Archive

Posts Tagged ‘trust across america’

Jun
23

Trust Across America is pleased to announce the results of its annual study of the trustworthiness of America’s largest public companies. For more information contact Barbara Brooks Kimmel, CEO.

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Jun
02

With the right mindset (and tools) leaders can build trust in a new work environment.

Barbara Brooks Kimmel

Over the past few months, members of our Trust Alliance have participated in a series of Lunch & Learns. Our global membership crosses every organizational silo and we rarely view organizational trust through the same lens. Sharing our cultural perspectives and trust expertise has elevated our understanding of the nuances of this increasingly relevant and timely topic.

Working from home is just one of many “new” realities facing business leaders during this pandemic. These realities have exposed the lack of leadership acknowledgement of the role trust plays in organizational success. Now more than ever leaders MUST develop intentional trust-building strategies that are internally driven.

So once again, we reached out to our Alliance members, asking for their perspective on the trust challenges leaders should be addressing right now, and any examples of those who are stepping up to meet them.

Leaders Must Extend Trust to their Employees

According to David Belden, one of the most transformational aspects of the pandemic is the transition of the workforce to remote functioning. In working with over 400 companies for the past 22 years, the major hindrance in this transformation has been a lack of trust from leadership towards employees. Companies have traditionally felt that if they could not directly monitor their workforce, the work would not get done.

The current crisis has forced a change in that view. The results have been nothing less than astounding. In recent surveys, over 70%  reported that, given the choice, they would continue to work remotely. Concurrently, companies are reporting an unexpected increase in productivity.

 There are two critical aspects for a successful transition to remote work:

  1. Absolute clarity regarding the expected outcome. The focus has to be on outcome/results rather than hours worked.
  2. Line of sight on the part of the employee between the goal of the company and his or her personal contribution in attaining that goal.

When these two prerequisites are met, the company has to trust that the employee will fulfill their agreed upon duties. The employee must trust that the company will act in the best interests of all of the stakeholders, particularly the employees. Without mutual trust, this new arrangement will not succeed.

Trustworthiness is a 2-way street with the leader and the team adds Kevin McCarthy. COVID19 is a tough shift in every aspect of our lives and lifestyles. Such times reveal us–particularly our varying personal health conditions, risk profiles and preferences.  Leaders who acknowledge and respect these differences may honor them by providing team members, where practical, a transitional period to continue to work from home or return to the workplace as each person sees fit. Likewise, willing, but financially disincentivized,  team members drawing unemployment compensation greater than or equal to their pay can do their civic duty by returning to the workforce for the common good of their co-workers, company, and country.

Elevating Trust Requires Acknowledging Uncertainty

Bart Alexander reminds leaders that crises often result in debilitating uncertainty.  By saying “It’s too early, we just don’t know,” organizations reinforce collective and individual stress, even panic.  Companies can translate uncertainty into manageable  risk by openly sharing their best judgement, as in, “This is the worst case, this is the best case, and this is the most likely case, and if anything changes, you’ll be the first to know.”  Adding the probability of each scenario will help all to be on the same page and begin to prepare.  Open solicitation of ideas on how to best adapt further engages the entire organization into a shared future.

And Lea Brovedani supports these sentiments and provides an example. Leaders should be acknowledging uncertainty and showing their own humanity. They should tell what they know, what they don’t know and still take action. At this time, they need to model the duality of feeling uncertain and showing how to keep moving forward.

The first business leader that comes to mind is Satya Nadella, Microsoft’s chief executive who instructed people to work from home well before most other companies. He acknowledged feeling uncertain and worried, talking about his son who has cerebral palsy and the worries he and his wife have.

Here is a quote from an article written in the Seattle Times:

Nadella gave the interview shortly before releasing a lengthy email to his more than 140,000 employees worldwide, applauding them for their response to the pandemic and urging them to do the best they can to help others on a personal and professional level...

Nadella said in his email that Microsoft is in a position to help slow the pandemic by demonstrating leadership in the face of adversity and maximizing the company’s biggest strength — bringing people, ideas and solutions together quickly through tech. He mentioned the company’s work to bring “trusted news and facts” about COVID-19 to LinkedIn members and on Bing, while working with Facebook, Google and Twitter to bring “authoritative content” to those platforms and “combat fraud and misinformation about the virus.

