The Trusted Executive
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The Trusted Executive helps leaders create a strategy for building trust in a globalized, technology-enabled, diverse and increasingly sceptical world.
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The Trusted Executive
- 1. The Trusted Executive JOHN BLAKEY BASED ON THE FORTHCOMING BOOK :- ‘THE TRUSTED EXECUTIVE: NINE LEADERSHIP HABITS THAT INSPIRE RESULTS, RELATIONSHIPS AND REPUTATION (KOGAN PAGE, APRIL 2016)
- 2. The Rogues Gallery ‘Only 29% of the public believe that the people in charge know best. This percentage is dropping with each successive generation’
- 3. Why does trust matter ? America’s most trustworthy companies - 81.6% return versus 46.3% return of the 500 largest listed companies in the US’ ‘High integrity’ CEOs had a multi-year return of 9.4%, compared to 1.9% for ‘low-integrity’ CEOs ‘No other single aspect of manager behaviour that we measured had as large an impact on profits.‘
- 4. Intellectual Ability Authority Profit Trust Lost – The Old Glue ‘There is one and only one social responsibility of business - to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game.’
- 5. Trust Lost ‘The time has come for a new settlement between business and society – one based on less regulation and more responsibility… Businesses must earn both public trust and business success. This is the journey ahead’ ‘Society’s trust in corporations and their executives is dismally low, with the crisis in leadership fuelled by a relentless media cycle and the global spread of information via the internet’
- 6. The Red Pill - Transparency ‘The endless manipulating and retrieving of information has created the new transparency imperative. The public’s right to know is eroding the secret, opaque lives of corporations’ ‘The more we know, the more we demand to know and the more there seems to disclose’ Authority Transparency
- 7. Triple Bottom-Line Trust Trust Regained - The New Glue ‘The time has come for a new settlement between business and society – one based on less regulation and more responsibility… Businesses must earn both public trust and business success. This is the journey ahead’
- 8. What is trust? ‘Trust is a psychological state in the mind of the person who is doing the trusting’ ‘Trust them to do what, when, where and in what context?’ ‘In the ideal case, one trusts someone because she is trustworthy, and one’s trustworthiness inspires trust’
- 9. What is the most important characteristicc of trustworthiness?
- 10. The New Glue of Trustworthiness ‘We are at a turning point in history…A new business model with sustainability at its heart is vital for quality of life around the globe to improve. Only the businesses that grasp this will survive.’ Ability Integrity Benevolence
- 11. The Nine Habits of Trustworthiness Ability Deliver Coach Be Consistent Be Honest Be Open Be HumbleEvangelise Be Kind Be Brave
- 12. Habit No.5 – Choosing to be Open What behaviours and skills drive trust? ‘Vulnerability is integral to building powerful business relationships, although it is often undervalued and misunderstood’
- 13. Habit No.6 – Choosing to be Humble • Demonstrating a compelling modesty • Acting with quiet, calm determination • Channeling ambition into the company not into self • Looking in the mirror, not out of the window when things go wrong ‘Level 5 leaders build enduring greatness through a paradoxical mix of personal humility and professional will’
- 14. Habit No.7 – Choosing to Evangelise ‘In the social age, evangelism is everyone’s job’ ‘Trustworthiness isn't newsworthy. No one is going to put out a headline 'CEO honours her promise'. It's not a story, is it?' A fervent, unshakeable belief in an inspiring vision An ability to make the vision relevant to the immediate context The emotional resilience to bounce back quickly from the darkest of days
- 15. The Nine Habits of Trustworthiness Ability Deliver Coach Be Consistent Be Honest Be Open Be HumbleEvangelise Be Kind Be Brave
- 16. Trust Oh we’ve got to trust one another again in some essentials. Not the narrow little bargaining trust that says: I’m for you if you’ll be for me. – But a bigger trust, a trust of the sun that does not bother about moth and rust, And be, oh be a sun to me, not a weary, insistent personality But a sun that shines and goes dark, but shines again and entwines with the sunshine in me We’ve got to trust again So be a sun to me. D. H. Lawrence, 1885 – 1930
- 17. The Trusted Executive JOHN BLAKEY BASED ON THE FORTHCOMING BOOK :- ‘THE TRUSTED EXECUTIVE: NINE LEADERSHIP HABITS THAT INSPIRE RESULTS, RELATIONSHIPS AND REPUTATION (KOGAN PAGE, APRIL 2016)
Editor's Notes
- Good afternoon… thank you for coming along to this workshop.. ‘In coaches we trust’ I’m excited …. The spark that ignited my work on trust happened 12 years ago …. Too nice to deliver results without cooking the books? Too nice to lead my team without stealing their energy or putting them down? Too nice to get to the top without trampling others along the way? I proved to Martin Read in that role that nice guys can deliver results and since that time in my work as a coach I have seen many other nice guys and girls deliver outstanding results because people trust them and the world wants leaders we can trust. As Charles Green put it in Forbes magazine ‘We don’t want leaders who trust in power we want leaders who rely on the power of trust’ And if we want leaders we can trust then we need coaches we can trust….
