World of Learning 2014The truth about trustLeading with trust and integrity

Christine Abbott

ILM

Who are ILM?

Our vision

Social and economic prosperity achieved through excellence in leadership and management

We unleash leadership and management talent.

What is trust?

The firm belief in the reliability, truth or ability of someone…

The Oxford English Dictionary

The value of trust

Increased productivity

Better risk management

Lower stress

Improved processesOrganisational flexibility and innovation

Enhanced communication Greater motivation

More collaboration

Our latest research

The Truth about Trust And integrity at work

» Our research is the latest of four ILM studies into organisational trust.

» We carried out research with over 1,600 managers across UK working population.

» The aims of the research:» Compare trust levels by industry, sector and

organisational size» Highlight areas for focus and concern» Identify the ‘must have’ drivers of trust» Explore how to best develop individual and

organisational trust

The truth about trust

» This research measures how trusted managers and leaders have both internally and externally.

» Key questions were:» What do leaders and managers identify as the

drivers of trust and which do they recognise as the most important?

» How do levels of trust vary by sex, generation, seniority, sector and industry?

» What are the levels of trust in high profile institutions and have they increased or decreased?

Methodology in a nutshell

The research was based on the six dimensions of trust:

» Ability» Understanding » Fairness » Openness » Integrity» Consistency

The six dimensions of trust

Internal

Internal vs external trust levels

External

Who do we trust?

» Relationships count - we trust people with whom we have a relationship. The closer they are to us, the more they are trusted.

» Seniority drives trust - as managers progress through the ranks, they typically become both more trusting and more trusted.

» Big isn’t always best – The larger the organisations the lower levels of trust are reported.

» Sector struggle – managers in the public sector expressed significantly lower levels of trust than their counterparts in the private and third sectors.

Middle managers hold the key to building trust with the first line managers that they manage

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Important to develop first line managers they receive the least training but have the

greatest need of support

First line managers

Middle managers

Senior managers

CEO

Target development at all levels not just at the top

Develop leaders at all levels

Develop your leaders and managers at all levels

Our research highlights five fundamental skills and behaviours that leaders need in order to be trusted by their staff. These were:

» Openness – which 70% of employees ranked as one of their top three drivers.

» Effective communication 53%

» Decision-making 49%

» Integrity 48%

» Competence in their role 42%.

How do you drive trust?70%

53%

49%

48%

42%

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Recommendations

» Focus on building and communicating the five fundamentals

» Target first-line and middle managers

» Develop management skills and relationships

» Focus on increasing internal trust levels . . . The rest will follow

» Measure trust levels now and seek to increase them - KPIs

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Thank you

For more information visit our website www.i-l-m.com

@ILM_UK

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