • Lack of transparency
  • Distortions of truth
  • Disrespect
  • Hidden agendas
  • Poor communication
  • Low accountability
  • Short-term thinking
  • Inconsistent talk and actions

Leaders who ACKNOWLEDGE that low trust is a tangible risk have taken the first step in building a trust based team and/or workplace. And acknowledgement remains the greatest obstacle in most organizations as it requires direct leadership attention and input, and some degree of vulnerability. If this hurdle can be overcome, then it simply becomes a matter of IDENTIFYING the personal and interpersonal strengths and weakness that are either building trust or busting it. They can then be discussed, MENDED and tracked. Our Trust Across America program calls this AIM Towards Trust, and the tool is being easily adopted by enlightened leaders of teams and in organizations of all sizes and across industries, providing a path forward to high trust.

If a long term approach to elevating trust is not a leadership imperative at this time, all is not lost. Here are a few short-term ideas that any team can implement during the current crisis.

  • Consider hiring or appointing a remote-workforce manager.
  • If you didn’t already have one, a crisis-continuity plan should be created.
  • Be clear about all expected outcomes with the focus on results rather than hours worked.
  • Ensure that all team members have a line of sight between the goal of the company and his or her personal contribution in getting to the goal post.
  • Have frequent touch points with your team about work-related matters and also about personal needs. It’s critical not to overlook your employee’s mental health during these difficult times.
  • Establish a buddy system for new employees.
  • Get your workforce up to speed with technology, but don’t over invest in it or view it as a quick and easy trust “fix.” Set aside some of that budget to learn how to build trust. It may be a little more work but will produce much great rewards over the long-term.
  • Access our Trust Alliance Principles for additional ideas and remember the weakest behaviors break the trust chain. (Over 140,000 global professionals already have.)

Which organizations will emerge the strongest from COVID-19? Probably those whose leaders chose to place trust in the center of their business strategy before March 2020. In fact, leaders and their organizations who banked trust in advance of the pandemic are now being handsomely rewarded and will continue to be long into the future. It’s never too late to start thinking about the role of trust in leadership, team and organizational success. Why not today?

*To receive a copy of our two-page Business Case for Trust, please contact us.

 

Barbara Brooks Kimmel is the founder of Trust Across America-Trust Around the World, whose mission is to help organizations build trust. Now in its 11th year, the program has developed two proprietary trust-evaluation tools. She also runs the world largest global Trust Alliance and is the editor of the award-winning TRUST INC. book series. Kimmel is a former consultant to McKinsey who has worked across industries and with many Fortune 500 CEOs. She holds a bachelor’s in international affairs from Lafayette College and an MBA from Baruch.

Copyright 2020 Next Decade, Inc.

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Jun
30

Today we conclude our 2020 Trust Insights series. Should you ever choose to think about the role trust plays on your team or in your organization, start by answering the question “Trust to do what?” and then consider the following:

 

 

 

  • All leaders and their team members must take ownership and be proactive about trust. Trust must first be well defined, never taken for granted or only talked about after a crisis. More on this subject at this link.
  • Trust is an outcome of principled behavior on the part of all leaders and team members. Access our Trust Alliance Principles to learn more. The weakest behaviors break the trust chain.
  • Leadership effectiveness should be evaluated by the internal environment of trust that has been created and maintained. Learn how you can evaluate it.
  • Trust cannot be regulated or delegated to a “department.” Without shared values that foster a culture of trust, leaders defer to legal and compliance to enforce rules. Read “Trust: Going Beyond Compliance & Ethics.”
  • No organization is sustainable without a foundation of trust, and there are no shortcuts.
  • Trust in leadership and among teams cannot be measured by public opinion polls. Don’t confuse external “perception of trust” surveys with internal surveys of trust.
  • A company cannot create authentic brand trust without first building trust internally.
  • If you are a leader who is not willing to personally do the work to build trust, don’t talk about it as if you are. Read “Ten One Liners for the Low Trust Leader.”
  • The only way to build trust is to behave your way into it. Unfortunately there are no shortcuts to trust, and there are many work arounds.
  • Ignoring trust as an intentional business strategy presents enormous enterprise risk. The benefits of high trust are too numerous to ignore.

