Podcasts about trust barometer

Welcome to an end-of-week update from Unmade.In today's audio-led post we share the panel discussion from the launch of the Edelman Trust Barometer. And further down on the Unmade Index, three minnows see price jumps while Enero slumps some more.Unmade's AI event for the media and marketing industry, HumAIn, is coming fast. Our annual paying members are entitled to a free ticket. It's just one of the benefits of a paying membership. Upgrade today.‘Is it fragmented? Absolutely. Is it going to improve? I can't see it.'In today's podcast we share the panel discussion that accompanied the launch of the Edelman Trust Barometer.In a key statistic, of the four key Australian public institutions surveyed, public trust in media is the worst, with just 37% now saying they trusted the media. That was behind government (47%), business (54%) and non-governmental organisations (56%).The podcast features the event's introduction from Tom Robinson, CEO of Edelman Australia, ahead of the panel led by Unmade's Tim Burrowes.The discussion featured:* Terry Flew, Professor of Digital Communication and Culture, The University of Sydney and Co-Director, Centre for AI, Trust and Governance;* Kim Portrate, previously CEO of industry body Think TV;* Gen Z strategist Milly Bannister, founder and CEO of the ALLKND charity focusing on mental health for young Australians;* Jared Mondschein, Director of Research at the United States Studies Centre. The questions tackled included the challenges to societal cohesion as trust in institutions fades, geopolitical headwinds, and why the next generation is losing trust so badly.Portrate, who departed Think TV at the end of the year amidst obvious divisions between her TV network stakeholders, told the room: “Is it fragmented? Absolutely. Is it going to improve? I can't see it. Not in the current environment and not when you've got the competitive pressure and don't abide by any of the legislation that protects the population at large.”Read more on the barometer:A good day for the little guys of the Unmade IndexThree of the smaller stocks on the Unmade Index enjoyed sources in their price yesterday, although none of them released new updates to the market.Out of home advertising company Motio saw its share price jump by 18.5%, taking it up to a market capitalisation of $8m. Boss Adam Cadwallader is due to give a trading update on Tuesday.Sports Entertainment Group, owner of radio network SEN, rose by 13.6% to a $70m market cap. And Pureprofile rose 9.1% to a $47m market cap.Enero Group, owner of agencies including BMF and Hotwire, continued to tank, with the price losing another 4.3% to what is its lowest point in almost a decade.The Unmade Index, which looks at the movements of all the locally listed media and marketing companies, ended the day in equilibrium, remaining on 526.2 points.Declaration of interest: My travel and accommodation to take part in the Trust Barometer event were covered by Edelman. Editing was courtesy of Abe's Audio, the people to talk to about voiceovers, sound design and podcast production.Time to leave you to your Friday. We'll be back with Best of the Week tomorrow. Have a great day.Toodlepip…Tim BurrowesPublisher - Unmade + Mumbrellatim@unmade.media This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.unmade.media/subscribe

Glen shares a pair of interviews from last week's Deluxe Exchange conference- Scamnetic co-founder Al Pascual on a startup's mission to preempt fraud earlier in the pipeline, and Deidre Campbell on a few financial services silver linings amid troubling data from the annual Edelman Trust Barometer. Also- Bingo cards and the CFPB carousel.   Links related to this episode:   Edelman Trust Barometer: https://www.edelman.com/trust/2025/trust-barometer Our previous conversation about Edelman's Trust Barometer: https://www.big-fintech.com/Media?p=retaining-member-trust-amid-the-decline-of-authority Scamnetic: https://scamnetic.com/ Scamnetic's Fall 2024 Finovate demo: https://finovate.com/videos/finovatefall-2024-scamnetic/ Scamnetic: YouTube overview: https://www.youtube.com/watch?v=y__BrHsi1Jc Deluxe: https://www.deluxe.com/   Join us for our next CU Town Hall- Wednesday February 26 at 3pm ET/Noon PT- for a live and lively interactive conversation tackling the major issues facing credit unions today. Industry developments keep coming fast and furious- the CU Town Hall is the place to make sense of these items together. It's free to attend, but advance registration is required:  https://www.cutownhall.com/  Signing up for the Town Hall also earns you a card for our Bingo game tracking 2025 industry predictions.  Find out more here: https://www.big-fintech.com/Media?p=did-you-have-that-one-on-your-bingo-card Follow us on LinkedIn: https://www.linkedin.com/company/best-innovation-group/   https://www.linkedin.com/in/jbfintech/ https://www.linkedin.com/in/glensarvady/

Trust is the lifeblood of business. That makes Edelman's annual Trust Barometer a must-read for leaders. This week's guest is Richard Edelman, the CEO of global communications firm Edelman. This year marks Edelman's 25th year doing the Trust Barometer. Richard Edelman talks to hosts Diane Brady and Kristin Stoller about why trust is more important today than ever, and gives an update on which sectors are gaining or losing on the trust scale. The conversation also highlighted a generational divide around trust, and touched on the importance of business leaders working together where possible to help address some of society's most intractable issues. Leadership Next is powered by Deloitte.

In the first of a series of interviews with the leaders of agencies around the world, Paul Holmes sat down with Richard Edelman, CEO of Edelman. In a conversation that covered the firm's history, the reasons it has remained committed to its independence, its Trust Barometer research, and the challenges Richard sees ahead as the competitive landscape evolves. Future editions of this podcast will feature a wide variety of leaders, from giant multinational agencies to small specialist boutiques, from all of the world's regions as we seek to capture what drives success in a dynamic, fast-changing, hyper-competitive PR business. Read highlights from the episode here: https://www.provokemedia.com/long-reads/article/richard-edelman-i-like-to-run-the-pirate-ship

The boys return with a cornucopia of news.  TikTok returns (or did it?). We discuss what is really going on with the Chinese-owned app, whether a US company will buy them, and which one actually will. In other news, Instagram is throwing money at creators (but needs a real model), while META goes from moderated news to community news (but not for ads). In winners and losers, Edelman is out with their Trust Barometer, and Andrew Ross Sorkin has tomorrow's media model. In rants and raves, Anthropic's CEO predicts the future and the only good news coverage of the LA fires was local. ----- This week's news links: The TikTok Ban Update China Comments on TikTok Ownership RedNote Instagram Throws Money Meta Announces Community Notes Meta's Community Notes Don't Include Ads Edelman Trust Barometer Prof G with Andrew Ross Sorkin Inside Anthropic's AI Race ----- This week's sponsor: With smaller budgets and sky-high expectations — growth is feeling pretty painful right now. But HubSpot just announced more than 200 major product updates to make impossible growth feel impossibly easy. Like Breeze — a suite of new AI-powered tools that help you say goodbye to busywork and hello to better work. With HubSpot, it's never been easier to be a marketer. Create content that breaks through and campaigns that drive revenue.   - Hubspot.com/marketers ------- Liked this show? SUBSCRIBE to this podcast on Spotify, Apple, Google and more. Catch past episodes and show notes at ThisOldMarketing.com. Catch and subscribe to our NEW show on YouTube. NOTE: You can get captions there. Subscribe to Joe Pulizzi's Orangeletter and get two free downloads direct from Joe. Subscribe to Robert Rose's newsletter at Seventh Bear.

