Archive

Posts Tagged ‘organizational trust’

Feb
03

 

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Building organizational trust requires leadership “buy-in.” The payoff includes a happier and more stable work force; faster decision making and innovation; and long-term sustainability and profitability.

This list compiles some of the myths surrounding organizational trust and leadership.

  1. Trust is “soft” and does not increase profitability.
  2. If an organization complies with the law, it is trustworthy.
  3. Leaders need not have integrity in their personal life as long as they act the part at work.
  4. Writing a corporate values statement or having a credo is a waste of time and resources.
  5. Building trust into the corporate DNA will not result in faster crisis recovery.
  6. Short-term profitability trumps long-term trustworthiness.
  7. It’s not leader’s job to ensure that trust-building is an organizational priority.
  8. Shareholders are more important than other stakeholders.
  9. Corporate responsibility need not extend beyond philanthropy.
  10. It’s okay to tell an occasional lie.

What myths would you add to this list? Leave a comment.

These myths and other are discussed in our new book, Trust Inc. Strategies for Building Your Company’s Most Valuable Asset.

Trust Inc.

Trust Inc.

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Jan
31

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February is Leadership Transformation Month

according to Trust Across America’s

 

2014 Calendar

 

 

Productivity and execution begin when the leader creates a set of values and goals that are shared, accepted and adopted by all stakeholders.

Leaders must regularly communicate with stakeholders about the steps being taken to build trustworthy behavior within the organization.

Leaders must not confuse trust with compliance. The latter is situational. The former is not!

During the  52 weeks of 2014 you can build trust in your organization by thinking about, discussing and following the advice of the experts. Here are the suggestions for the 4 weeks in February 2014.

Week 1: A person “like yourself” is now trusted nearly two times as much as a CEO or government official. Ben Boyd, Edelman

Week 2: When deciding whom to trust remember this, people who will lie for you will lie to you. Lea Brovedani

Week 3: When I trust you, I empower you to influence me.  Elaine Cohen, Beyond Business Ltd.

Week 4: When achieved, organizational trust is validated externally in corporate reputation and performance. Mark Coleman, Convergence Mitigation Management

 

Please share your comments and suggestions! Email: barbara@trustacrossamerica.com

Barbara Brooks Kimmel, Executive Director, Trust Across America – Trust Around the World

Editor  Trust Inc. Strategies for Building Your Company’s Most Valuable Asset

Trust Inc.
Trust Inc.

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Jan
12

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Why does corporate America continue to turn a deaf ear when profitability need not be sacrificed in the name of trust?

The daily headlines are packed with stories about ongoing distrust in business, and rarely do we see indications that the tide is shifting.   Perhaps it’s because business leaders continue to question the relationship between trust and profitability. We’ve aggregated recent data in this article, thereby making The Case for Trust more difficult to ignore.

The Hard Costs of Low Trust

  • Gallup’s research (2011) places 71% percent of U.S. workers as either not engaged or actively disengaged.
  • The price tag of disengagement (Gallup) is $350 billion a year. That roughly approximates the annual combined revenue of Apple, General Motors and General Electric.
  • The Washington Post reported that “the federal government imposed an estimated $216 billion in regulatory costs on the economy (in 2012), nearly double its previous record.”
  • The cost of the tort litigation system alone in the United States is over $250 billion. – or 2% of GDP (Forbes, January 2012)

 

  • The six biggest U.S. banks, led by JP Morgan Chase & Co. and Bank of America Corp. have piled up $103 billion in legal costs since the financial crisis (Bloomberg, August 2013)

 

  • According to The Economist Intelligence Unit (2010), 84% of senior leaders say disengaged employees are considered one of the biggest threats facing their business. However, only 12% of them reported doing anything about this problem.

 

  • According to Edelman globally, 50% of consumers trust businesses, but just 18% trust business leadership.

 

  • And finally, in the United States, the statistics are similar, but the story is a bit worse for leadership. While 50% of U.S. consumers trust businesses, just 15% trust business leadership.

This trust gap negatively impacts a company’s revenue, market share, brand reputation, employee engagement and turnover, stock price, and bottom line profitability.

 

The Low Cost of Hard Trust

Building a trustworthy business will improve a company’s profitability and organizational sustainability.

A growing body of evidence shows increasing correlation between trustworthiness and superior financial performance. Over the past decade, a series of qualitative and quantitative studies have built a strong case for senior business leaders to place building trust among stakeholders high on their priority list. While none of these studies are perfect, over the next decade their results will be increasingly difficult to ignore.

In a Harvard Business School working paper from July 2013 called The Impact of Corporate Sustainability on Organizational Processes and Performance, Robert G. Eccles, Ioannis Ioannou, and George Serafeim provide evidence that High Sustainability companies (those integrating both environmental and social issues) significantly outperform their counterparts over the long-term, both in terms of stock market as well as accounting performance.

