{"id":1748,"date":"2014-08-24T08:55:32","date_gmt":"2014-08-24T12:55:32","guid":{"rendered":"http:\/\/www.trustacrossamerica.com\/blog\/?p=1748"},"modified":"2014-09-01T13:49:38","modified_gmt":"2014-09-01T17:49:38","slug":"forward-thinking-boards-build-trust","status":"publish","type":"post","link":"https:\/\/www.trustacrossamerica.com\/blog\/?p=1748","title":{"rendered":"Forward-Thinking Boards Build Trust"},"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-fourth essay brings advice\u00a0from Tom McCoy,\u00a0Executive Vice President, General Counsel and Secretary at CH2M Hill. Tom is also\u00a0the retired Executive Vice President, Legal Affairs, and Chief Administrative Officer of Advanced Micro Devices, Inc., where he served in leadership for 16 years.<\/p>\n

Forward-Thinking Boards<\/em><\/strong><\/p>\n

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Forward-thinking boards will commit to lighthouse leadership and rebuilding employee engagement and trust<\/em><\/p>\n

The S&P 500 is up around $175%, but employee engagement languishes — and for good reason. Shareholders and option-laden directors and executives are winning while wage earners are losing and retirement security for most people continues to slip. Boards are buffeted by short-term investor pressure and remain absorbed in rear-view mirrors, activist investor gun sights and enterprise (and, understandably, personal) risk management. Leadership teams no longer trust the board to give them time and space to build long-term value and careers, and employees\u2019 confidence in organizational and economic justice has not recovered from the impacts of a frightening recession. Yet, the business fundamentals have not changed.<\/em><\/p>\n

A company cannot sustainably grow profitable market share and outperform its peers with employees who are not unified, inspired, growing and secure that the board of directors and the leadership team authentically care about their well- being, their potential and their communities. Without putting employees first, no company can out-innovate, out-engineer, out-think and out-hustle its competitors to delight customers and earn superior returns for shareholders. The nimble execution of strategy — and change — requires high trust, high integrity and high performance culture. History teaches, and contemporary politics confirm, that an enduring failure to balance smartly the power of capital and capitalists with the needs of employees and communities leads to populist pressure for policies and regulations that may serve no one very well in the long run.<\/em><\/p>\n

Corporate Executive Board studies prove that employee perceptions of organizational justice explain 75% of their perception of integrity and competence of the board and the leadership team. E.g., Corporate Executive Board, Compliance and Ethics Leadership Council, Protecting a Culture of Integrity in a Downturn<\/a> (2009). Today\u2019s perceptions are largely poor. There is no better time in the fragile aftermath of the recession to refocus investment in the long-term high performance of human capital, the most valuable of all resources in the corporate treasury.<\/em><\/p>\n

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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<\/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:\u00a0Trust Danger Signs<\/a>\u00a0and the need for synergy between the Board and Senior Managers.<\/p>\n

August 22:\u00a0Trust & Public Rewards<\/a>\u00a0reminds us to publicly acknowledge and reward staff.<\/p>\n

August 23: The Cost of Mistrust<\/a> and 8 ways to develop it.<\/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