2012 Building Trust in Business Media Coverage
ASTD's T+D Magazine features Interaction Associates' Building Trust In Business Research (pdf) in its article, "Tuning In To Trust."
"Employees of organizations that report high trust levels perceive their leadership as consistent and capable, and can explain how their roles specifically contribute to the organizations' strategic missions. Ninety percent of these high-trust organizations actively pursue alignment as a key driver of trust (and, subsequently, business results)."
American Management Association's blog, "Shift" features Linda Stewart on Trust and driving business results.
The Chicago Tribune cites our 2012 Trust in Business Research in the article, "Whatever Happened to Accountability?"
Fast Company publishes an article by IA's Andy Atkins on why people trust on the job, and how leaders can drive results by building trust.
Andy Atkins, Chief Innovation Officer of Interaction Associates, cites three keys to trust in this Fast Company article:
Involve people in decisions that directly affect them. When people are involved in a decision, even if they don't make the final call, they are more likely to support the decision. This means bringing people in before you've made the decision. If you've already made the decision, and you're not open to changing your mind, don't go through the motions of bringing people into the process. You won't get buy-in. In fact, people will feel conned. On the other hand, treating people as capable adults shows you trust them to be part of good decisions. They'll trust you more in return.
Be transparent and consistent in your actions. We tend to focus on outcomes and ignore the process. Understanding how a decision was made, and the thought process behind that decision, can have a huge impact on how people feel about the decision. In one study, employees who understood how their performance bonus was determined were more satisfied than employees who received more money, but didn't know how the bonus had been determined. If you are transparent and consistent, people will see your motives and learn to rely on you.
Pay attention to relationships. It's a given that people join companies but leave managers. The connection between employees and managers makes a huge difference in the degree of engagement and involvement people will feel. If people know you understand what matters to them, they'll trust you to act in ways that align with their interests.
She writes: "Linda Stewart, CEO of Interaction Associates, sees a silver lining to the lousy trust numbers revealed by the survey: Companies that increase employee trust will also boost their bottom line, according to the survey data. The survey distinguishes between what it calls 'high performing organizations,' or HPOs, whose profits grew more than 5% over the last year, and 'low performing organizations,' or LPOs, where profits grew less than 5%, or shrank.
When the survey takers divided the respondents between HPOs and LPOs, they found that people who worked at HPOs saw their bosses as much more trustworthy than did those at LPOs. For instance, when asked about whether their company had effective leadership, 41% of people at HPOs said yes, while only 26% at LPOs answered in the affirmative. On the question of whether they trusted the management at a company, 38% of respondents at HPOs said yes, while only 24% did at LPOs. Asked whether their organization is 'highly collaborative,' 37% at HPOs said yes, as opposed to only 30% at LPOs.