- Tony ‘I want my life back’ Heywood -11 people dead, 4.9 million barrels of oil, $1.6 million, $17 million…cost the company $37.2 billion Bob ‘the unacceptable face of banking’ Diamond – earnt a total of £63 m from Barclays Bank and loaded it with £290m of fines from the FSA Martin Winterkorn 11 million vehicles fitted with ‘emissions-cheating’ software, 1 million tonnes of extra nitrogen oxide pollutants released into the atmosphere and the prospect of $18bn in fines from the US courts Sepp Blatter, ……$150m in bribes for broadcasting rights and bribery in the award of the world cups to South Africa, Qatar and Russia…. ‘Our surveys show that only 29% of the public believe that the people in charge know best and…
- Simons – The High Cost of Low Trust - 6,500 employees at 76 US / Canadian holiday inns 1/8th improvement in a hotel’s score on trustworthiness lead to a 2.5% increase in profitability
- You see in my corporate career I did not need to build trust I did not need to be a nice guy.. I was brought up in a world where business worshipped profit and the temple of profit was held up by the twin pillars of intellectual ability and authority I didn’t need you to trust me because I was cleverer than you and I had a job title that meant I could tell you what to do… When I came out of University in 1985 I worked for British Gas…. This is the world I lived in & succeeded in for 13 years… a world that did not need trust…but I knew it didn’t feel good it didn’t seem right…. Then I came across coaching….
- Have we reached some sort of turning point? Trust has been lost and trust needs to be regained….Brave leaders will step up to this challenge The Council for Society and Business Trust:The Behavioural Challenge
- I call the red pill the transparency moment….it’s like a bolt of lightning that strikes the pillar of authority… -demographics, technology, media, globalisation… -‘You've got to be open, honest and transparent with the good, the bad and the ugly. There is no such thing now as 'you don't know' or 'you don't understand'. Those excuses are things of the past.’ Bob Moritz, US Chair of PriceWaterhouseCoopers (PwC) to comment ‘When I was coming up, we knew what we were doing, but we didn’t ask why we did it…[Back then] I would have been astonished that PwC’s Millenials don’t only demand to know the organisation’s purpose…but are [also] prepared to leave the firm if that purpose doesn’t align with their own values.’ -Nowadays, in the absence of knowledge we assume that something is being deliberately hidden. This is a fundamental shift because it reveals that it was only deference to authority that was holding the old model together. If we had authority then people trusted us because really they had no choice. Yet mistakenly we then started to confuse authority with trust and think that they were the same thing.
- 172,000 employees, annual revenues 50 billion dollars 190 countries. 2009, ‘Sustainable Living Plan’ reduce Unilever’s environmental footprint / increase its positive social impact whilst doubling sales and increasing long-term profitability SL brands accounted for half of the company's growth and were growing at twice the rate…More than 55% of Unilever's agricultural raw materials were being sustainably sourced…CO2 emissions from energy and water in manufacturing had reduced by 37% and 32% per tonne of production…improved health and well-being of 397 million people; 40% of way towards its 2020 goal…Unilever’s share price rose by more than 40%! ‘We are at a turning point in history, a point where we all need to change for human life on the planet to continue to prosper. A new business model with sustainability at its heart is vital for quality of life around the globe to improve. Only the businesses that grasp this will survive. Only those who grow sustainably will thrive.’ (Unilever, 2014) Thirty year debate in the academic literature…thankfully a guy called Burke…. Ability, integrity, benevolence Ability - ‘Number one: deliver to your promises. If you say you are going to do something then do it’ Integrity – Benevolence - ‘The most powerful destroyer of trust is when you feel the other person is acting in their own best interest and not yours’
- So lets nail this jelly to the wall If I were to shake hands with you just like this …what would you think? Would you trust me? Why not? You don’t know me and I don’t know you… trust is part of a relationship that is built over time… Two components that create the trust…one is your propensity to trust and the other is my trustworthiness… For example, you might have had some sweets stolen from you in the school playground by your best friend as a five year old and at that time you made a decision that you weren’t ever going to trust anyone again …. Similarly, I might have let you down countless times in the past and even though you have a high propensity to trust people you would not trust me because I have not demonstrated that I am trustworthy… It’s dance..you can only control your half of the dance….