According to Fortune’s  “100 Best Companies to Work For”, based on Great Place to Work Employee Surveys, best companies experience as much as 50% less turnover and Great Workplaces perform more than 2X better than the general market (Source: Russell Investment Group)

Forbes and GMI Ratings have produced the “Most Trustworthy Companies” list for the past six years. They examine over 8,000 firms traded on U.S. stock exchanges using forensic accounting measures. The conclusions they draw are:

  • “… the cost of capital of the most trustworthy companies is lower …”
  • “… outperform their peers over the long run …”
  • “… their risk of negative events is minimized …”

 

FACTS®. After years of reviewing such studies and vetting independent data providers, Trust Across America – Trust Around the World (TAA-TAW) has been blending five indicators of trustworthy business in its unique FACTS® Framework: Financial Stability, Accounting Integrity, Corporate Governance, Transparency, and Sustainability

The FACTS monthly (rebalanced) portfolio of 25 trustworthy companies significantly outperformed the S&P 500 index (64.3% vs. 30.9% from August 2012 through November 2013).

 

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Numerous indirect indicators of trust also show a direct correlation to superior financial performance.

From Deutsche Bank:

  • 100% concurrence on Lower Cost of Capital
    (“… academic studies agree that companies with high ratings for CSR (corporate social responsibility) and ESG (environment, social responsibility, governance) factors have a lower cost of capital in terms of debt (loans and bonds) and equity.”)
  • 89% concurrence on Superior Market Performance
    (“,,,studies indicate companies with high ratings for ESG factors outperform market-based indices”)
  • 85% concurrence on Greater Performance on Accounting –Based Standards
    (“… studies reveal these types of company’s consistently outperform their rivals on accounting-based criteria.”)

From Global Alliance for Banking on Values, which compared values-based and sustainable banks to their big-bank rivals and found:

  • 7% higher Return on Equity for values-based banks
    (7.1% ROE compared to 6.6% for big banks).
  •  51% higher Return On Assets for sustainable banks
    (.50% average ROA for sustainable banks compared to big bank earning 0.33%)

These studies are bolstered by analyses from dozens of other respected sources including the American Association of Individual Investors, the Dutch University of Maastricht, Erasmus University, and Harvard Business Review.

Business leaders may choose to continue to challenge the business case for trust but the evidence is mounting. There is not only a business case but also a financial case for trust.  Trust works.

Barbara Brooks Kimmel is Cofounder and Executive Director of Trust Across America –Trust Around the World and editor of Trust Inc. Strategies for Building Your Company’s Most Valuable Asset. In 2012 Barbara was named one of “25 Women who are Changing the World” by Good Business International. For more information, please contact: mailto:Barbara@trustacrossamerica.com

 

Copyright © 2014 Next Decade, Inc.

 

Would you like to help us build our Case for Trust? Enter our Case for Trust Challenge!

 

 

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Jan
01

Leadership Road Sign

January is Trustworthy Leadership Month

according to Trust Across America’s

 

2014 Calendar

 

 

A culture of trust cannot exist with an untrustworthy leader.

Trustworthy behavior must start at the top and flow down through every manager in any organization.

 

 

Over the next 52 weeks, you can build trust in your organization by thinking about, discussing and following the advice of the experts. These are the suggestions for the 5 weeks in January.

 

Week 1: Cultivate trust by deepening the conversation. Patricia Aburdene @PatriciaAburdene

Week 2: Employees learn to trust when leaders provide adequate information about decisions they’re making. Andy Atkins @InteractionAsc 

Week 3: What new or enhanced behaviors will you commit to practice to engender trust? William Benner wwconsult.us

Week 4: Without trust, people give up on relationships and leave organizations. Ken Blanchard  @KenBlanchard

Week 5: Trust, like culture,  begins and ends at the very top. Andrea Bonime-Blanc @GlobalEthicist

 

Please share your comments and suggestions! Email: barbara@trustacrossamerica.com

Barbara Brooks Kimmel, Executive Director, Trust Across America – Trust Around the World

Editor  Trust Inc. Strategies for Building Your Company’s Most Valuable Asset

Trust Inc.

Trust Inc.

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Dec
17

How does one say “Thank you” to friends and colleagues who have helped foster trustworthy relationships?

We hope you enjoy our 2014 Weekly Reflections on Organizational Trust, another collaborative effort of the contributors to our new book  Trust Inc., our Alliance of Trustworthy Business Experts, and friends of Trust Across America – Trust Around the World. (Listed alphabetically)

If you are receiving this gift, we know that trust is important to you, and we hope you will share it with your audience.

Thank you to all who have assisted Trust Across America – Trust Around the World in building organizational trust.

May we continue to make progress in 2014.

With much gratitude and trust!

Barbara Brooks Kimmel

PS- This poster prints 11×14.

 2014TrustPoster

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Dec
06

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With the right plan, any leader can build trust!

Trust Across America – Trust Around the World offers this 2014 gift to all leaders – twelve months of trust-building activities. Help us elevate trust by incorporating these strategies into your own organization.

