If trust is, as many claim, the “issue of the decade,” why don’t organizations give the topic more attention? After all, the business case for trust has been proven time and again. Perhaps it boils down to the simple question of who takes ownership?
In most companies, trust is taken for granted until there is an “issue” and then trust is passed around like a hot potato.
- If there is a crisis, the communications and legal team are there to talk about restoring trust.
- If it’s a matter of “ethics,” just ask the Chief Compliance Officer.
- Market share declining? Get the marketing department to put the “trust” message in its campaign.
- Got an employee retention problem? Head to HR. After all, they must not have hired “right.”
- Giving a speech about building trust in the community? The corporate responsibility and sustainability silo are right on it!
Get the picture? Should I go on?
Unfortunately, in most organizations, no single person takes ownership and that’s why trust IS the issue of the decade. It’s that simple. Imagine running an organization without a Chief Financial Officer. How would the job get done?
So who should own trust?
Very simply, the CEO. Trust starts at the top with leadership acknowledgement of its critical importance. Once that occurs, the CEO can delegate the job to a Chief Trust Officer, whose office must be within shouting distance of the CEO. Imagine the first organization bold enough to hire a Chief Trust Officer? Did I just say “bold?” I meant smart and proactive.
What would the job entail?
- Review the credo, vision and values and adjust accordingly, with buy-in from every C-Suite member (and the Board.)
- Communicate vision and values to all stakeholders and make sure everyone abides by them.
- Work closely with HR to ensure that hiring (and firing) is done according to the standards set forth above.
- Get trust on the daily docket. This is an example of how one company does that, and a bit more about driving culture.
- Enforce a “zero” tolerance policy for trust breaches.
What would the job requirements be?
Very simply character, courage, competence and consistency or put another way, values, integrity and promises kept. Not so different than the qualities of a great CEO! If the applicant happened to be a former cheerleader, that wouldn’t hurt either.
Who will be the first to step outside the “old school” box and hire a Chief Trust Officer? Who will be the first to dip their proverbial feet in the trust water?
Barbara Brooks Kimmel is the Executive Director of Trust Across America-Trust Around the World whose mission is to help organizations build trust. She is also the editor of the award winning TRUST INC. book series and the Executive Editor of TRUST! Magazine. In 2012 Barbara was named “One of 25 Women Changing the World” by Good Business International. Leave a comment or send her a note at barbara@trustacrossamerica.com
Copyright 2014 Next Decade, Inc.
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