- 172,000 employees, annual revenues 50 billion dollars 190 countries. 2009, ‘Sustainable Living Plan’ reduce Unilever’s environmental footprint / increase its positive social impact whilst doubling sales and increasing long-term profitability SL brands accounted for half of the company's growth and were growing at twice the rate…More than 55% of Unilever's agricultural raw materials were being sustainably sourced…CO2 emissions from energy and water in manufacturing had reduced by 37% and 32% per tonne of production…improved health and well-being of 397 million people; 40% of way towards its 2020 goal…Unilever’s share price rose by more than 40%! ‘We are at a turning point in history, a point where we all need to change for human life on the planet to continue to prosper. A new business model with sustainability at its heart is vital for quality of life around the globe to improve. Only the businesses that grasp this will survive. Only those who grow sustainably will thrive.’ (Unilever, 2014) Thirty year debate in the academic literature…thankfully a guy called Burke…. Ability, integrity, benevolence Ability - ‘Number one: deliver to your promises. If you say you are going to do something then do it’ Integrity – Benevolence - ‘The most powerful destroyer of trust is when you feel the other person is acting in their own best interest and not yours’
- ‘I am not sure this is the right question because I don’t think you can build trustworthiness in people. You either have it or you don’t and so we test for it when we recruit people into the business.’ Aristotle said ‘We are what we repeatedly do. Excellence is not an act it is a habit.’ ‘Bosses think their way to new actions, Leaders act their way to new thinking’ – David Marquet cited most frequently in the interviews…most often been the focus of my coaching work …most prevalent in leadership literature Ability – deliver results, help others deliver results, be consistent …live by your values Integrity – honest in word and action and honest to self.. Open..being vulnerable…jim Collins level 5 Benevolence - evangelise..spread the good news….brave not physical or personal… kind..
- 2014 survey of over 1,600 managers by the Institute of Leadership and Management Patrick Lencioni ‘Getting Naked’
- Based on a five year research project, Collin's concluded that the most effective leaders have a paradoxical combination of what he termed 'intense professional will and extreme personal humility'. These leaders were able to transform companies from good to great where 'great' was defined as outperforming the US stock market by an average 6.9 times over a period of fifteen years. Of the 1,435 companies that appeared on the Fortune 500 in the period 1965 to 1995 only 11 achieved this outcome.
- Kawasaki, G., Managing Yourself: The Art of Evangelism. Harvard Business Review, 2015
- ‘I am not sure this is the right question because I don’t think you can build trustworthiness in people. You either have it or you don’t and so we test for it when we recruit people into the business.’ Aristotle said ‘We are what we repeatedly do. Excellence is not an act it is a habit.’ ‘Bosses think their way to new actions, Leaders act their way to new thinking’ – David Marquet cited most frequently in the interviews…most often been the focus of my coaching work …most prevalent in leadership literature Ability – deliver results, help others deliver results, be consistent …live by your values Integrity – honest in word and action and honest to self.. Open..being vulnerable…jim Collins level 5 Benevolence - evangelise..spread the good news….brave not physical or personal… kind..
- So I urge you to be a sun to all the stakeholders in your business and to inspire them to trust again, not a narrow, bargaining trust, but a bigger trust of ability, integrity and benevolence. A trust that inspires others, so that they can then be a sun to you. A trust that creates a proud legacy for your organisation. A trust that shines.
- Good afternoon… thank you for coming along to this workshop.. ‘In coaches we trust’ I’m excited …. The spark that ignited my work on trust happened 12 years ago …. Too nice to deliver results without cooking the books? Too nice to lead my team without stealing their energy or putting them down? Too nice to get to the top without trampling others along the way? I proved to Martin Read in that role that nice guys can deliver results and since that time in my work as a coach I have seen many other nice guys and girls deliver outstanding results because people trust them and the world wants leaders we can trust. As Charles Green put it in Forbes magazine ‘We don’t want leaders who trust in power we want leaders who rely on the power of trust’ And if we want leaders we can trust then we need coaches we can trust….