PRWeek VP, editorial director, Steve Barrett is in Davos this week for the World Economic Forum. For this special edition of The PR Week podcast, he talks with Edelman CEO Richard Edelman, GLAAD president Sarah Kate Ellis, Omnicom PR Group CEO Chris Foster, Weber Shandwick Collective North America CEO Jim O'Leary and Infosys CMO Sumit Virmani. Plus PRWeek's Frank Washkuch and Diana Bradley bring you the biggest marketing and communications news of the week, from the inauguration of President Donald Trump to the changing fortunes of TikTok. Upcoming events!PR pros, it's time to build the future! Join PRDecoded: Comms at a Crossroads on February 4, 2025, at Convene, 237 Park Ave, NYC.Dive into the hottest trends—The White House, employee engagement, State of Mind Marketing, PE & PR, DE&I, stakeholder capitalism—and connect with industry leaders shaping what's next.Don't miss this chance to elevate your impact. Visit PRDecoded.com to register now!PRDecoded: Comms at a Crossroads. Healthcare PR pros, don't miss the PRWeek Healthcare Conference on February 4, 2025, at Convene, 237 Park Ave, NYC.Dive into health under the new administration, health equity, the latest for GLP-1s, industry innovation and best practice shaping healthcare comms. Register now at prweekushealthcare.com Follow us: @PRWeekUSReceive the latest industry news, insights, and special reports. Start Your Free 1-Month Trial Subscription To PRWeek

What do comms leaders think of WPP's decision to mandate staff to work a minimum of four days a week in the office? That's the focus of the latest episode of PRWeek's Beyond the Noise podcast.WPP's decision to mandate that employees work in the office four days a week, Edelman's 2025 Trust Barometer, and Trump's second Inauguration are among the topics under the microscope in this episode.Beyond the Noise looks at some of the biggest issues affecting communications and PR. Download the podcast via Apple, Spotify, or listen in the browser above or on your favourite platform.PRWeek's Danny Rogers (UK editor-in-chief), Siobhan Holt (news editor) and Evie Barrett (senior reporter) debate WPP's controversial decision and discuss the positive and negative views shared by industry leaders on the hot topic.The team also analyse the recent findings from Edelman's annual Trust Barometer, plus the journalists chat about the latest news, from TikTok to Trump's Inauguration and the impact on the PR industry. Hosted on Acast. See acast.com/privacy for more information.

Welcome to the Health Marketing Collective podcast, where strong leadership meets marketing excellence. In today's episode, Sara Payne is joined by Paul Ratzky, EVP of health technology at Edelman, to discuss the intricate relationship between trust and innovation in healthcare marketing. This episode zeroes in on the most recent findings from Edelman's Trust Barometer and dives into strategies for building trust amidst the evolving landscape of healthcare. Paul Ratzky stresses the critical role that frontline healthcare workers, especially nurses, play in product development, not just marketing. He also sheds light on the polarized nature of healthcare decisions driven by political beliefs, the precarious state of trust in healthcare, and why empathetic communication needs to be at the heart of healthcare marketing. The discussion illustrates not only the current challenges but also emerging opportunities, especially with advancements like AI and wearable technology. From enlightening insights to actionable takeaways, this episode is packed with valuable information poised to navigate the complexities of trust in the healthcare sector. Health Marketing Collective stands out by tackling these pressing issues head-on, resonating with our commitment to empowering marketing professionals to drive meaningful change. Thank you for tuning in to the Health Marketing Collective. Remember, transparency and empathy aren't just buzzwords; they are the cornerstones for rebuilding trust in healthcare. Key Takeaways: Involving Frontline Healthcare Workers in Product Development: Paul Ratzky emphasizes the necessity of involving nurses and other frontline healthcare workers in the early stages of product development. Their firsthand experience and insights can significantly enhance the practicality and effectiveness of healthcare products, beyond just marketing them. This inclusion results in solutions that are more attuned to the actual needs of patients and providers. Building Trust through Transparency and Empathy: The episode underscores a common mistake in healthcare marketing: the lack of empathy and true understanding of the audience's perspective. Paul points out that healthcare brands should not shy away from expressing vulnerability or acknowledging challenges. Such transparency can be a powerful tool in rebuilding trust, countering the perception that being open is high-risk when, in fact, it might be riskier not to adopt these strategies. The Impact of AI and Technological Innovations: Paul discusses the surprising findings where AI, like chatbots, outperformed live physicians in quality and empathy. This points to the immense potential of AI in healthcare communications. However, he stresses the importance of transparency regarding AI's implementation, oversight, and data usage to mitigate any skepticism and ensure responsible deployment. He also highlights ongoing pilot projects aimed at integrating AI responsibly in healthcare. Trust in Healthcare Providers: Despite the precarious state of trust in healthcare at large, individual trust in personal healthcare providers remains high. This trust extends to both personal and public health issues, presenting a unique opportunity for healthcare marketers. Engaging physicians with data-driven content and involving them in the development of new tools and services can amplify trust and create a more informed and empowered patient base. Vision for Healthcare Marketing by 2025 - Focus on "Connected Care": Paul envisions a future where healthcare marketing is centered around "connected care." This involves the integration of disparate health technologies to create a seamless user experience, akin to other industries like airlines or banking. For healthcare to catch up, it must overcome regulatory and data silo challenges,...

The road to hell is paved with good intentions, says the proverb. Never has that been truer than in the case of corporate purpose, the movement that took over the business and advertising world following the financial crisis of 2008.   Nick Asbury, creative writer, corporate purpose critic, poet, songsmith, humorist and author of the new blockbuster book The Road to Hell, discusses his perspective on how the advertising and marketing business became consumed with the idea of doing good to the detriment of everything else.   We cover the wide and varied reactions to the book from the industry, the rights and wrongs of BCorp, Edelman's Trust Barometer, the link between tobacco & purpose marketing, Paul Feldwick's superb definition of "creativity", Nick Cave and AI and how ChatGPT's creator OpenAI has switched its purpose-driven goals.   Show notes: Nick's LinkedIn profile here: https://www.linkedin.com/in/nick-asbury-2573322/ Asbury & Asbury web site: https://www.nickasbury.com/ Buy the book: https://www.nickasbury.com/writing/roadtohell Paul Feldwick's definition of Creativity: https://adassoc.org.uk/credos/what-does-creativity-mean-in-advertising/ Stephen Fry reads Nick Cave's letter about ChatGPT: https://www.youtube.com/watch?v=iGJcF4bLKd4 Learn more about your ad choices. Visit megaphone.fm/adchoices

Watch Carol and Tim LIVE every day on YouTube: http://bit.ly/3vTiACF. Edelman CEO Richard Edelman shares the results of the firm's Trust and Health Barometer report on concerns clients have about healthcare. Creatio CEO Katherine Kostereva discusses using AI to build software and automate work. Hosts: Carol Massar and Tim Stenovec. Producer: Paul Brennan. See omnystudio.com/listener for privacy information.