Trust Will be Predicated on Employee Engagement

Ben Boyd recently wrote an article called “The COVID case for stakeholder capitalism – and the elevated role of corporate communications.” He had this to say about employees and the future of engagement. Employees have shown incredible resiliency, enduring extraordinary and ongoing change. Their continued engagement and commitment are critical to meeting the future needs and demands of the business; however, their expectations have changed over these past four months. Developing programs to engage, motivate, reassure and rebuild an organization’s workforce must be a top priority. Key questions to consider are: How will you address employees’ most basic needs related to personal safety and company hygiene? Moving toward the “next normal,” how will you assess employees’ evolving needs and expectations to ensure your leaders are authentically and empathetically connecting with the workforce?    

And finally my thoughts. Business leaders have many tough decisions ahead of them. Hopefully they also have the skill set to engage their employees to help make them. Our current climate of fear has revealed just how much leaders in all societal institutions have taken trust for granted.  In business, not only do employees fear for their physical and emotional safety, but also for the future of their jobs. In other words, they don’t trust their employers to keep them safe. Perhaps it’s the emotional element of trust (some call it benevolence) that are even more critical now in allaying those fears. Hard skills like leadership competence are no longer sufficient. In fact, they haven’t ever been. Emotional intelligence, an ethical mindset and empathy are the “soft” skills that build trust. Who returns to work and how to manage social distancing are the easy problems, and the ones that most C-Suite advisors will tackle first. They will also be the ones that are promoted in stakeholder communications. And if the emotional elements that have created the “fear” are not  given equal weight, then we will simply return to the pre pandemic levels of low employee engagement and increasingly challenging mental health issues, while sitting six feet apart.  Those “hard” decisions are the ones that will continue to separate authentic trustworthy leaders from all others. For the rest, it will be business as “usual” with a few minor and inconvenient adjustments that are the easiest to communicate.

 

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
26

Leadership ultimately comes down to creating conditions of trust within an organization.

Colin Powell

 

 

 

In honor of Memorial Day, this week’s Trust Insight comes courtesy of Colin Powell. During this brief and concise video, Powell discusses the role trust plays in leadership:

Powell’s timeless “rules” of leadership were first printed in the August 13, 1989 issue of Parade magazine and are reproduced below.

13 Rules of Leadership

  1. It ain’t as bad as you think.
  2. Get mad, then get over it.
  3. Avoid having your ego so close to your position that when your position falls, your ego goes with it.
  4. It can be done.
  5. Be careful what you choose. You may get it.
  6. Don’t let adverse facts stand in the way of a good decision.
  7. You can’t make someone else’s choices.
  8. Check small things.
  9. Share credit.
  10. Remain calm. Be kind.
  11. Have a vision.
  12. Don’t take counsel of your fears or naysayers.
  13. Perpetual optimism is a force multiplier.

 

Please stop by our website for additional organizational trust resources, or schedule a call to learn how we can help elevate trust in your leadership team and among employees in your organization.

Did you know that over 137,000 global professionals have Tapped into Trust? Have you?

 

Copyright 2020, Next Decade, Inc.

 

 

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May
19

If you don’t own trust, don’t expect others to own it either. Barbara Brooks Kimmel

 

 

 

 

I was recently asked to lend a bit of trust subject matter expertise at a webinar hosted by Navex Global. Several polls were conducted during the program. In the chart below, 420 respondents selected who they thought had primary responsibility for organizational trust.

Do you agree?

 

 

If you would like to learn more about who owns trust, please click on this recent Human Synergistics/ Culture University article, Creating a High Trust Culture: Who is Responsible?

Please stop by our website for additional resources, or schedule a call to learn how we can help elevate trust in your leadership team and among employees in your organization.

Did you know that over 136,000 global professionals have Tapped into Trust? Have you?

 

Copyright 2020, Next Decade, Inc.

 

 

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Apr
28

This week’s Trust Insights welcomes our Trust Council members who joined us in addressing the following question:

Is the Apple/Google Contact Tracing Plan Worthy of our Trust?

by Barbara Brooks Kimmel, Founder Trust Across America-Trust Around the World

 

During these trying times, Apple and Google claim to have temporarily placed their corporate competitiveness on hold to begin collaborating on at least one very large data project. It’s called contact tracing, “the process of tracking down the people with whom infected patients have interacted, and making sure they get tested or go into quarantine’ according to this recent NPR article. The Apple/Google “alliance” will expand the reach of existing contract tracing capabilities. This initiative has raised many questions and multiple collective eyebrows, not only for our trust and ethics subject matter expert community, but also for the general public, and for good reasons. For example:

  • Why should the public now trust the tech giants with their data when these companies have not proven themselves trustworthy in the past?
  • Should all trust concerns be set aside in the interest of global health? 

