Trust Inside the Organization

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February 2006

Previous Issues:

The Last Prescription for the Vital Organization: Communicate!

Be Clear About Conflict Resolution

Understand How Business is Done

Know What Makes the Business Tick

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A MESSAGE FROM THE AUTHORS

This month we'd like to share with you Rob's article in the February/March issue of Value magazine.

As you would expect, it's about trust.

As always, your feedback and comments on this newsletter are welcome at info@trustedleader.com.

-Rob and Anne-

TRUST INSIDE THE ORGANIZATION

Late last year, the New York Times published a series of reports based on Harris and Roper polls. In one report, the Times noted that a grand total of 2 percent of survey respondents felt that Fortune 500 CEOs were “trustworthy.”

It’s hard to imagine a clearer message that Fortune 500 senior executives have a major credibility issue with the public.

That presents a problem with cascading implications because it’s likely that these “public opinions” have roots deep within the organizations themselves.

Lack of trust on the outside usually mirrors a lack of trust on the inside. And if employees don’t trust their top managers, then sustainable value creation of any kind will be compromised.

The company has launched a major new social/good initiative? “Sure it has; but it’s probably a PR stunt.” The company has agreed to partner with a nonprofit to provide global disaster relief, or alleviate suffering in a particularly hardhit region? “That’s well and good, but it’s not doing much to help its own employees.” Value has to be built internally first, or even the most generous of external efforts will not ring true and may not gain the traction needed to succeed fully. So what can be done?

>> read the complete article at Value

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