three keys to workplace trust

Building Trust:How Top Companies

Drive Business Results with Trust, Leadership

and Collaboration

Andy AtkinsChief Innovation Officer

Kevin CuthbertChief Consulting Officer

Our Speakers:

Today’s Presentation

a) Overview of Key Findings from 2013 Research

b) Three Keys to Trustc) Questions and Answers

3

Need assistance? Call Member Services (866) 538-1909 or email

[email protected]

Survey Context 2009-2011

4© Interaction Associates Inc.

Survey Snapshot2013


Building Trust 2013 surveyed nearly 400 leaders at more than 290 global organizations, polling them on behaviors and issues at the intersection of trust, leadership, and collaboration.


"High Performing Organizations" are organizations whose net profit grew more than 5% over the last year.

High Performing Companies


“Low Performing Organizations" are organizations whose net profit shrank or grew less than 5% over the last year.

Low Performing Companies

High vs. Low Performing Companies

28%

30%

15%

15%

11%

Up to 5% improvement

Unchanged

5-10% improvement

More than 10% improvement

NET PROFITS: 2013 compared with 2012

HIGH PERFORMING

LOW PERFORMING

Negative (loss)

10

Effectiveness at Achieving Business Outcomes

• Top line/revenue growth (41 point gap)

• Competitive market position (26 point gap)

• Exhibiting organizational behavior that is consistent with company values/ethics (24 point gap)

High Performing vs. Low Performing

High Performing vs. Low Performing

HPOs . . .

• Focus more on customer loyalty and retention (10 point gap)

• demonstrate higher levels of trust (30 point gap)

• have more effective leadership (27 point gap)

• and are more likely to have a collaborative environment (27 point gap).

. . . than LPOs.

Trust in Business Survey2013


© Interaction Associates 13

1. Dramatic Rebound in Trust and Leadership

2. Employee Involvement and Engagement Skyrocket

3. Leaders Walk the Talk4. Trust is a Decision, Not

an Inherent Trait5. Top 5 Leadership Actions

that Build Trust

Five Key Findings

Rebound in Levels of Trust and Leadership


1

15

To what degree do the following statements describe your organization?

All Respondents: Organizational Culture

Leadership and Trust = Significantly Higher than in 2012

38% 36% 34%31% 32%27%

2013 2012

16

Thinking about the level of trust within your organization, to what extent does the following describe your company?

% Describes extremely/very well

All Respondents

1 Significantly higher than 2012

Leadership is consistent, predictable and

transparent in their decisions and actions.

2013 2012

32% 1

23%

17

High Performing vs. Low PerformingTo what degree do the following statements describe your organization?(% describes extremely/very well)

Leadership Collaborative Trust

58% 56% 56%

31% 29% 26%

HPO 2013 LPO 2013

Pat Milton

I can recreate this table if needed.

Employee Involvement & Engagement Skyrocket


2

3x

Our employees view their jobs as a means to a paycheck; if another opportunity came along, they would take it.

Our employees are satisfied with the company; they see it as a good place to work. Few would be motivated to seek another job.

Our employees are highly engaged and are committed to their profession and jobs; employees willingly expend discretionary effort to achieve results.

In addition to being highly engaged, our employees are actively involved and share responsibility for the organization’s success; managers provide meaningful opportunities for employees to give input and/or participate in decisions that affect them.

Disengaged Passively Engaged

Engaged Involved

24% 7%

0% 20% 40% 60% 80% 100%

HPOs

LPOs

31% 35% 23%11%

27%42%24% 7%

HPOs vs. LPOs: Engagement and Involvement


Engagement/Involvement and Retention Gap: All Respondents – Net Effectiveness

at Retaining Key Employees

Disengaged

Passively

EngagedInvolved

7%

40%

60% 60%

Engaged

Disengaged

7%

Leaders Walk the Talk


3

Leaders Walk the Talk


Trust is a Decision, not an Inherent Trait


4


trust (n.) a willingness to put yourself at risk based on another person’s actions

Trust

Aligned Purpose

Expertise

Past Experience

Safety Certa

inty

Basis of Trust

Readiness to Trust

Willingness to Trust

Trust Matters



More than 80% of Building Trust 2013 respondents say they need to trust their boss or senior leaders in order to be effective in their work.

Trust Matters


Only 18% of people in general trust business leaders, according to the 2013

Edelman Trust Barometer.

Trust Matters


“Employees have a high level of trust in management and the organization.”

Trust Matters

All Respondents LPOs HPOs0%

10%

20%

30%

40%

50%

60%

70%

38%

26%

56%


How can I build trust?

Take a balanced approach to Driving Success.

What YOU Can Do Now.

Need assistance? Call Member Services (866) 538-1909 or email

[email protected]© Interaction Associates Inc.

TransparentReas

onab

le

Predictable

Five top actions Leaders can take to Build Trust Now


5


1. Set employees up for success by providing tools, resources and learning opportunities (41%)

2. Provide adequate information around decisions (41%)

3. Seek input prior to making decisions (40%)

4. Consistently act in alignment with company values (35%)

5. Give employees an inspiring, shared purpose to work toward (28%)

Top 5 Leadership Actions that Build Trust

Full Report and Trust Toolkit availableonline.


interactionassociates.com/insights

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Two Upcoming SeminarsJuly 15 – How to Build and Assess Trust on your Team

Sept. 16 –2014 Trust Research: findings, implications and takeaways

Executive Seminar SeriesLearn more at: trainingindustry.com

Thank YouOn behalf of TrainingIndustry.com, thanks to: • Today’s Speakers: Andy Atkins & Kevin Cuthbert• All of you for attending

Questions or Comments? Please contact Nabeel Jaitapker:

[email protected] Twitter: @NabyJ