Who better to ask than Trust Across America’s  Trust Council? Our council is comprised of senior members of our Trust Alliance who are some of the world’s leading trust subject matter experts.

What we already know about trusting the tech giants

Bart Alexander shared a quick retrospective on the state of tech’s visibility into our private lives: 

Providers such as Apple and Google already have comprehensive information about our location.  Even with location services (GPS) off, they have visibility into the relative strength of every wifi signal and cell signal. From years of collection including through  Google’s fleet of Street View cars, they can correlate that triangulated location with GPS.  With other data bases, they can determine if we are at home, at a shop or even a medical facility.  Google recently reached a $13 million settlement on the use of Street View cars for MAC address collection that goes back a decade.  This kind of information is used for target marketing to the public.  To now add a permission marketing app to supplement with Bluetooth technology is a rather minor addition to the existing privacy concerns, and at least has a public health purpose.

Natalie Doyle Oldfield who spent twenty years working in IT before turning her attention to organizational trust, added a bit more historical perspective:

As history has shown, wars vastly expand governments’ powers to regulate, to collect data and introduce new measures.  For example, income tax was introduced as a war time measures act in the interest of public welfare.  At the same time, strict policies to protect personal income data were enacted. Census taking provides another historical example of data collection.

Banks, health care professionals, lawyers, accountants and other professionals must follow established confidentiality rules and codes of ethics to keep our personal data secure and private. For the most part, the regulatory bodies have put safeguards in place to ensure these professions do not abuse our privacy.  And if they do, there are repercussions. Medical professionals can lose their licenses to practice and lawyers can be disbarred. 

The question is will “Big Tech” demonstrate that they too not only can but WILL voluntarily meet the highest ethical standards? Can they provide sound answers to the following questions: Specifically, what data will be collected and who will have access to it?   Are we committing to practicing privacy and security by design? What about HIPAA certification? Will we do what’s ethical and in the public’s best privacy interests,  or only what’s regulated, understanding that tech regulations are lagging far behind other industries like finance and health care.

Personal Trust vs. Societal Health

Charlie Green’s response is one of “Roll the dice trust.”

Personal trust inevitably comes in conflict with tech privacy and security concerns. After all, the height of privacy and security tech models are called “zero trust” for a reason. Because it has nothing to do with personal trust.

I think the trust issue in this case is that we need to trust Apple and Google and each other, adding some clear transparency bumpers, to do something potentially tremendously positive in the face of a pandemic.

Randy Conley sits in the camp of “cautious optimism.”

I think technology can play a tremendously helpful role in public health or disaster management situations like this, AND, we have to be cognizant of the personal privacy issues involved. I believe South Korea has leveraged personal technology to a large degree in their successful management of the COVID-19 virus. The reality is that we live with an illusion of privacy. Despite our safeguards, we don’t have as much privacy as we think we do. If nefarious actors in Big Tech or any skilled hacker wants information on us, they can get it.

Linda Fisher Thornton considers the trade offs:

“The challenge we face is balancing the benefits of surveillance during the COVID-19 pandemic, which potentially includes saving lives, with the costs in terms of the loss of privacy and autonomy. The surveillance approach puts the safety of the masses ahead of the privacy and autonomy of individuals  For surveillance to be effective, a strong majority will need to allow access to their location and health status data. To convince them to do that, tech companies will need to demonstrate trustworthy intentions, a clear plan, full disclosure, and implementation that includes privacy protections.” 

Bob Whipple adds that with the tech solutions, just remember that anything that is made by people can be hacked by other people.  So the potential of abuse in electronic tracing is immense.

Pandemics Aside, Trust is ALWAYS a Function of Leadership

Bob Vanourek, a former CEO of several large pubic companies reminds us that:

Good leaders go first in extending trust and scale up or down afterwards depending on the behavior of the other. 