I hope you have enjoyed our 26-week Trust Insights series.

Before you leave, Tap Into Trust and complete our 1 minute/1 question quiz. Find out how the level of trust in your workplace compares to over 500 others. 

Have you reviewed how our workshops are helping teams and organizations just like yours elevate trust? Schedule an ONLINE webinar today.

Did you miss our previous 2020 Trust Insights? Access them at this link.

Contact us for more information on elevating trust on your team or in your organization or email me directly:

Copyright 2020, Next Decade, Inc.

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Jun
16

Given the right tools, trust can be measured. Barbara Brooks Kimmel

For decades, the external advisors to senior business leaders have counseled them to measure and evaluate every action according to return on investment. In recent years, box checking has become increasingly popular as well. Have you met your quota for women on boards? Are you decreasing your carbon footprint? Diversity and inclusion? Check. Advisory firms love to build new boxes to keep themselves in business. Last year’s box was “Purpose” and this year it is ESG. Imagine the year that the “trust” box becomes the box of choice. If you need proof that a business case for trust exists, please request it by sending an email to: info@trustacrossamerica.com

The following is a simple starting point to measure whether your employees trust you and trust each other. Ask them to count the behaviors below that are present in your organization.

  • High energy, motivation and engagement
  • Easy to hire and onboard new employees
  • Fun and laughter
  • High confidence, creativity and risk taking
  • Thriving innovation and productivity
  • Team alignment, sharing of information and credit, and quick forgiveness
  • Accountability and transparency as the norm
  • Willingness to be vulnerable and open, speak freely, and to listen
  • Positive team-building behaviors including gratitude, empathy and candor
  • A strong sense of “community” and shared values

Now ask them to identify how many of the following are present.  

  • Low energy, low productivity and burnout
  • High employee turnover and excessive use of sick days
  • Difficulty recruiting new employees
  • Too much focus on risk, rules and regulations 
  • Low innovation
  • No sharing of information and resistance to ideas
  • Lack of respect and passive/aggressive behavior
  • Resignation and cynicism
  • Finger-pointing, water cooler talk and lots of judgment
  • Cordial hypocrisy

Subtract the second number from the first to arrive at your trust baseline score.

Let’s say hypothetically your employees identify 5 positive trust behaviors and 5 negative. (5-5=0). Your trust score is zero. Don’t expect much employee engagement, innovation or risk taking.

Or your employees identify 8 positive behaviors from the first list and 2 negative from the second (8-2=6). Six is better than zero.

Or 2 posItive and 8 negative (2-8= -6). Not a place ANYONE wants to work. (And that “trust” box certainly can’t be checked.)

Our AIM Towards Trust survey tool has been used in dozens of teams and organizations to measure trust, start the trust discussion and fix what’s broken. The proactive and ethical business leaders who have adopted these tools can now check that trust box with confidence.

Before you leave, Tap Into Trust and complete our 1 minute/1 question quiz. Find out how the level of trust in your workplace compares to 500 others. 

Have you reviewed how our workshops are helping teams and organizations just like yours elevate trust? Schedule an ONLINE webinar today.

Did you miss our previous 2020 Trust Insights? Access them at this link.

Contact us for more information on elevating trust on your team or in your organization or email me directly:

Copyright 2020, Next Decade, Inc.

