Trust Across America-Trust Around the World™

I came in as CEO to rescue a very troubled public company. The prior CEO and EVP had been indicted for bribery. Shareholder class action suits had been filed; SEC and IRS investigations were underway; the best employees and customers were panicked; and cash to meet payroll was running critically short. Unfortunately, massive layoffs were necessary. 

Realizing the crisis in the company was not due to the employees who would now face the repercussions, we decided to handle the cutbacks differently. People being laid off were not going to be immediately escorted to the door by security guards with boxes of their belongings in their hands because they could not be trusted. They would be treated respectfully with fair severance and references. With their agreement, they would stay in place for weeks to train others who would assume their duties. We would hold farewell gatherings for each to acknowledge their past work and to wish them well.

Right before the announcements to all employees, I met with a very capable, long-term, and popular senior executive, John, to inform him that his job was being eliminated. He understood, and I invited him, if he wished attend, to join the all-hands meeting starting then.

Naturally, there was shock among the employees as I announced the dire circumstances we were in and what we were forced to do to survive. I assured them that fair treatment for those being separated was involved. But I sensed the anger and skepticism in the audience.

Then, I saw John standing near the stage. As I looked him in the eyes, I intuitively felt I could trust him to do what was right. I told the employees that John was one of those being laid-off. I thanked him for his years of service. Then I invited him onto the stage to say a few words if he wished to do so. I heard an audible gasp from my officer corps. They must have been thinking, “What will John say after being told he was being laid-off?”

John stepped to the mic with tears in his eyes and his throat catching with emotion. He thanked his colleagues for their work together over the years, said he would be “just fine,” and encouraged the audience to “hold the course.” The company would survive these tough times, and he was proud to have worked there.

We survived, and with much hard work, we successfully rebuilt. I chose a course of action that, while risky, was one I felt would build trust, or at least help rebuild any trust that was broken.

In this age of instant communication with 24/7 cable news, social media posts, tweets, and cell phone videos, virtually no information remains confidential. Many of the old guard, who have been exploiting others and the world for decades, are being “outed.” Outrage is high. It often seems we are enmeshed in an age of lies, cover-ups, cronyism, and scandals with a trust crisis. For many, therefore, trust levels are low.

But at the same time,  there is a growing body of leaders who have had enough of the old ways. They are ethical, values-based, transparent, humble, and intent on  building organizations with great cultures where trust is paramount. These organizations will not make the “can-you-top-this-outrage-headlines,” but they are the vanguard of the new movement that is growing steadily. These organizations are the winners, who will be talent magnets for the best people. Their influence and exemplary examples will shine through as the role models for all to see. For them, thankfully, trust levels are high.