This pandemic is a huge Black Swan (or perhaps a “known-unknown”) event that will change much of our world forever. Some would argue that using such tech will help save lives and is, therefore, worthwhile. Others will argue the privacy invasion issues are scary, and we can’t take a step down this potentially slippery slope.

Like many ethical issues, there are legitimate pros and cons on both sides of the argument. Should the government pass a law outlawing this technology and behavior? I think not. Should we blindly accept the tech companies to handle this without close scrutiny? I think not. 

Stephen M.R. Covey’s “smart trust” applies here alongside Jim Kouzes’ “go first” dictum. Let’s extend Google and Apple smart trust and closely monitor what they are doing, adjusting accordingly.

Wrapping up

Getting back to Bart Alexander:

In 1988, Shoshana Zuboff wrote “In the Age of the Smart Machine” that increasing automation can be used to empower or control us at work and beyond.  Even in that pre-internet era, the key moral issue of surveillance had emerged: for whom and for what purpose are we giving up our privacy?

I’ve argued (in the work I did for the U of Denver Institute for Enterprise Ethics) that these moral issues should not and cannot be resolved by engineers.  We need sociologists and ethicist to struggle with what otherwise are just technical problems to be overcome.  I would add that public health officials will always err on the side of protection versus personal freedoms, embodied in the precautionary principle.  They may often be right, but they and the software engineers’ solutions should not be without scrutiny.

Finally, as the Founder of Trust Across America- Trust Around the World, I’ll add my perspective. I do not believe that these two tech giants will receive adequate voluntary public buy-in to reach the scale they had hoped for. They simply haven’t earned the public trust required of such a large initiative. That being said, something tells me that Apple and Google already have all the technology and data they need to go forward, with or without permission, while other competing interests attempt to play catch up.

One member of our Trust Council shared this quote from the often controversial Winston Churchill: “In wartime, truth is so precious that she should always be attended by a bodyguard of lies.”

Trust Across America-Trust Around the World, along with members of its Trust Alliance, offers both online and in-person workshops to help leaders, teams and organizations build their trust competency. These are some samples of recent engagements.

Catch up on our 2020 Trust Insights series at this link.

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. Barbara has consulted with many Fortune 500 CEOs and their firms, and also runs the world’s largest global Trust Alliance . She is  the editor of the award-winning TRUST INC. book series and TRUST! Magazine.  Barbara holds a BA in International Affairs and an MBA.

Copyright 2020, Next Decade, Inc.

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Apr
26

 

According to these recent Gallup polls, American’s trust in government is at an all time low. The same can be said for American’s trust in media.

 

Two questions. If Americans don’t trust the government to handle problems, and they don’t trust mass media then:

  1. “Why are American’s placing trust in their elected officials to make the “right” decisions for them during this crisis?
  2. “Why are American’s now trusting the mass media to report the news fully, accurately and fairly?

What are your thoughts? What will be the “state of trust” in government and media when this crisis ends? 

Post your thoughts here or contact me directly at Barbara@trustacrossamerica.com 

 


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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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Apr
07

Our new reality is teaching us so much about trust. Barbara Brooks Kimmel

This past Thursday, nine members of our Trust Alliance, from four countries, convened for the first in a series of weekly Zoom “Lunch and Learns.” The discussion topic was Trust Lessons from Coronavirus. The conversation ran the gamut from families to communities, and up the societal ladder to government and beyond.

 

 

Let’s begin with trust lessons for the family and work our way up from there.

The Family

The modern family operates differently than it did just a generation ago, when more mothers stayed home with their children. In my research I uncovered the following. As of 2018, 63% of all American families have two working parents. In 1989 the number was 53%. (US Bureau of Labor Statistics.) This represents close to a 19% increase. Suddenly, both parents are home, with many working remotely, and their kids are home too, with no school or childcare options. Certainly a shock and a “new reality” for many families. What does this have to do with trust? Just about everything.

Randy Conley of The Ken Blanchard Companies spoke about benevolence and compassion as not only the launch pad for building greater trust, but as the basis of the human fundamental connection. Working parents may want to consider using this “teaching” moment to build even stronger bonds with their children who will then have an improved “skill set” to build them with their friends, communities, teammates and beyond. Parents may consider taking some of these lessons back to their jobs when they return. This could translate into higher levels of workplace trust and more trustworthy generations in the future.

