{"id":1740,"date":"2014-08-22T07:54:34","date_gmt":"2014-08-22T11:54:34","guid":{"rendered":"http:\/\/www.trustacrossamerica.com\/blog\/?p=1740"},"modified":"2014-08-22T07:54:34","modified_gmt":"2014-08-22T11:54:34","slug":"trust-public-rewards","status":"publish","type":"post","link":"https:\/\/www.trustacrossamerica.com\/blog\/?p=1740","title":{"rendered":"Trust & Public Rewards"},"content":{"rendered":"

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Late last year\u00a0Trust Across America-Trust Around the World\u00a0<\/a>\u00a0published the first in a planned\u00a0series of award-winning books.\u00a0<\/strong>\u00a0TRUST INC., Strategies for Building Your Company’s Most Valuable Asset<\/em>\u00a0<\/a>brings together the wisdom of 32 experts. Six months later we released our second book,\u00a0Trust Inc. A Guide for Boards & C-Suites<\/a>.\u00a0<\/em>In this book,<\/em>\u00a0sixty\u00a0experts have joined forces to offer 100 strategies.<\/strong><\/p>\n

Throughout the month of\u00a0August, we will be featuring 31 essays from our second book. Each stands alone\u00a0as an excellent resource in guiding Boards and C-Suites on driving a trust agenda at the highest level in the organization, and provides tools for those who choose to implement trust-building programs in their organization.<\/p>\n

This twenty-second essay brings advice\u00a0from\u00a0Doug Turner who has spent over 30 years in procurement and contract management working on high-tech and aviation projects all over the world. He is now credentialed by the International Coach Federation, and has helped corporations achieve success in setting up new businesses, and winning very large business contracts through the development\u00a0of strong trusting relationships with customers and suppliers. Doug has been a featured speaker and instructor with the Supply Chain Management Association of Canada and the International Association for Commercial and Contract Management (IACCM). \u00a0Doug is also a member of the\u00a0Alliance of Trustworthy Business Experts<\/a>.<\/p>\n

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Trust and Public Rewards<\/em><\/strong><\/p>\n

One of the key responsibilities of the CEO and C-Suite is to create and maintain the kind of culture needed to achieve the mission of the organization. To do this, they must articulate what is expected and then demonstrate what success looks like. In order for staff to trust and embrace what the leaders are saying, staff must see that the leaders are genuine and that they are believable.<\/em><\/p>\n

To achieve this trust, leaders must pay close attention to the kind of behaviors that are seen to be, or perceived by staff to be, rewarded. Visibly rewarding examples\u00a0of the requested behavior goes a long way to establish believability and remaining consistent over time helps to establish the integrity leaders must show to engender trust. (Covey, www.thespeedoftrust.com<\/a>.) <\/span>Leaders must not ask for one thing and then reward, or even be perceived to reward, something that is different and possibly inconsistent with what is requested.<\/em><\/p>\n

If, for example, greater \u201ccreativity\u201d is desired in the culture, executives must go to special lengths to publically acknowledge and reward staff who show exemplary imagination, whether their initiatives are ultimately successful or not. Results obtained through \u201ctried and true\u201d methods would therefore not be unduly acknowledged. Similarly, by visibly rewarding shining examples of \u201ccollaboration\u201d, \u201chigh standards\u201d, \u201ccustomer focus\u201d, or whatever else may be desired, the CEO will build that aspect into the culture as a result of enhanced levels of trust.<\/em><\/p>\n<\/div>\n

I hope you have enjoyed this next sneak peak into our second book.\u00a0If this brief look behind the door has been helpful,\u00a0follow\u00a0this link<\/a>\u00a0to order both of our books online.<\/strong><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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And for those who want to catch up on the series, a quick reference on what’s been covered so far this month:<\/strong><\/div>\n<\/div>\n

August 1:\u00a0There’s a Reason Why We Call Them Trustees<\/a>\u00a0explains why\u00a0being an “absentee landlord” doesn’t work.<\/p>\n

August 2:\u00a0Kill the Evening Before Dinner<\/a>\u00a0and take a small group of front line employees to dinner instead.<\/p>\n

August 3:\u00a0In Head of Business- Hope for the World<\/a>\u00a0we introduce the Winston “V” Model.<\/p>\n

August 4:\u00a0Reputation vs. Trust<\/a>\u00a0and why leaders should care more about the latter.<\/p>\n

August 5:\u00a0C-Suite Must Speak With a V.O.I.C.E. of Trust<\/a>, a new communications model.<\/p>\n

August 6:\u00a0It Ain’t What You Do (It’s the Way You Do It)<\/a>\u00a0discusses an organization’s core values and traits.<\/p>\n

August 7:\u00a0Superficial CEOs and Their Boards<\/a>\u00a0talks about the fiduciary responsibility of board members.<\/p>\n

August 8:\u00a0Headline: Be the Leaders Others Will Follow<\/a>\u00a0we learn about consistency between actions and words.<\/p>\n

August 9:\u00a0Towards a Mindset for Corporate Responsibility<\/a>\u00a0requiring a shift in mindset on the part of boards.<\/p>\n

August 10:\u00a0Warning: Don’t Drown in the Slogan Swamp<\/a>\u00a0explores the (mis)use of slogans in corporate America.<\/p>\n

August 11:\u00a0Trust in the Boardroom<\/a>\u00a0in creating competitive advantage.<\/p>\n

August 12:\u00a0Three Ways to Build Trust\u00a0<\/a>\u00a0and organization that are blind to the dialogue.<\/p>\n

August 13:\u00a0Lead from the Front<\/a>\u00a0explains why it’s important to remove the filters between leaders and employees.<\/p>\n

August 14:\u00a0Building Trust For Boards & C-Suites<\/a>\u00a0and why published scientific evidence is important.<\/p>\n

August 15:\u00a0(Trust) Communication & the Hiring Process<\/a>\u00a0discusses engaging employees in the decision.<\/p>\n

August 16:\u00a0CEO Tip: Trust Your Board as Your Ally<\/a>\u00a0emphasizes the importance of trusting partnerships.<\/p>\n

August 17:\u00a0The Culture is the Secret Sauce<\/a>\u00a0that must bubble down from the Boardroom to the Mailroom.<\/p>\n

August 18:\u00a0Trust & Strategy Thinking<\/a>\u00a0reminds us that it is hard to trust when you cannot relate.<\/p>\n

August 19:\u00a0Be Proactive About Trust & Integrity<\/a>: just handling problems as they arise is not enough.<\/p>\n

August 20:\u00a0Trust Traps<\/a>\u00a0reminds us to ask the tough questions.<\/p>\n

August 21: Trust Danger Signs<\/a> and the need for synergy between the Board and Senior Managers.<\/p>\n<\/div>\n

Barbara Brooks Kimmel<\/strong>\u00a0is the Executive Director of\u00a0Trust Across America-Trust Around the World<\/a>\u00a0whose mission is to help organizations build trust. She is also the editor of the award winning\u00a0TRUST INC.<\/a>\u00a0book series. In 2012 Barbara was named “One of 25 Women Changing the World” by Good Business International.<\/p>\n

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.\u00a0\"Print\"<\/a>\"ND<\/a><\/p>\n

Should you wish\u00a0to communicate directly with Barbara, drop her a note at\u00a0Barbara@trustacrossamerica.com<\/a><\/p>\n

Copyright \u00a9 2014, Next Decade, Inc.<\/p>\n