Watch Carol and Tim LIVE every day on YouTube: http://bit.ly/3vTiACF. Edelman CEO Richard Edelman shares the results of the firm's Trust and Health Barometer report on concerns clients have about healthcare. Creatio CEO Katherine Kostereva discusses using AI to build software and automate work. Hosts: Carol Massar and Tim Stenovec. Producer: Paul Brennan. See omnystudio.com/listener for privacy information.

Edelman South Africa highlighted that there was a growing distrust while presenting its 2024 Edelman Trust Barometer report for the country. However, business was seen as the most trustworthy. Nhlanhla Sehume speaks to Busi Roberts, Group Account Director for Health at Edelman Africa. See omnystudio.com/listener for privacy information.

Today's CEOs are not just trusted to deliver on profits and lead their organizations forward. They're also tasked with driving broader societal change.For the past few years, Edelman's Trust Barometer has consistently found that business leaders are the most trusted group in society, ahead of the media and government. But with great power comes great responsibility. Society has now come to expect leaders to take a public position on an increasing number of complex issues—from climate catastrophes and geopolitical flare-ups, to changes in legislation and social justice movements like Black Lives Matter.But, taking a stand can carry huge risks. When is the right time to raise your head above the parapet? How can you best prepare and position your response to ensure your personal and professional reputation remains intact? What would we advise CEOs to say—and not say?In this episode of Leadership Lounge, we put these questions and more to four of our esteemed leadership advisors: Ty Wiggins, Kimberly Archer, Richard Davis, and Laura Mantoura. Here, our guests shed some light on how leaders can navigate this minefield and find a path forward that's right for them—and their organization.

The most precious commodity for most businesses is trust - and it's very hard to regain it once lost.Every year Edelman releases its Trust Barometer, gauging trust in companies, organisations and government. And the news isn't great for our leaders.Tom Robinson, CEO of Edelman Australia, talks to Adam Lang about what business leaders can do to restore trust with consumers.Find out more: https://fearandgreed.com.auSee omnystudio.com/listener for privacy information.

The meaning of work has shifted, and employees across generational divides are demanding a reset. Data from a special edition of Edelman's 2023 Trust Barometer—the Trust at Work report—notes that trust in “my employer” is higher than that of most institutions out there. But employees are expecting more, and their influence in the workplace is rising. How can companies leverage trust and adapt their own practices to better address employee concerns? On the season 10 finale of the Principled Podcast, host Emily Miner discusses key findings from the 2023 Trust at Work report with David M. Bersoff, the head of research at Edelman Trust Institute. Listen in as the two explore how employers can strengthen trust in the workplace and beyond.  For a full transcript of this podcast and bios of our host and guest, visit the episode page at LRN.com.  Download the 2023 Trust at Work report. 

El reporte "Edelman 2024 Trust Barometer" se enfoca en analizar la confianza endiversas instituciones, innovaciones y cambios sociales a nivel global.Este reporte examina temas como la percepción pública de la innovación tecnológica, laconfianza en diferentes sectores industriales, y cómo la política y la economía afectanla confianza en empresas y gobiernos. Hoy conversamos con Arturo López Valerio,sobre si está o no la Innovación en peligro.¿Qué significa este reporte?¿Dónde y quien lo hace?¿Qué se toma en cuenta?¿Está la innovación en peligro?

We often overlook the fact that trust is the basis for all good culture. I called out some of the remarkable data on this in the Work In 2024 deck.In Slack's August 2023 survey of over 10,000 global office workers, trust was the top determinant of employees' productivity scores. Employees who felt trusted were 2X as productive as those who didn't. They were 30% more likely to put in extra effort at their jobs. If we don't feel trusted we're twice as likely to say we're looking for a new job.But what role does trust play in the modern company? And how can we build it?Mark McGinn is a senior leader at the communications agency Edelman, he talks to me about their research into trust and how we should seek to build it.Has our organisation replaced government? Increasingly our company is the biggest thing that we believe we can have an impact on.Mark explains that Trust in our organisation is based on four things:Organisational abilityDependabilityIntegrityPurposeYou'll strongly enjoy downloading Edelman's Trust Barometer and also Edelman's special Trust at Work report.  Become a member at https://plus.acast.com/s/eatsleepworkrepeat. Hosted on Acast. See acast.com/privacy for more information.

From client pitching to the Post Office, PRWeek's latest Noise in Brief podcast looks at major stories affecting the sector over the past week or so.Noise in Brief – a shorter offshoot of PRWeek's Beyond the Noise podcast – is released fortnightly and features PRWeek UK journalists discussing major issues from the previous seven days or so.Download the podcast via Apple, Spotify, or listen on your favourite platform.This week's edition features PRWeek UK editor John Harrington alongside reporters Evie Barrett and Elizabeth Wiredu.The trio discuss the major talking points behind the Post Office/Horizon scandal, looking at the communications responses and the wider implications for reputation and crisis management.The findings of Edelman's latest Trust Barometer - which found growing unease and mistrust among many people around innovation - are debated. There's also a look at the backlash to the project from the campaign group Clean Creatives among others.The client/agency pitching process is discussed following a story last week in which an agency was invited to pitch as a "courtesy".Finally, with the trading numbers now in, we ask: which supermarket groups 'won' Christmas with their festive campaigns? Hosted on Acast. See acast.com/privacy for more information.

The meaning of work has shifted, and employees across generational divides are demanding a reset. Data from a special edition of Edelman's 2023 Trust Barometer—the Trust at Work report—notes that trust in “my employer” is higher than that of most institutions out there. But employees are expecting more, and their influence in the workplace is rising. How can companies leverage trust and adapt their own practices to better address employee concerns? On the season 10 finale of the Principled Podcast, host Emily Miner discusses key findings from the 2023 Trust at Work report with David M. Bersoff, the head of research at Edelman Trust Institute. Listen in as the two explore how employers can strengthen trust in the workplace and beyond.  For a full transcript of this podcast and bios of our host and guest, visit the episode page at LRN.com.  Download the 2023 Trust at Work report. 