The Community

At the community level, Lea Brovedani is encouraged by how she sees people connecting, displaying tremendous empathy and generosity towards others by offering to help neighbors, joining together in fundraising for nurses and hospitals, and accepting “distancing” (and even washing hands) in the interests of protecting others. Both empathy and generosity build trust.

Darshan Kulkarni, our resident bioethicist, happens to live across the street from a hospital in a large US city. He is witnessing the virus first hand from his window. He urges everyone in every community to take time to separate fact from fiction to get a better “feel” for what is going on, and lessen fear and panic. Understanding that the political push and pull, and the day to day Fox vs. CNN reporting may hurt trust in the short term, it’s now up to communities to pull together to ensure that trust is not eroded over the long term.

The Workplace

David Belden, an organizational strategy consultant discussed how the coronavirus will permanently change the way we work. He reminded us that in many ways the 2008 financial crisis taught companies how to be more productive with fewer employees. Twelve years later and many people are accustomed to working remotely. Now, even more employees have joined those ranks. Will that continue post Coronavirus crisis? Will employers become more efficient? Will trust flourish as in-person micromanagement is no longer an option? Perhaps output increases when time clocks no longer need to be punched.

Will home based employees be more productive with less rules and restrictions? How about those organizations where remote teams have flourished for many years, using ever improving technology to enhance a new form of “teamwork” and efficiency? Has their forward-thinking strategy built a stronger foundation of trust, and a clear business advantage going forward? Because companies are now being given an opportunity to become even more efficient, will they share their wealth with their employees? This is the perfect time for leaders to demonstrate their support for their workers through their actions, not just their words. Think “Purpose” with a capital “P.”

From Canada, Natalie Doyle Oldfield reminded us of how trust builds business relationships, internally with employees and externally with customers and suppliers. At Trust Across America-Trust Around the World, we call that the trust “bank account.” Whether an entrepreneur, a small business owner or the CEO of a multinational company, the bigger that trust account pre crisis, the more stakeholders will remain loyal during the crisis, and the faster the post crisis recovery will be for business leaders who banked it.

Mark Donohue founder of LifeGuides presented another point of view expressing concerns that working from home will be isolating while social connections disintegrate. He shared that 43% of the US workforce currently works remotely (Gallup). Perhaps the time has come, or is past due, to redesign support systems that not only build trust between employers and employees, but also offer better benefits including counseling services during times of isolation and/or personal crisis.

Government

Our European members weighed in on the role government is playing in building or destroying trust. Olivia Mathijsen, a leadership and business advisor is at ground zero for Coronavirus, working remotely in Milan, Italy. She reminded us that different legislators have contrasting points of view, not all data is created equal, that cost cutting in the health sector has created some of the dissolution of trust, and that some media outlets are fueling mistrust by disseminating misinformation. But she sees a silver lining, and that’s compassion being shown and assistance offered not only between individuals, but also between countries, essential components for building societal trust that will hopefully continue post crisis.

Geert Vermeulen, an ethics and compliance expert reporting in from the Netherlands spoke of the shortages of critical supplies and regulatory constraints that have further taxed the system. But he also sees elevating levels of trust as individuals and companies work together to meet societal needs.

The last few minutes of the conversation turned to the shared GLOBAL level of accountability, empathy, compassion and benevolence that has been so apparent over the past several weeks. If we can maintain these basic human behaviors when the Coronavirus crisis subsides, societal trust will certainly be stronger.

In closing, David Belden pointed out that the Latinized form of the Greek word crisis (krisis) means turning point. Coronavirus is already moving the world in the direction of increasing empathy, compassion and benevolence. And as Mark Donohue concluded, the nature of trust is built on the “golden rule,” perhaps the most important reminder during these challenging times.

 

An abbreviated version of this article was published earlier this week on SmartBrief.

If you would like to participate in our upcoming “Lunch & Learns” join our Trust Alliance.

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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Mar
31

This week we are providing a quarterly wrap up of our Trust Insights series. Many of the world’s leading trust scholars and practitioners are collaborating on this project to bring you actionable insights that you can use to elevate trust at both the team and organizational level.

 

 

Simply click on the blue link in the list below to read more.

