If trust is such an important element of long-term business success, why do so few executives embrace it as a business imperative?
Is it:
- What can’t be measured can’t be managed?
- Too much pressure to perform quarter to quarter?
- Trust is simply taken for granted?
- Compliance is all that matters?
- Greed is good?
Any advice?
Barbara Brooks Kimmel is the Executive Director of Trust Across America-Trust Around the World whose mission is to help organizations build trust. She runs the world’s largest membership program for those interested in learning more, and 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.
Our 2015 Poster, 52 Weeks of Activities to Increase Organizational Trust is available to those who would like to support our work by making a small donation.
Copyright 2015, Next Decade, Inc.
When I was working in the business world, trust was only a vague concept not much thought about in our work or paid attention to as a strategic lever.
Now, much older and wiser, and thanks to the work of you and your alliance members, I am sold.
It’s not that greed is good, or compliance is all we need, or short-termism prevails, etc. All those have some truth and can be dealt with.
It’s that the case for trust has not been made clearly and compellingly – until now by TAA-TAW and your colleagues.
It may take years before the concept fully sinks in.
But it’s worth it.
Let’s hope it doesn’t take years!