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Jun
09

Building trust in policing requires both trustworthy and collaborative community leadership and teamwork.  Barbara Brooks Kimmel

Police chiefs are not solely responsible for building trust with their communities. They are part of a team.  Just like a large corporation, the police department represents only one silo in the organization. They happen to also be the group subject to the most community exposure. In other words, it’s harder for the police department to hide behind a veil of secrecy, especially in cases involving misconduct, as we have recently witnessed. If you believe in the saying “The fish rots from the head,” you would be hard pressed to find an untrustworthy police chief working as part of a well-functioning team alongside a trustworthy mayor.

The following is taken from a recently updated report written by Trust Across America called Building Trust in Community Leadership, and originally published in 2013. It provides insights from top subject matter experts with whom we have worked over the years.

At a minimum….

The following are quick guiding principles in building and maintaining trust for community leaders:

Mayor

Public confidence in the integrity of elected officials is the cornerstone of our democratic representative system of governance.  As the highest-ranking elected official of its municipal town or city, the Office of the Mayor is charged with the trust, wellbeing, security, and prosperity of its citizens and community.  The Office of the Mayor should perform its responsibilities with the highest sense of ethical leadership, integrity and competence.  Each Mayor’s Office should develop, implement and monitor a set of Guiding Principles of Integrity that is tailored to its unique mandate and responsibilities. Donna C. Boehme, Compliance Strategists

(This short news clip provides a timely example of a Mayor who is talking about fortifying trust between community, police and local government.) Thanks Mayor Terry Short!

Town Manager

Today more than half of U.S. cities with a population of more than 10,000—and an increasing number of counties—are run by a combination of appointed professional administrators and elected officials. 

Trust is both the foundation and result of ethical leadership, and the manager must seek to create trust between himself and (1) the municipal employees, (2) his elected board, and (3) the community.  He can only do this one-day at a time as he sets examples for all other employees to follow, and public policy for the elected board to adopt.  His decisions on hiring, promotions, municipal services, and public policy must begin with transparency, and reflect his unbiased opinions on how municipalities provide public services to its citizens. David L. Woglom, Lafayette College

Chief of Police

An trustworthy policing leader creates and maintains a comprehensive values-based risk-management program that:

    1. Is based on clear, practical, effective and fair policies and practices to identify, prevent and detect illegal, unethical and unprofessional conduct.
    2. Assures that, if improper conduct occurs, prompt and appropriate remedial actions are taken to prevent future misconduct and to protect and enhance the agency’s credibility and reputation.   Michael Josephson, Josephson Institute

Head of Emergency Management

In emergency management the single most important issue that comes up again and again is the need for individual relationships to be in place before there is a disaster.  The criticality of these personal connections cannot be over emphasized.  One illustrative mantra that is shared is this, “If you see people exchanging business cards at the scene of an incident; you know it won’t go well.”

In reality while it sounds like relationships are key, the real shortfall that dooms projects, programs and regional efforts is a lack of trust between the individual players.  Trust then is the ultimate goal and how you get there is a critical path to be followed.  Eric Holdeman, Eric Holdeman & Associates

Superintendent of Schools

Few would argue that our education system must transform if we are to truly serve the needs of our students into the future. Now more than ever, the foundation for an educational leader’s strength comes from their trustworthiness and their ability to build trust among others.  Trust is no longer assumed based on position and credentials, but rather must be built based on the quality of relationships.  This requires a shift in leadership approach from one of command and control to one of collaboration.  Susan Mazza

To obtain a copy of the complete 17- page report including trust-building action plans for the job functions mentioned above, as well as other community leaders, please click here.

Before you leave, Tap Into Trust and complete our 1 minute/1 question quiz. Find out how the level of trust in your workplace compares to hundreds of others. 

Have you reviewed how our workshops are helping teams and organizations just like yours elevate trust? Schedule an ONLINE webinar today.

Did you miss our previous 2020 Trust Insights? Access them at this link.

Contact us for more information on elevating trust on your team or in your organization or email me directly:

Copyright 2020, Next Decade, Inc.

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May
05


Robert, thank you for participating in our 2020 Trust Insights series. What is your trust insight?

