Congratulations! Your score represents a high trust culture where high trust enhances performance. The more trust you have across your organisation or teams, the faster you can operate. You probably make swift decisions, deliver on your promises, integrate employee insights to help shape future of the business and have decent levels of collaboration, productivity, and synergies across units. High trust is your competitive advantage.
Trust can quickly be lost when things change or in high-pressure situations. It’s important that you fully optimise your current trust levels into an asset that sustainably propels your business forward. Make sure you discover exactly where trust is improving performance, so that you can systemise it throughout the organisation.
- Ensure you have a common language on trust to help individuals and teams discuss and practise trust with one another, so that trust issues don’t become hidden under the surface.
- Encourage department leaders to understand the benefits of a “one firm focus” driven by the CEO.
- Get your board to regularly monitor trust levels linked to strategy.
Read your summary report to uncover what steps you need to fully optimise trust into your organisation to ensure that it remains sustainable.
Your Trust Capital Score
Your trust capital score is based on performance in the following three areas:
- How business is conducted every day.
- The role you play as a good corporate citizen.
- How you are a good employer.
Organisational trust exists when all stakeholders (eg: employees, customers, investors, suppliers, community) believe they can confidently rely on the organisation to do the right thing.
Few would argue the importance of organisational trust, but the challenge lies in how to build and sustain it during change, risk and uncertainty.
Typically, companies repair trust by treating symptoms, rather than the systemic underlying causes. The most famous corporate scandals of our time involved organisations that superficially fixed trust symptoms. Both Enron and Lehman Brothers had codes of conduct and ethics training, yet failed to act in a trustworthy manner across the board.
High trust organisations embed trust into the very fabric of their organisational structure and behaviours, not just in one or two places of subsystems. Trust must be fundamental to how the organisation operates as a whole.
Here are six foundational elements to systemise trust into your organisation:
Start with a Trust discussion
Building trust starts with leaders who are intentional about building trust. This involves an open discussion at your next executive team meeting to determine how much trust is needed for the company to succeed. Use these preliminary results to discuss your trust capital status.
If you want a more robust measuring tool together with a more detailed report on your current trust capital levels, contact us here.
Build trust within your executive team.
Once it is determined that trust would be a good differentiator or competency, then it’s critical that every executive is on board. This requires commitment and courage because if one leader pays lip service to building trust, it will stymie results.