Edelman CEO Richard Edelman discusses the firm's Climate Trust Barometer and takeaways from COP28.Hosts: Carol Massar and Tim Stenovec. Producer: Paul Brennan. See omnystudio.com/listener for privacy information.

Torsten Slok, Chief Economist at Apollo Global Management, shares his thoughts on the US economy and the threat of a recession. Lisa Osborne Ross, US CEO at Edelman, provides the details of the communication firm's Trust Barometer report on Business & Racial Justice. Bloomberg Businessweek Editor Joel Weber and Bloomberg News Aerospace Reporter Julie Johnsson talk about Julie's Businessweek Magazine story Boeing's China Struggles Ease as Plane Shortage Stokes Demand. And we Drive to the Close with Aaron Kennon, CEO at Clear Harbor Asset Management. Hosts: Matt Miller and Katie Greifeld. Producer: Paul Brennan. See omnystudio.com/listener for privacy information.

Kirsty Graham, Global President of Practices & Sectors at Edelman, shares the key takeaways from Edelman's latest Trust Barometer report- Trust and Health. Hosts: Carol Massar and Madison Mills. Producer: Paul Brennan. See omnystudio.com/listener for privacy information.

Meet Richard EdelmanRichard Edelman is the CEO of Edelman, a global communications firm, and Chairman of Daniel J. Edelman Holdings, the firm's holding company. Now in his 26th year as CEO, Richard is one of the longest tenured agency leaders in the marketing services industry. Key Insights:Richard Edelman oversees international polling on personal and institutional trust.  Where does Political Dialog Occur? The most believable place to have a quality conversation on politics is at work. It's not in your neighborhood anymore. It's in the workplace, because people now have transferred so much of their psychic energy to work.How to Address Misinformation? There is a continued need to supplement information on social. I think companies have to participate in social put good facts in there. If they have quality information, sharing through newsletters, I just don't think media can do it aloneHow to be Trustworthy? It used to be that 75% of trust score was related to ability. Now that's taken for granted almost the other 75 has to do with who you are. Do you have a mission?This episode was made possible by our partnership with Edwards Lifesciences.Relevant Links:Read more about Richard's careerRead about Richard's company, Edelman

On this episode of the Executives' Exchange, we welcome Richard Edelman, CEO of Edelman! He will discuss his journey working alongside family to leading an award-winning global public relations firm. We will also explore the findings of this year's Trust Barometer, his insights on for business leaders navigating the polarized world we live in, and how the Midwest ranks for trust.     00:00 – Intro 00:52 – Edelman details his Childhood01:33 – Richard discusses how he joined his family business02:32 – How it's like working with family04:37 – Edelman legacy as a company07:20 – How the Trust Barometer got started09:50 – Why business is the only trusted institution 14:23 – New leadership traits in business18:25 – First force of polarization: Economic Anxieties    19:24 – Second force of polarization: Mass Class Divide 22:04 – Message from our sponsors, Shure22:34 – Third force of polarization: Institution of Imbalances24:57 – Fourth polarization the battle for truth26:26 – What media sources are trusted27:40 – How the Midwest is the least trusting region29:30 – What is the path forward                                   34:17 – Surprises with the Trust Barometer 36:34 – Rapid fire questions 38:01 – Outro              Episode Link: Edelman | 2023 Trust Barometer   Host: Margaret Mueller, President & Chief Executive Officer, The Executives' Club of Chicago   Producer: Eva Penar, Chief Content & Communications Officer, The Executives' Club of Chicago      Subscribe on Apple, Spotify, Stitcher or wherever you listen to podcasts.       Thank you to our podcast sponsor, Shure Incorporated.   For nearly 100 years, Shure Incorporated has developed best-in-class audio products that provide high-quality performance, reliability and value. Headquartered in Niles, Illinois, our history of innovation and expertise in acoustics, wireless technology, and more enables us to deliver seamless, transparent audio experiences to a global audience. Our diverse product line includes world-class wired and wireless microphones, networked audio systems and signal processors, conferencing and discussion systems, software, a loudspeaker, and award-winning earphones and headphones.     Find Shure on: Facebook | LinkedIn | Instagram  

This week I attended the 2023 Edelman Trust Barometer Executive Insights event. The Trust Barometer is an annual global trust and credibility study that measures trust across society. I've used their data in my work over the years so I was surprised to learn this year that the business was named as the most trusted institution. Business is trusted more than non-governmental organizations, the media, and the government – and the only of those institutions rated both ethical and competent. 55% of Americans trust businesses. And while this isn't a large majority, overall, trust has increased across all demographics.The study also revealed that while economic anxieties, a class divide, and the spread of misinformation have led to increased polarization, the place people feel safest to talk about societal issues is the workplace. Why? Because they generally expect people to behave. Very interesting. Has that been your experience?The Trust Barometer also reveals that over 60% of your customers and employees are asking businesses to take a stand on societal issues. I believe this is good vibes indeed – the opportunity here for businesses to build upon this already growing trust can be transformative for any organization.Here are the other good vibes I found this week:2. ASL Performer Justina Miles Stole the Show at Super Bowl Lvii3. Creating a Respectful and Open World for Natural Hair4. Spain Becomes the First Country in Europe to Approve Menstrual Leave5.  Spain Gives Final Approval to Law Making It Easier to Legally Change GenderRead the full blog here: https://www.theequalityinstitute.com/equality-insights-blog/5-things-trustTo learn more about Crystal and her book, visit: https://www.crystallily.co/ Join thousands of readers by subscribing to the 5 Things newsletter. Enjoy some good vibes in DEI every Saturday morning. https://5thingsdei.com/

In this uncertain economic climate, there's no better time than now to take the pulse on employee sentiment. In this episode of Transform Your Workplace, Brandon Laws interviews Soni Basi, Global Chief People Officer of Edelman. The two discuss the recent findings of Edelman's “Trust Barometer” and how employers can foster greater trust and connection in the workplace.   TAKEAWAYS Edelman's “Trust Barometer” helps employers get a sense of their employees' sentiments on a variety of timely topics. After friends and family, the workplace is the most important source of community for employees. If employees can't see that HR is truly committed to functioning as a people-first organization, organizations will continue to struggle with gaining employee trust. People want to work for a company that espouses their own values. The only way to build trust is through repeated behaviors that people expect or want to see   A QUICK GLIMPSE INTO OUR PODCAST 

