workshop-andy atkins-building trust: how top companies drive business results with trust, leadership...
DESCRIPTION
Andy Atkins shows the combination of high trust, strong leadership and expert collaboration directly links to outstanding business performance. He covers the three important factors on which people base their trust. Additionally, Atkins shares best practices in building trust, including powerful, practical tools one can use right away.TRANSCRIPT
Building Trust:How Top Companies
Drive Business Results with Trust, Leadership
and Collaboration
The Conference Board’s 2013 and 2014 Top Ten CEO Challenges
“Trust”
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Today’s Presentation
1. Some quick definitions and context2. Dive into the data3. A tool to help you/your leaders build trust
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Survey Context 2009-2011
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Survey Snapshot2013
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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.
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"High Performing Organizations" are organizations whose net profit grew more than 5% over the last year.
High Performing Companies
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“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)
11
Effectiveness at Achieving Business Outcomes
• Top line/revenue growth (41% gap)
• Profit growth (39% gap)
• Competitive market position (26% gap)
• Exhibiting organizational behavior that is consistent with company values/ethics (24% gap)
High Performing vs. Low Performing
High Performing vs. Low Performing
HPOs . . .
• Focus more on customer loyalty and retention (10% gap)
• demonstrate higher levels of trust (30% gap)
• have more effective leadership (27% gap)
• and are more likely to have a collaborative environment (27% gap).
. . . than LPOs.
Trust in Business Survey2013
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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
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1
16
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
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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%
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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
Employee Involvement & Engagement Skyrocket
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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
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Engagement/Involvement and Retention Gap:All Respondents – Net Effectiveness at
Retaining Key Employees
Disengaged
Passively
EngagedInvolved
7%
40%
60% 60%
Engaged
Leaders Walk the Talk
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3
Leaders Walk the Talk
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Trust is a Decision, not an Inherent Trait
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4
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trust (n.) a willingness to put yourself at risk based on another person’s actions
Trust
Aligned Purpose
Expertise
Past Experienc
eSafety Certa
inty
Basis of Trust
Readiness to Trust
Willingness to Trust
Trust Matters
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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
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Only 18% of people in general trust business leaders, according to the 2013
Edelman Trust Barometer.
Trust Matters
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“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%
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How can I build trust?
Take a balanced approach to Driving Success.
What YOU Can Do Now.
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TransparentReas
onab
le
Predictable
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Five top actions Leaders can take to Build Trust Now
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5
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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 the Build Trust
Set employees up for success with Stretch Delegation learning opportunities.
What YOU Can Do Now.
Time
Per
form
ance
New Job
Stretch DelegationOpportunity
PerformanceSurge
StretchDelegationOpportunity
PerformanceDip
WithoutStretch
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The Power of Stretch Delegation
Full Report and Trust Toolkit availableonline.
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interactionassociates.com/insights
Thank you!