 

Trust Insights Week #1: Stephen M.R. Covey
Trust is both earned and given. January 7, 2020
Trust Insights Week #2: David Reiling
Developing trust starts in the C-Suite. January 14, 2020
Trust Insights Week #3: Margaret Heffernan
Trust is always and only about what you DO; nothing else matters. January 21, 2020
Trust Insights Week #4: Special Announcement
2020 Top Thought Leaders. January 28, 2020
Trust Insights Week #5: Charles H. Green
Trust is what happens when a risk-taking trustor meets a virtuous trustee. February 4, 2020
Trust Insights Week #6: Walt Rakowich
Real leadership starts by building trust; without trust, you have no platform from which to build positive influence with others. February 11, 2020
Trust Insights Week #7: Bob Vanourek
Three trust questions are the best way to deal with the ethical dilemmas we face. February 18, 2020
Trust Insights Week #8: Barbara Brooks Kimmel
The benefits of high trust are too numerous for leaders to ignore. February 25, 2020
Trust Insights Week #9: Bob Whipple
The absence of fear is the incubator of trust. March 3 , 2020
Trust Insights Week #10: Doug Conant
Building trust doesn’t have to be overwhelming… March 10, 2020
Trust Insights Week #11: Lea Brovedani
It is easier to trust someone and for others to trust you if there is genuine care… March 17, 2020
Trust Insights Week #12: Sean Flaherty
Developing trust starts with building a culture that values trust. March 24, 2020

 

 

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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Mar
17

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

“It’s easier to trust someone and for others to trust you if there is genuine care – and that shows in how you listen, and how you act and behave towards others.” Lea Brovedani

 

 

 

Can you expand a bit on this important insight?

Most organizations will list trust as an important value but to be believed it has to be lived.  What is the track record for doing what they say they will do? In an organization can you draw a direct line between their vision and mission statement and their actions? On a personal level do you believe they are authentic? Caring goes beyond compliance to the rules and speaks to the heart.

I’ve interviewed leaders, middle managers and workers in the field and I hear the same thing from all of them. “If I don’t believe that the person I am dealing with genuinely cares about me, I can’t really trust them.”

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

An example of the affect of caring on trust… My client, Fred Barlow is the Chief Safety Officer for Reliance – a contractor in Colorado. The majority of his staff work on dangerous construction sites. When Fred took over the position he realized there wasn’t a lot of trust between the workers or between the workers and management. It took time to turn that around, and he did it by showing he cared about them as individuals. An example was in a safety class he was teaching. One of the attendees, a big macho construction worker, got a phone call in the middle of the class. When he came back, Fred could see that something was wrong. When he had the opportunity to have a conversation with him, he found out that his brother’s wife had just delivered a baby with severe health problems. Fred took the time to talk and comfort him and in doing so he went a long way in establishing a relationship of trust. This was not an isolated incident, but typical of how Fred chooses to work with his employees. The ripple affect is that the workers now listen to Fred because they know he has their best interests at heart.

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

Overall I believe the global trust climate is worsening.  Social media exacerbates divisions by feeding us information that supports our biases and validates our prejudices and connects us to people who share our beliefs. We can get a skewed view of the world that confirms whatever we believe, regardless of factual information that could change our mind.  We develop trust through the facts, relationships and experiences and many of the opportunities for connection are being thwarted. This isn’t isolated to the USA. Countries around the world are experiencing a division and distrust that is in a downward spiral.

Fortunately we are drawn toward the champions who give us reasons to trust, and those who can help us look for the areas where trust can grow. The “Mr. Rogers” of the world. We can find sites that provide a full spectrum of facts, opinions and beliefs and allow us to make informed decisions. It’s the duality of the internet that gives us truth and lies and so much information that we can end up unable to discern who we can trust.

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

There is a saying that goes “What we resist, persists”.  To me it means we put too much focus on what we don’t want such as fear and uncertainty. If we change our focus to finding and celebrating trust, then perhaps we can start moving people, societies and institutions towards a better future where trust can grow.

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

I believe that Trust Across America brings credibility to all of us who are involved with the organization. You have to adhere to a high standard of ethical behavior and it brings together like-minded individuals from around the world. When I want to find out the latest research I know I can find it within the TAA group. Part of my mission and vision in life is to increase trust within the world, and being involved with this organization gives me a greater platform to do that.

Lea, 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?

Lea Brovedani is a professional speaker and trainer who has spoken at conferences and presented her workshops on trust around the world. She is author of TRUST ME – Restore Belief & Confidence in an Uncertain World, and TRUSTED – Secret Lessons From and Inspired Leader.

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

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