As today's societal issues continue to mount, employees are turning to the workplace as one of the safer spaces for debate and a primary source of community. In fact, data from a special edition of Edelman's 2022 Trust Barometer—specifically analyzing trust in the workplace—notes that 78% of employees trust their employer over other established institutions and connections. So, how can companies leverage trust and adapt their own practices to better address employee concerns? In this episode of the Principled Podcast, host Emily Miner explores key findings from the Trust in the Workplace report with David M. Bersoff, the Head of Research at the Edelman Trust Institute. Listen in as the two discuss what drives trust and how employers can strengthen trust in—and beyond—the workplace.  Get a copy of the Edelman's Trust in the Workplace special report.    Read our blog post on takeaways from this report.    Featured guest: David M. Bersoff, Ph.D. As the Head of Research for the Edelman Trust Institute, Dr. Bersoff is the lead researcher on all of Edelman's trust-oriented thought leadership, including the Edelman Trust Barometer. He also leads the Institute's research-based collaborations. Prior to joining Edelman in 2016, David spent 18 years as a consumer insights and marketing strategy consultant at The Futures Company. In his last 5 years with the organization, he served as its Chief Insights Officer and was a member of its global board of directors. In that role, he ran the Global Insights Group and drove the research, data analysis, IP creation and product development strategy for all of their syndicated consumer insights offers – Yankelovich MONITOR, Multicultural MONITOR, Global MONITOR, Health and Wellness MONITOR, Financial Services MONITOR, and the TRU Youth MONITOR.  In addition to his background in IP development and insights product management, David has also served as a trusted advisor and marketing/brand strategy consultant to major clients in industries as diverse as financial services, automotive, media, professional organizations, energy, and the military. Prior to entering the consulting world, David spent 12 years engaged in social science research at various Ivy League institutions, including 4 years as an assistant professor of social psychology and research methodology at the University of Pennsylvania.   Featured host: Emily Miner Emily Miner is a director in LRN's Ethics & Compliance Advisory practice. She counsels executive leadership teams on how to actively shape and manage their ethical culture through deep quantitative and qualitative understanding and engagement. A skilled facilitator, Emily emphasizes co-creative, bottom-up, and data-driven approaches to foster ethical behavior and inform program strategy. Emily has led engagements with organizations in the healthcare, technology, manufacturing, energy, professional services, and education industries. Emily co-leads LRN's ongoing flagship research on E&C program effectiveness and is a thought leader in the areas of organizational culture, leadership, and E&C program impact. Prior to joining LRN, Emily applied her behavioral science expertise in the environmental sustainability sector, working with non-profits and several New England municipalities; facilitated earth science research in academia; and contributed to drafting and advancing international climate policy goals. Emily has a Master of Public Administration in Environmental Science and Policy from Columbia University and graduated summa cum laude from the University of Florida with a degree in Anthropology.   For a transcript of this episode, visit https://blog.lrn.com/islands-of-civility-a-special-edelman-report-on-trust-in-the-workplace      

Lisa is a global leader in Communications. She's the managing director of Sector Specialty Agencies (SSAs), DJE Holdings and also oversees Edelman's Canadian and Latin American operations. Lisa sits on Edelman's Executive Leadership Team and has played a leadership role in Edelman's Trust Barometer initiative. In this episode we discuss the difference between trust and reputation, the true meaning of taking responsibility as a leader and much more.Related links: Robert I Sutton - The No Arsehole RuleClick here for the episode web page.For more insights straight to your inbox subscribe to the Future in Sight newsletter, and follow us on LinkedIn and Instagram Brought to you by Re:Co, an ESG Software as a Service company helping clients achieve resilient competitive advantage in the long term.Produced by Chris AttawayArtwork by Harriet RichardsonMusic by Cody Martin

Jakob and Shroom Dogg discuss some good shit. You'll enjoy this one. Follow Jakob on twitter: @jakobwrites ------ Edleman's Trust Barometer 2022 https://drive.google.com/file/d/1RbPanV1lFWx-ZXz2_9DMXqvJ13XAxK2Z/view?usp=drivesdk Great article from Caitlin Johnstone on the US military's poor draft: https://caitlinjohnstone.com/2022/09/20/us-lawmakers-say-student-loan-forgiveness-will-hurt-military-recruiting/ "there's a use for everyone in the empire." --- Send in a voice message: https://podcasters.spotify.com/pod/show/thesignalfire/message

Who and what do you trust? It seems like a straightforward question, but as we've seen time and again, events and circumstances can shift confidence and beliefs. Each year, Edelman produces the Trust Barometer, a detailed trust and credibility survey about confidence in a few different groups: business, government, media and nonprofits. Jon and Edelman Pacific Northwest General Manager Ryan Cudney discuss the 2022 Trust Barometer's findings, its implications for Seattle and Ryan's perspective on the Emerald City. Join us for Seattle City Makers with Jon Scholes and guest Ryan Cudney.

Around the world, we've become increasingly cynical about other people, public institutions, and corporations. In Edelman's 2022 Trust Barometer, nearly 60% of respondents across 27 countries reported that their default is to distrust. And that's very bad for business, says Stanford University associate professor of psychology Jamil Zaki. He says that cynics perform and feel worse, and in workplaces, they breed toxicity and lead to poor outcomes . He explains how to identify and change this kind of behavior at your organization. Zaki wrote the HBR article, “Don't Let Cynicism Undermine Your Workplace."

What you'll learn in this podcast episode Trust is foundational to business and society, so much so that the global public relations firm Edelman releases an extensive annual survey covering whom and what the public trusts. However, their 2022 Edelman Trust Barometer reveals a concerning insight: people are increasingly more inclined to distrust than trust. In this episode of the Principled Podcast, host Emily Miner explores key findings from the 2022 report, “A Cycle of Distrust,” with David M. Bersoff, Head of Global Thought Leadership Research at Edelman Data and Intelligence. Listen in as the two discuss what drives trust, why public trust in certain institutions is eroding, and how businesses can help rebuild trust moving forward.   Additional resources: Get a copy of the 2022 Edelman Trust Barometer. Read our blog post on takeaways from this year's report.   Featured guest: David M. Bersoff, Ph.D. David oversees Edelman Data & Intelligence's (DxI) global Thought Leadership research including the annual Trust Barometer and Brand Trust studies. In this capacity, he is responsible for questionnaire development, leading all data analysis and insight gleaning activities, and developing new frameworks for understanding trust, credibility, and consumer-brand relationships. Prior to joining Edelman DxI, Dr. Bersoff spent 18 years as a consumer insight and marketing strategy consultant at The Futures Company. In his last 5 years with the organization, he served as its Chief Insights Officer and was a member of its global board of directors. Prior to entering the consulting world, David spent 12 years engaged in social science research at various Ivy League institutions, including 4 years as an assistant professor of social psychology and research methodology at the University of Pennsylvania.   Featured Host: Emily Miner Emily Miner is the Director of LRN's Ethics & Compliance Advisory practice. She counsels executive leadership teams on how to actively shape and manage their ethical culture through deep quantitative and qualitative understanding and engagement. A skilled facilitator, Emily emphasizes co-creative, bottom-up, and data-driven approaches to foster ethical behavior and inform program strategy. Emily has led engagements with organizations in the healthcare, technology, manufacturing, energy, professional services, and education industries. Emily co-leads LRN's ongoing flagship research on E&C program effectiveness and is a thought leader in the areas of organizational culture, leadership, and E&C program impact. Prior to joining LRN, Emily applied her behavioral science expertise in the environmental sustainability sector, working with non-profits and several New England municipalities; facilitated earth science research in academia; and contributed to drafting and advancing international climate policy goals. Emily has a Master of Public Administration in Environmental Science and Policy from Columbia University and graduated summa cum laude from the University of Florida with a degree in Anthropology.

