1. Building Trust: How Top Companies Drive Business Results with Trust, Leadership and Collaboration

2. The Conference Board’s 2013 and 2014 Top Ten CEO Challenges

3. “Trust” 3© Interaction Associates Inc.

4. Today’s Presentation 1.Some quick definitions and context 2.Dive into the data 3.A tool to help you/your leaders build trust 4

5. Need assistance? Call Member Services (866) 538-1909 or email support@hci.org Survey Context 2009-2011 5© Interaction Associates Inc.

6. Survey Snapshot 2013 6© Interaction Associates Inc.

7. 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.

8. 8© Interaction Associates Inc. "High Performing Organizations" are organizations whose net profit grew more than 5% over the last year. High Performing Companies

9. 9© Interaction Associates Inc. “Low Performing Organizations" are organizations whose net profit shrank or grew less than 5% over the last year. Low Performing Companies

10. High vs. Low Performing Companies Up to 5% improvement Unchanged 5-10% improvement More than 10% improvement NET PROFITS: 2013 compared with 2012 HIGH PERFORMING LOW PERFORMING Negative (loss)

11. 11 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

12. 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.

13. Trust in Business Survey 2013 13© Interaction Associates Inc.

14. 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 Associates14

15. Rebound in Levels of Trust and Leadership © Interaction Associates15 1

16. 16 To what degree do the following statements describe your organization? All Respondents: Organizational Culture Leadership and Trust = Significantly Higher than in 2012

17. 17 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%

18. 18 High Performing vs. Low Performing To what degree do the following statements describe your organization? (% describes extremely/very well)

19. Employee Involvement & Engagement Skyrocket © Interaction Associates19 2

20. 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 EngagedInvolved 24% 7% 0% 20% 40% 60% 80% 100% HPOs LPOs 31% 35%23%11% 27% 42% 24% 7% HPOs vs. LPOs: Engagement and Involvement

21. © Interaction Associates21 Engagement/Involvement and Retention Gap: All Respondents – Net Effectiveness at Retaining Key Employees Disengaged Passively Engaged Involved 7% 40% 60% Engaged

22. Leaders Walk the Talk © Interaction Associates22 3

23. Leaders Walk the Talk © Interaction Associates23

24. Trust is a Decision, not an Inherent Trait © Interaction Associates24 4

25. © Interaction Associates25 trust (n.) a willingness to put yourself at risk based on another person’s actions Trust Aligned Purpose Expertise Past Experience Safety Certainty Basis of Trust Readiness to Trust Willingness to Trust

26. Trust Matters © Interaction Associates26

27. 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 Associates27 Trust Matters

28. Only 18% of people in general trust business leaders, according to the 2013 Edelman Trust Barometer. © Interaction Associates28 Trust Matters

29. “Employees have a high level of trust in management and the organization.” © Interaction Associates29 Trust Matters 38% 26% 56%

30. © Interaction Associates30 How can I build trust?

31. Take a balanced approach to Driving Success. What YOU Can Do Now.

32. Need assistance? Call Member Services (866) 538-1909 or email support@hci.org Transparent Reasonable Predictable 32© Interaction Associates Inc.

33. Five top actions Leaders can take to Build Trust Now © Interaction Associates33 5

34. 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 Associates34

35. Set employees up for success with Stretch Delegation learning opportunities. What YOU Can Do Now.

36. Time Performance New Job Stretch Delegation Opportunity Performance Surge Stretch Delegation Opportunity Performance Dip Without Stretch © Interaction Associates, Inc. The Power of Stretch Delegation

37. Full Report and Trust Toolkit available online. 37© Interaction Associates Inc. interactionassociates.com/insights

38. Thank you!