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Building trust 2013 webinar slides


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A workplace founded on trust is more successful: the link between Trust and better financials is unmistakeable. Learn about new research that makes the link...and how you can leverage trust for better results.

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Building trust 2013 webinar slides

  1. 1. Building Trust2013Trends, Tools, andRESULTS
  2. 2. Need assistance? Call MemberServices (866) 538-1909 or emailsupport@hci.orgToday’s Featured GuestsLinda StewartPresident & CEOInteraction AssociatesAndy AtkinsChief Innovation OfficerInteraction Associates@InteractionAsc
  3. 3. Need assistance? Call MemberServices (866) 538-1909 or emailsupport@hci.orgTheConferenceBoard’s 2013Top Ten CEOChallenges
  4. 4. “Trust”4© Interaction Associates Inc.
  5. 5. Today’s Presentation1. Some quick definitions and context2. Dive into the data3. A tool to help you/your leaders build trust5
  6. 6. Poll QuestionIt is extremely or very important to myeffectiveness that I have a high degree oftrust in my colleagues at work.1. Agree2. Disagree6© Interaction Associates Inc.
  7. 7. Need assistance? Call MemberServices (866) 538-1909 or emailsupport@hci.orgSurvey Context 2009-20117© Interaction Associates Inc.
  8. 8. Survey Snapshot20138© Interaction Associates Inc.
  9. 9. Building Trust 2013 surveyed nearly400 leaders at more than 290 globalorganizations, polling them onbehaviors and issues at the intersectionof trust, leadership, and collaboration.
  10. 10. 10© Interaction Associates Inc.
  11. 11. 11© Interaction Associates Inc.
  12. 12. 12© Interaction Associates Inc."High PerformingOrganizations"are organizationswhose net profitgrew more than5% over thelast year.High Performing Companies
  13. 13. 13© Interaction Associates Inc.“Low PerformingOrganizations" areorganizationswhose net profitshrank or grewless than 5% overthe last year.Low Performing Companies
  14. 14. High vs. Low Performing Companies28%30%15%15%11%Up to 5%improvementUnchanged5-10% improvementMore than 10%improvementNET PROFITS: 2013 compared with 2012HIGH PERFORMINGLOW PERFORMINGNegative (loss)
  15. 15. 15Effectiveness at Achieving Business Outcomes• Top line/revenue growth (41% gap)• Profit growth (39% gap)• Competitive market position (26% gap)• Exhibiting organizational behavior that isconsistent with company values/ethics (24% gap)High Performing vs. Low Performing
  16. 16. High Performing vs. Low PerformingHPOs . . .• Focus more on customer loyalty andretention (10% gap)• demonstrate higher levels of trust (30% gap)• have more effective leadership (27% gap)• and are more likely to have a collaborativeenvironment (27% gap).. . . than LPOs.
  17. 17. Trust in Business Survey201317© Interaction Associates Inc.
  18. 18. 1. Dramatic Rebound inTrust and Leadership2. Employee Involvementand EngagementSkyrocket3. Leaders Walk the Talk4. Trust is a Decision, Notan Inherent Trait5. Top 5 Leadership Actionsthat Build TrustFive KeyFindings© Interaction Associates 18
  19. 19. Rebound in Levels ofTrust and Leadership© Interaction Associates 19
  20. 20. 20To what degree do the following statements describe yourorganization?All Respondents: Organizational CultureLeadership and Trust = Significantly Higher than in 201238% 36% 34%31% 32%27%My organization haseffective leadershipMy organization is highlycollaborative.Employees have a highlevel of trust inmanagement and theorganization.2013 2012
  21. 21. 21Thinking about the level of trust within your organization,to what extent does the following describe yourcompany?% Describes extremely/very wellAll Respondents1 Significantly higher than 2012Leadership is consistent,predictable andtransparent in theirdecisions and actions.2013 201232% 123%