What you'll learn in this podcast episode Is trust the ultimate currency of stakeholder capitalism? If so, how can corporate leaders create a culture of trust inside and outside of their organizations? In the final episode of season 7 on the Principled Podcast, host Jen Uner talks about the role of values in building organizational trust—and frameworks to help you get there—with LRN Director of Advisory Services Emily Miner. You can listen to the other season 7 episodes mentioned in this discussion here: How values inform decisions: Unpacking the role of the CECO Trust is at stake, and other insights from Edelman's 2022 Trust Barometer You can access other materials mentioned in the discussion here: Aspen Ideas Fest panel discussion with Ellen McGirt Corteva case study LRN Benchmark of Ethical Culture   Featured guest: Emily Miner Emily Miner is the Director of Advisory Services at LRN's Ethics & Compliance Advisory practice. She counsels executive leadership teams on how to actively shape and manage their ethical culture through deep quantitative and qualitative understanding and engagement. A skilled facilitator, Emily emphasizes co-creative, bottom-up, and data-driven approaches to foster ethical behavior and inform program strategy. Emily has led engagements with organizations in the healthcare, technology, manufacturing, energy, professional services, and education industries. Emily co-leads LRN's ongoing flagship research on E&C program effectiveness and is a thought leader in the areas of organizational culture, leadership, and E&C program impact. Prior to joining LRN, Emily applied her behavioral science expertise in the environmental sustainability sector, working with non-profits and several New England municipalities; facilitated earth science research in academia; and contributed to drafting and advancing international climate policy goals. Emily has a Master of Public Administration in Environmental Science and Policy from Columbia University and graduated summa cum laude from the University of Florida with a degree in Anthropology.   Featured Host: Jen Üner Jen Uner is the Strategic Communications Director for LRN, where she captains programs for both internal and external audiences. She has an insatiable curiosity and an overdeveloped sense of right and wrong which she challenges each day through her study of ethics, compliance, and the value of values-based behavior in corporate governance. Prior to joining LRN, Jen led marketing communications for innovative technology companies operating in Europe and the US, and for media and marketplaces in California. She has won recognition for her work in brand development and experiential design, earned placements in leading news publications, and hosted a closing bell ceremony of the NASDAQ in honor of the California fashion industry as founder of the LA Fashion Awards. Jen holds a B.A. degree from Claremont McKenna College.      Principled Podcast Transcript Intro: Welcome to the Principled Podcast, brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers. Jen Uner: Is trust the ultimate currency of stakeholder capitalism. If so, how can corporate leaders create a culture of trust inside and outside of their organizations? Hello, and welcome to another episode of LRN's Principled Podcast. I'm your host, Jen Uner, strategic communications director at LRN, and today, I'm joined by my colleague, Emily Miner, director of advisory services. We're going to be talking about the role of values in building organizational trust and frameworks to help you get there. Emily, thanks for joining me today on the Principled Podcast, by the way, our final episode of this season seven. Emily Miner: Yeah, thanks for having me, Jen. I'm happy to be here and honored to be rounding out an incredible season on the Principled Podcast. Jen Uner: It has been a great season, and I think we're going to have an opportunity to touch on some of the folks that we've had on the podcast. To get us started though, recently at Aspen Ideas Fest, Fortune senior editor, Ellen McGirt, asked a great question of her panel. She said, "Is trust the ultimate currency of stakeholder capitalism?" It's how we started our conversation today. I of course will say yes, but recently, you spoke with David Bersoff, head of Global Thought Leadership Research at Edelman, and he worked on the Edelman Trust Barometer. You had a chance to speak with him earlier this season, and I'd love for you to recap for us some of the insights that stood out to you. Emily Miner: Yeah. I think based on the 2022 Edelman Trust Barometer, which is a fantastic annual look at levels of trust in key societal institutions, business, government, media, I think that the 2022 Trust Barometer report would say that the answer to your question and to Ellen's question is yes, trust is the ultimate currency of stakeholder capitalism. In fact, what Edelman found in their research is that business is the only institution in our society that is trusted, and that's actually a first in the 20 plus years that they have been running this type of study. Actually, for the second year in a row is business the most trusted institution. That was one of the takeaways from the Edelman Trust Barometer, and that David helped unpack when we spoke earlier this podcast season. Given that, if business is the only trusted institution for the second year running, it really underlines the question, what does this mean for leaders? How can they ensure that business remains trusted? People are looking more and more to business to help solve or address the problems of the world because we don't trust government, because we don't trust media, because we don't trust NGOs. With that mantle of being the only trusted institution, a lot more is falling on business and specifically business leaders and the expectations for them are a lot higher. I think that that really ... That was a current through the Aspen Ideas Institute that you mentioned through the conversation that took place there. Jen Uner: It really does put a lot of pressure on CEOs and leaders then. One of the stats that I thought was so interesting was how I think it was 60% of employees, they're basing their employment decisions now on the values of the companies that they're looking at and the positions that companies take around social issues, and of course they expect the company to have a position on a social issue, which I thinks it's a rather new thing. Would you say? Emily Miner: Yeah. I don't know if it's new in the past few years because I do feel like this has been a trend that I've observed in the research maybe up to the past decade or a little bit less, but it certainly every year seems to get to ... It grows. I think, first, it was a healthy minority of the global workforce or of the workforce in the United States, and now it's tipping to be a majority of the workforce. You see some of this in demographic changes as millennials grow in the size of our workforce and now Gen Zers as they're entering the workforce and the expectations that those two generations have for their employers. But it's certainly not a concept that millennials invented, but it does seem to be growing. Something that's interesting to me now where despite ... We're potentially heading toward a recession in the United States, and despite that, it's still very much an employee market out there. We're still in the midst of a great resignation, which is now really being more called a great reshuffling because it's not that people are dropping out of the workforce so much as they're leaving their jobs to find better jobs. What some research has shown is that it's not so much that I can find another job that pays me better, but it's that people are no longer satisfied with the status quo and they're looking for opportunities where they can feel more values alignment, where there's more culture of inclusion and equity in the workplace, where they feel that their company is doing something that's contributing positively to the world. Those are strong drivers of why people are jumping ship and looking elsewhere. It'll be interesting to see how that shapes the narrative and the importance of values and multi-stakeholder capitalism more generally as we continue to hopefully be coming out of the COVID pandemic and this great reshuffling in spite of some of the more negative trend lines with respect to our economy. Jen Uner: Yeah. I was just going to bring that up. When you have a business environment that's marred by an economic downturn, that puts a lot of pressure. There's then the business financial pressure on decision-making and performance for the company. Then you layer on top of that some of the social and political challenges that are happening and this need to have a position, and can you have a position on everything? Which are the things that you need to prioritize? I think often corporate leaders in ethics and compliance, our field, chief ethics and compliance