“Trust is not a message; it’s an outcome – and trust may not even be the real issue.” Robert Phillips

 

 

 

Can you expand a bit on this timely insight?

For way too long, “trust” has been hijacked by communications consultancies and strategy firms, who see/ position the trust “issue” and how to address it as a function of what the organisations says, rather than what it does. They sell strategies and programmes accordingly.  Together with reliance on some dodgy data, this leads to a bogus and corrosive narrative around trust: often creating a false sense of (global) crisis. This masks more profound issues and challenges and many cultural and political nuances.

Organisations would do better by focusing on their own behaviours and on the real issues (including the climate emergency and tech disruption) that lead to better outcomes for employees, customers and stakeholders. Furthermore, trustworthiness is a more relevant construct than “trust”. Trustworthiness is a function of Honesty + Competence + Reliability + Good. It is undermined by self-interest, especially where such self-interest is not transparently declared.

 

Can you provide a real life example of a trust “challenge” where your insight has been effectively applied.

The Global Responsible Tax Project curated by Jericho Chambers for KPMG, has been running since 2014. Based on organising principles of activism, participation, accountability and dissent, it now hosts a community of 1700 experts, built peer-to-peer, from the Global North to Global South and across the political spectrum – including corporate leaders; advisors; politicians and policy-makers; activists, NGOs and campaigners; academics and experts; media and the commentariart. This global coalition has worked together to develop new policy ideas and recommendations – leading to more trust between all parties and better policy outcomes for the common good. It’s starting point was that any solution to global tax problems were better served by addressing the purpose of tax, than communications and lobbying around the issues, and that no-one has all the answers. Tax is trust, write large – as this article brings to life.

 

Generally, do you think the global “trust” climate is improving or worsening? What actions are making it better or worse?

IpsosMORI long-term veracity data would suggest that trust remains in a chronic condition. The so-called “crisis of trust” masks a more profound crisis of leadership – in business and in politics. A failure to address the leadership issue will only prolong and never resolve the current condition.

 

Many claim we have a crisis of trust. Do you agree?

No, although a recognition of the chronic condition (see above) is important, as is a determination to do something about it.

 

Robert, thank you so much for your time and more importantly for your commitment to elevating organizational trust. What would you like our audience to know about you?

Robert has been at the forefront of the UK Public Relations industry for three decades. His expert area is the relationship between communications, leadership and trust. 

Robert’s 2015 book Trust Me, PR is Dead was heralded by Management Today as “a game-changer for the future of communications”. His often-outspoken views have been described as “essential for anyone who wants to influence and persuade in the mid-21st century”. Since 2014, Robert has helped build coalitions across business, government and civil society on subjects ranging from Responsible Tax to the Future of Work; Adult Social Care to the Future of Transport; Infrastructure and Housing to the Built Environment. Robert advocates new operating principles based on activism, accountability, co-production and dissent.

Robert is Founder of Jericho Chambers and Visiting Professor at Cass Business School, City, University of London. He was formerly CEO, Europe, Middle East & Africa for Edelman – the world’s largest Public Relations firm – and Global Chair of its Future Strategies & Public Engagement Group. He co-founded JCPR in 1987 – described by PR Week as “the seminal consumer brands consultancy of the Nineties and Noughties” – which he sold to Edelman in 2004. Two of Robert’s campaigns, for Wonderbra and PlayStation, were included in the Top 20 PR Campaigns of All Time.

 

Before you leave, Tap Into Trust and complete our 1 minute/1 question quiz. Find out how the level of trust in your workplace compares to hundreds of others. 

Have you reviewed how our workshops are helping teams and organizations just like yours elevate trust? Schedule an ONLINE webinar today.

Did you miss our previous 2020 Trust Insights? Access them at this link.

Contact us for more information on elevating trust on your team or in your organization or email me directly: barbara@trustacrossamerica.com

Copyright 2020, Next Decade, Inc.