January: Trustworthy leadership – A culture of trust cannot exist with an untrustworthy leader. Trustworthy behavior must start at the top and flow down through every manager in any organization.

February: Transformation – Productivity and execution begin when the leader creates a set of values and goals that are shared, accepted and adopted by all stakeholders. Leaders should regularly address all stakeholders about the steps being taken to build trustworthy behavior within the organization. Trust should not be confused with compliance.

March: Tools – There are many trust “tools” leaders can use to build trust with their internal and external stakeholders. These run the gamut from metrics and assessments to online surveys and training.

April: Treatment – The Golden Rule says to “treat others the way you want to be treated.” This certainly holds true for trust. The leader that extends trust to his or her stakeholders is more likely to have it returned.

May: Teamwork – Teamwork leads to better decisions and better outcomes. Teams create trust, and trust creates teams, especially when silos are broken down.

June: Talk – Your stakeholders need to know what steps you are taking to build a trustworthy organization. Quarterly numbers are no longer the “be all and end all.” In fact, evidence is mounting that a trustworthy culture and profitability go hand in hand.

July: Truth – Truth-telling is at the core of trust. Any leader who wants to build a trustworthy organization must have an extremely comfortable relationship with the truth. No company is perfect and it’s not necessary to air all the dirty laundry – just don’t lie about it or intentionally mislead. In times of crisis, a habit of truth telling yields particularly good returns.

August: Transparency – Merriam Webster defines “transparent” as visibility or accessibility of information, especially with business practices. A leader who thinks he or she can still hide behind a veil of secrecy need only spend a few minutes on social media reading what their stakeholders are saying.

September: Thoughtful – Not all stakeholders need to know the company’s trade secrets, or what the CEO had for dinner. But if your company is serious about increasing trustworthiness, consider engaging all your stakeholders in rich, thoughtful conversations. View them as vital contributors to a better organization.

October: Tolerance – A trusted leader is open to new ideas that may not align with his own. Tolerance empowers stakeholders with ownership and leads to higher engagement at all levels.

November: Time – Building a culture of trustworthy business does not happen overnight. It takes time, maybe even years – but not decades. The leader who invests the time to educate himself or herself about how to build trust with teams and stakeholders — then develops a plan, communicates and implements it – will be rewarded with greater stakeholder trust. When a slip-up occurs, those who “banked” trust will recover faster.

December: Trust – Don’t forget that trustworthy business is not about quarterly earnings and international expansion, but rather about building long-term trust.

Yours in trust! Barbara Brooks Kimmel, Executive Director

Trust Across America – Trust Around the World

Barbara has edited a new book called Trust Inc., Strategies for Building Your Company’s Most Valuable Asset, bringing together over 30 experts who offer advice and suggestions on elevating trust in any organization.

 

Copyright © 2013 Next Decade, Inc.

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Jun
11

 

TAATAW



 

 

 

 

 

ALLIANCE OF TRUSTWORTHY BUSINESS EXPERTS: OUR FIRST FIVE INITIATIVES

 

We are pleased to announce the formation of our Alliance Steering Committee and five initiative task forces. 

 

1. Community Ambassadors: Increasing the Global Dialogue on Organizational Trust

2. Trust Talks™: Delivering Expert Content, Speakers and Panels on the Topic of Organizational Trust

3. The Trust Project™: Constructing a Framework and Master Database for Trust: A General Framework with Customized Components for Specific Organizational Needs

4. Making the Case for Trust: Proving the Correlation Between Trustworthy Behavior & Organizational Leadership Success

5.Generational and Cultural Trust: Exploring Generational and Cultural Trust Synergies and Differences

 

For additional information: Barbara Kimmel, Executive Director, Trust Across America – Trust Around the World

and visit our Alliance to learn more.

 

Email: Barbara@trustacrossamerica.com

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Jun
03

 

  1. Our name changes to Trust Across America – Trust Around the World, reflecting our global expertise and program reach
  2. Our membership expands to almost 20 countries
  3. Our Alliance members organize into task forces to tackle five early initiatives in our Campaign for Trust
  4. 46,000+ page views in May! Organizational trust is a global concern and a popular subject
  5. Our book, Trust Inc.: Strategies for Building Your Company’s Most Valuable Asset is now available for preorder 
  6. Construction of a master Framework of Organizational Trust (for use in any organization regardless of size) is underway
  7. Trust Talks™ launches: Delivering speakers and panels for worldwide events
  8. Trustworthy businesses continue to outperform their less trustworthy peers bit.ly/111ZtjV
  9. Community Ambassadors to our Alliance are joining us from around the world
  10. A Google search of the term “trustworthy business” returns the first 4 listings to us!

 

Collaboration is a powerful tool, especially in addressing and advancing a global issue like trust!

 

For more information, please contact Barbara Kimmel, Executive Director, Trust Across America – Trust Around the World

Email: mailto:Barbara@trustacrossamerica.com

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