officers, for example, the people listening here, they find themselves in a role of counselor to the C-suite as the company and as leaders are facing these kinds of tough decisions. One of the things that really struck me at that Aspen Ideas Institute conversation was Allstate's CEO, Tom Wilson, was one of the panelists and he spoke about a societal engagement framework. I know you had a chance to listen to his presentation. Can you tell me about their approach to decision-making and how they engage on hot button issues? Emily Miner: Yeah, absolutely. I am so inspired by this framework, and beyond that, there's so much common sense in it, and Tom Wilson talked about this societal engagement framework as something that Allstate developed a little over a year ago in response tom, he didn't use this word, but a deluge of social issues that were coming their way and that the company was being asked to take a stand on or take a position on, sign a letter that's going to be on the front page of the New York Times or what have you. It got to this point where they said, "We've got to pause and really think about how we're making these decisions." They developed what they call a societal engagement framework that they run all of these issues or questions through. The way that it starts is, first, as an added outset, how does this issue stack up against our values and the way that we do business? There needs to be a level of values alignment before they'll even entertain going further. But assuming that the issue does, they have four filters, as Tom called it, or you could also think of it as just four questions to ask. The first is, does this issue or does our taking action on this issue help us better serve our customers? The second is, do we, Allstate, have any institutional knowledge about this issue? Third is, can we affect change on this issue? What is our agency here? Then the fourth is, what impact does this issue have on our employees and our reputation? If issue A passes through all four of those filters, then Allstate will come out and they'll take a public stand, and more than just take a public stand, as in the CEO pens a letter that gets published somewhere, they'll actually come out and lead on the issue, engage on it. An example of an issue that passes this values track and the four filters is climate change. Allstate, obviously, an insurance company, and we know from science that the rate of forest fires in the west of the United States, for example, in the intensity of forest fires is ... The climate change plays a role in that. Forest fires are burning down Allstate customers homes. Does taking a stand and working to address climate change help them better serve their customers? Well, absolutely. That's an easy one. Do they have any institutional knowledge about the issue of climate change? Yeah, there's a lot of math and science that goes into determining what policy plans and rates are and the risk of different issues to someone's particular home. They have a lot of institutional knowledge about that. Can they affect change on the issue as a large insurer of homes as well as, of course, other things? Their voice carries some weight. They've worked with the government in the State of California to help shape and advance legislation and regulation, as well as perhaps other jurisdictions at the state level, or nationally as well. Then finally, what impact does this have on their employees and their reputations? Well, they know that climate change is an issue that their employees care about, and so it passes that filter. One distinction that Tom made that I thought was really helpful was that if an issue doesn't pass through the filters, it doesn't mean that they're not going to do anything with it. One of the examples that he gave was the Supreme Court recent ruling that overturns [inaudible 00:12:54]. Allstate's healthcare plan has always covered abortion care, and given the impact that the Supreme Court decision might have on some of their employees that are located in states where abortion care is no longer an option, Allstate has said, "We'll reimburse the travel, et cetera, for our employees in order to access that care." They're responding to that issue, but they're not coming out and taking a public stand on it. They're not taking a lead on reversing the reversal, shall we say, because does it help them better serve their customers? Well, they're not a healthcare insurer. Do they have any institutional knowledge about abortion care and the impacts of abortion or access or lack thereof? No. Et cetera. It doesn't pass the filters, but that doesn't mean that they're not doing anything about that particular issue. Having this societal engagement framework is a way for them to bring some discipline and structure and consistency into how they engage on the increasing number of social challenges, political challenges, climatic challenges that we as a global society and as businesses are faced with. It also tells everybody else, all of their stakeholders, their employees, their investors, their customers, it tells everybody, "This is how we do things. This is our process, and we go through this process." At the end of the day, depending on how you feel about the outcome, at least you know what that process was. I just think it's such a brilliant example of bringing that level of clarity into how they're operating in this multidimensional world and connecting it back to the Edelman Trust Barometer that we were talking about into the role of them as business leaders in fostering trust. Jen Uner: I think this clarity of where you stand and on which issues is an interesting one, because you can't necessarily stand for everything, right? You need to decide where is it your business, really? I think it's interesting how Allstate has chosen to filter a topic and arrive at a conclusion on it. This whole thing about how do you filter and how do you decide, I just find so fascinating. We had Scott Sullivan, he's the current chief integrity and compliance officer for Newmont Mining. We had him on the podcast with Joe Henry, former US compliance officer for Braskem, and they were talking to Susan Divers on our team. They were on a recent podcast and they were talking about some of the challenges they've both faced in decision-making, and one of the things that stood out for me was how they both used values to guide their decision-making and to guide their counseling of their colleagues in the C-suite, because they were both leaning into values and those corporate values might be stated differently or might be prioritized differently between the two organizations, they would arrive at different outcomes. Right? One of them would say, "Well, our policy around vaccines and masking is that you've got to do it, and no one's allowed back to the office without it." Then another organization might prioritize something else that says, "Well, it's up to you. You get to make that decision. You can work from home forever if you need to." I think it's really interesting that values plays a really important part and has a real impact on how corporate policy and ultimately behavior, how that comes to be. I don't know if you could talk to me a little bit about that, because obviously you spend a lot of time consulting on values with companies. Tell me about how that shapes company policy and behavior. Emily Miner:   Yeah. An interesting byproduct of the COVID pandemic I think has been that ... I perceive that the role of values has grown in prominence in terms of the discourse about the role of values in companies has increased. I think it's because the decisions around COVID are so hard. How do we ... Do people come in? Do they not come in? We're risking lives in making this decision. How do we keep, but we can't employ people if we don't have the money to pay the salaries? We have to keep on producing whatever it is that we produce in some level, but how do we do that? These are incredibly complex decisions. When you're in a situation where you have to make these really challenging decisions and there isn't necessarily a playbook for it. The last global health pandemic was over 100 years ago. I think a lot of companies have come out and said, "We didn't have a plan in place," because this wasn't something that was anticipated. When you don't have a playbook, or to use terminology that's common in our industry, ethics and compliance, rules or regulations about something, values help to fill that void and they guide us on what we should or shouldn't do as opposed to a playbook or a rule, which says what you can and can't do. Of course, we need rules, we need regulations, we need to know what we can and can't do and where the lines are. But there are always going to be these unforeseen situations, the variant on the scenario that we didn't anticipate when we wrote the rule, and that's where values come in. I think a lot of leaders, a lot of business leaders turned to