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Apr
14

Randy, thank you for participating in our 2020 Trust Insights series. What is your trust insight?

Trust doesn’t “just happen.” Randy Conley

 

 

 

 

Can you expand a bit on this important insight?

I’ve found that people think trust just sort-of evolves naturally over time, as if through some relationship osmosis. The thinking goes that the longer you know and interact with someone, the more you grow to trust them. That leaves the development of trust to happenstance, and for most people, they don’t think about trust in a relationship until it’s been broken.

A better way is to approach building trust with purpose and intention, and to realize that it’s a skill that can be developed. Trust is based on perceptions, and those perceptions are formed by the behaviors we use. If we behave in trustworthy ways, we’ll build trust with others. If we use behaviors that erode trust with others, then we won’t be trusted. It’s pretty straight-forward in that regard. If trust is based on perceptions, the challenge becomes whose perception is the correct one? That’s why it’s important to have a common definition of trust. Since trust can be so subjective, having a common understanding of what trust is and isn’t, allows organizational team members to be on the same page regarding how they can build trust in their relationships.

 

Can you provide a real life example of a trust “challenge” where your insight has been effectively applied.

I worked with the CEO of a mid-western steel manufacturer and his leadership team to define what trust means for their organization. Trust was one of their core values, but they didn’t have a common language or understanding about what that looked like in practice. They adopted our ABCD framework as their definition of trust, which allowed them to communicate to all employees that when they talk about trust, they are referring to team members demonstrating they are Able, Believeable, Connected, and Dependable, and knowing the behaviors that support each of those four elements.

 

Generally, do you think the global “trust” climate is improving or worsening? What actions are making it better or worse?

In a general sense, the climate of trust seems to be worsening. Society is becoming more polarized over political issues and the pace of change driven by technology is making it difficult for people to adapt. The seeds of distrust are planted when people begin to experience doubt about the intentions of others, which grows into an active suspicion, anxiety, fear, and ultimately self-protection. When people get to a state of self-protection, they are unwilling to take the risk of extending trust.

Many claim we have a crisis of trust. Do you agree?

Generally we do have a crisis of trust, but more specifically, we have a crisis of untrustworthy leaders. At its most fundamental level, trust is an interpersonal dynamic, and organizational leaders need to take more responsibility, and hold themselves to a higher level of accountability, to build and maintain trust with their stakeholders.

 

Randy, how has your membership in our Trust Alliance benefitted you professionally?

My involvement in the Trust Alliance has benefited me by learning from other experts in the field. Their wisdom has sharpened my thinking about trust and encouraged me to consider viewpoints I may not have considered had I not been part of this community. I, and hopefully other members, have mutually benefited from the support and encouragement we offer each other.

 

Randy, thank you so much for your time and more importantly for your commitment to elevating organizational trust. What would you like our audience to know about you?

Randy Conley is Vice President & Trust Practice Leader for The Ken Blanchard Companies. He is Blanchard’s subject matter expert in the field of trust, co-author of Blanchard’s Building Trust training program, and works with organizations around the globe helping them build trust in the workplace. Trust Across America has recognized Randy with a Lifetime Achievement Award as a Top Thought Leader in Trust and he is a founding member of the Trust Alliance. Inc.com named Randy a Top 100 Leadership Speaker & Thinker and American Management Association included him in their Leaders to Watch in 2015 list. He holds a Masters Degree in Executive Leadership from the University of San Diego.

 

Before you leave, Tap Into Trust and complete our 1 minute/1 question quiz. Find out how the level of trust in your workplace compares to hundreds of others. 

Have you reviewed how our workshops are helping teams and organizations just like yours elevate trust? Schedule an ONLINE webinar today.

Did you miss our previous 2020 Trust Insights? Access them at this link.

Contact us for more information on elevating trust on your team or in your organization or email me directly: barbara@trustacrossamerica.com

Copyright 2020, Next Decade, Inc.

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