  22. 22. 22High Performing vs. Low PerformingTo what degree do the following statements describe your organization?(% describes extremely/very well)58% 56% 56%31% 29% 26%Leadership Collaborative TrustHPO 2013 LPO 2013
  23. 23. Employee Involvement &Engagement Skyrocket© Interaction Associates 23
  24. 24. 3xOur employeesview their jobs asa means to apaycheck; ifanotheropportunity camealong, they wouldtake it.Our employees aresatisfied with thecompany; they seeit as a good placeto work. Few wouldbe motivated toseek another job.Our employees arehighly engagedand are committedto their professionand jobs;employees willinglyexpenddiscretionary effortto achieve results.In addition to being highlyengaged, our employeesare actively involved andshare responsibility forthe organization’ssuccess; managersprovide meaningfulopportunities foremployees to give inputand/or participate indecisions that affectthem.Disengaged PassivelyEngagedEngaged Involved24% 7%0% 20% 40% 60% 80% 100%HPOsLPOs31% 35% 23%11%27%42%24% 7%HPOs vs. LPOs: Engagement and Involvement
  25. 25. © Interaction Associates 25Engagement/Involvement and Retention Gap:All Respondents – Net Effectiveness atRetaining Key Employees7%40%60% 60%
  26. 26. Leaders Walk the Talk© Interaction Associates 26
  27. 27. Leaders Walk the Talk© Interaction Associates 27
  28. 28. Trust is a Decision,not an Inherent Trait© Interaction Associates 28
  29. 29. © Interaction Associates 29(n.) a willingness to put yourself atrisk based on another person’s actionsTrustAlignedPurposeExpertisePastExperienceBasis of TrustReadiness to TrustWillingness to Trust
  30. 30. Trust Matters© Interaction Associates 30
  31. 31. Poll QuestionIt is extremely or very important to myeffectiveness that I have a high degree oftrust in my boss or manager.1. Agree2. Disagree31© Interaction Associates Inc.
  32. 32. More than 80% ofBuilding Trust 2013respondents say theyneed to trust their bossor senior leaders inorder to be effective intheir work.© Interaction Associates 32
  33. 33. Only 18% of people in general trustbusiness leaders, according to the 2013Edelman Trust Barometer.© Interaction Associates 33
  34. 34. Poll QuestionIt is extremely or very important to myeffectiveness that I have a high degree oftrust in my organization.1. Agree2. Disagree34© Interaction Associates Inc.
  35. 35. “Employees have a high level of trust inmanagement and the organization.”© Interaction Associates 350%10%20%30%40%50%60%70%All Respondents LPOs HPOs38%26%56%
  36. 36. © Interaction Associates 37
  37. 37. Five top actions Leaders cantake to Build Trust Now© Interaction Associates 38
  38. 38. 1. Set employees up for success byproviding tools, resources andlearning opportunities (41%)2. Provide adequate informationaround decisions (41%)3. Seek input prior to makingdecisions (40%)4. Consistently act in alignmentwith company values (35%)5. Give employees an inspiring,shared purpose to work toward(28%)Top 5LeadershipActions theBuild Trust© Interaction Associates 39
  39. 39. Set employees upfor success withStretch Delegationlearningopportunities.WhatYOU CanDo Now.
  40. 40. TimePerformanceNew JobStretch DelegationOpportunityPerformanceSurgeStretchDelegationOpportunityPerformanceDipWithoutStretch© Interaction Associates, Inc.The Power of Stretch Delegation
  41. 41. Need assistance? Call MemberServices (866) 538-1909 or emailsupport@hci.orgQuestions?Linda StewartPresident & CEOInteraction AssociatesAndy AtkinsChief Innovation OfficerInteraction Associates@InteractionAsc
  42. 42. Full ReportNowAvailable43© Interaction Associates
  43. 43. Need assistance? Call MemberServices (866) 538-1909 or emailsupport@hci.orgThank you!