Trust Webcast with Training Magazine and Interaction Associates

Building Trust 2013

Trends, Tools, and RESULTS

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Welcome to Training Industry Webinars

Building Trust 2013

Trends, Tools, and RESULTS

The Conference Board’s 2013 Top Ten CEO Challenges

“Trust”

6 © Interaction Associates Inc.

Today’s Presentation

1. Some quick definitions and context

2. Dive into the data

3. A tool to help you/your leaders build trust

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support@hci.org

Survey Context 2009-2011

8 © Interaction Associates Inc.

Survey Snapshot 2013

9 © Interaction Associates Inc.

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

14 © Interaction Associates Inc.

“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)

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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 Survey 2013

18 © Interaction Associates Inc.

1. Dramatic Rebound in Trust and Leadership

2. Employee Involvement and Engagement Skyrocket

3. Leaders Walk the Talk

4. Trust is a Decision, Not an Inherent Trait

5. Top 5 Leadership Actions that Build Trust

Five Key Findings

© Interaction Associates 19

Rebound in Levels of Trust and Leadership

© Interaction Associates 20

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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%

My organization haseffective leadership

My organization is highlycollaborative.

Employees have a highlevel of trust in

management and theorganization.

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%

23

High Performing vs. Low Performing

To what degree do the following statements describe your organization? (% describes extremely/very well)

58% 56% 56%

31% 29% 26%

Leadership Collaborative Trust

HPO 2013 LPO 2013

Employee Involvement & Engagement Skyrocket

© Interaction Associates 24

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

7%

40%

60% 60%

Leaders Walk the Talk

© Interaction Associates 27

Leaders Walk the Talk

© Interaction Associates 28

Trust is a Decision, not an Inherent Trait

© Interaction Associates 29

How would you define "trust"? Chat Question

30 © Interaction Associates Inc.

Please type your answer in your “Questions” window.

© Interaction Associates 31

trust (n.) a willingness to put yourself at

risk based on another person’s actions

Trust

Aligned Purpose

Expertise

Past Experience

Basis of Trust

Readiness to Trust

Willingness to Trust

On what basis do you trust someone? (choose all that apply)

Poll Question

32 © Interaction Associates Inc.

• Past experience with them • Their level of expertise • Degree of alignment in purpose

Trust Matters

© Interaction Associates 33

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.

© Interaction Associates 34

Trust Matters

Only 18% of people in general trust business leaders, according to the 2013

Edelman Trust Barometer.

© Interaction Associates 35

Trust Matters

How big is the gap between the need to trust one's leaders and actual levels of trust in leaders? (please choose one)

Poll Question

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• They're about the same • The need to trust is greater than actual

trust • The need to trust is twice as great as

actual trust

“Employees have a high level of trust in management and the organization.”

© Interaction Associates 37

Trust Matters

0%

10%

20%

30%

40%

50%

60%

70%

All Respondents LPOs HPOs

38%

26%

56%

Leadership

© Interaction Associates 39

How can I build trust?

Five top actions Leaders can take to Build Trust Now

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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

© Interaction Associates 41

Set employees up for success with Stretch Delegation learning opportunities.

What YOU Can Do Now.

Time

Perf

orm

ance

New Job

Stretch Delegation

Opportunity

Performance

Surge

Stretch

Delegation

Opportunity

Performance

Dip

Without

Stretch

© Interaction Associates, Inc.

The Power of Stretch Delegation

Full Report Now Available

44 © Interaction Associates Inc.

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