their company's values, as well as I'm sure their own personal values, to help them navigate the incredibly complex decisions companies had to make surrounding COVID. I've read a number of accounts from business leaders that have talked about how helpful that was, and they're talking about values more internally and externally. I hope that that's a lens that business leaders will continue to use as strongly coming out of COVID, and that's at the company level, but it trickles down to the individual employee level too, because most companies offer some type of training or onboarding, or you have a code of conduct or you have policies. We have all of these resources that should tell us, again, the cans and can'ts, as well as the shoulds and shouldn'ts. But I think it's something like humans can only keep three or five things in their mind at once. We can only remember so much. Having the presence of really strong values where the values actually mean something, they're not just a nice recruitment tool on your website, but they really mean something, that's going to be infinitely more helpful guiding behavior on a daily basis across a global workforce and all the variation that comes with that. I've really been encouraged by how values have become a more dominant part of the conversation in the business community. You're right, depending on what your values are, you might have completely different outcomes. But again, it comes back to that transparency of the process and the fact that there is a process, the structure of the process that, at the end of the day, most of us can get on board and accept what it is because we understand how we got there. That's what I think is so key. It's just that transparency on how we got there. It's not so much about the end as the journey, so to speak. Jen Uner: Yeah. That makes total sense. I know in our code work, in the consulting work that you do with our clients, speaking of employee level work, we often include frameworks for decision-making, right? That work at the employee level. What are some examples of these tools that can help not just leadership, like we were just talking about a societal bigger picture one, but on the individual level? How does that play out? Emily Miner: Yeah. Actually, after watching Tom Wilson talk about Allstate's societal engagement framework, I actually went online and just Googled Allstate's code because I was curious, how do they ... do they have something similar, a similar framework that they share that they've developed for their employees? In fact, yes. In their code, they have a whole section on ethical decision-making that lists nine questions that employees should ask themselves when they're faced with a decision or a situation where the decision or the course of action is unclear. Is it legal? Okay. Yeah, that's an obvious one, but does it conflict with our values? What are the consequences of this? How would your family and friends perceive this decision or course of action that you take? These are some of the questions that Allstate included in their code that I think we ... The majority of us could probably take any number of tough, sticky, gray area situations and go through it, and is it legal? Okay, well, maybe I'm ... I don't know the law, but how would I feel if my mom knew? How would I feel if this was on the homepage of CNN? We all know how we would feel about that, and that's such a helpful ... It connects to our humanity, the human heart level. It's just really helpful framing that Allstate's providing to their employees. We help a lot of companies write their codes of conduct. Ethical decision-making models or a code in and of itself is a guide for behavior and breaking out different risk topics into what are the behavioral expectations, et cetera. But having a decision-making framework or a list of questions or whatever it is that ... It's issue agnostic, it's situation agnostic, it's just something that anybody can pick up and use. That continuity of Allstate at their company level, as well as how they translate that down to employees, it is just something that I wanted to note. But it's something that we include in most of our codes that we create for our clients. Some of my favorite examples, one of them is John Deere. Their code is beautiful, and it's who they are. It's their culture written down, which is what we always strive for. They include a decision-making framework as well and it include ... There's a series of questions and it's an interactive. You ask yourself this question and then you click yes or no, and it reveals guidance for what your next step is. But also, it starts out with is it consistent with our values? Centering the values first and then going into consistency with rules. They also ask, "Would this build trust with employees, customers, shareholders, or communities, or would it harm trust?" That is how we started at the outset of this conversation around the importance of trust in the business context. Similarly, how would I feel if my actions became public? Et cetera. They have their own framework that's speaks to their culture and to their values. Another example is Corteva, which is an agriscience company, and they also have a framework. Theirs is a little bit different. It asks a series of questions, and then depending on how you answer those questions, they give guidance on who you can consult for advice, and it's going to be different depending on the situation. That's also nice that you're not on your own, right? There are others in our organization that are here to help and can help, and if it's this situation, contact this group, and if it's this other situation, contact this other group. I also thought that's something that they did a little bit differently. They're all different. You talked about the conversation in the earlier podcast, but the goal is the same, which is to provide guidance for behavior that is reflective and supportive of who we are as an organization, what we stand for and what we value. Jen Uner: It's really, really important. One of the things that we know from our Benchmark of Ethical Culture, which is a report that you were very involved in, and it certainly steers a lot of my thinking these days. We know from the Benchmark of Ethical Culture that the companies with the strongest ethical cultures are going to outperform their peers by up to 40% in key business metrics, the standard things that you would want to have as a business like employee loyalty, innovation, adaptability, customer satisfaction, and growth. I think that taking code of conduct seriously, taking value seriously and taking culture building seriously is probably one of the most important things that a company could be doing right now, especially when you look at the Edelman Trust Barometer and the role companies have to take right now in society. Trust becomes super foundational to that. I know you've got some insights that you can share around trust building and how foundational that is for ethical culture. Emily Miner: Yeah. When we conducted our research into ethical culture globally in a business context, we looked at ... I want to say 10 different dimensions of culture and how people and organizations behave and operate, and we did some fancy statistical modeling to look at are there some aspects of culture that are more important than others? How do they relate to each other? What drives what? And all of that. What we found was that there were some dimensions that rose to the top in terms of influencing other elements of culture, as well as those business outcomes that you talked about, and trust was one of them. We found that trust had an outsized impact on whether or not people behaved ethically in an organization, and particularly when they were under pressure. I think that that's such an important idea because if you look at any number of corporate scandals, so often, not in every case certainly, but in many cases, the pressure to perform that was set out or pushed by the organization, by leaders in an organization, is part of why people did what they did. This idea that trust is one of the strongest drivers of whether people behave ethically, especially when under pressure, I think is a big one that certainly makes me sit up a little taller and take notice, because it's something that any chief ethics and compliance officer would say that they're looking for and is a goal of their program. Another area where trust really stood out as a driver of employee loyalty, we were talking earlier about the great shuffling, but I think that also makes it stand out even more for me, just in our current context. People are more likely to stay in your company, you're more likely to retain great talent if they trust you as leaders, as an organization, their peers, and if they feel trusted themselves. Jen Uner: I think one of the things that was evident too in the research is the value of transparency and building trust. Emily Miner:   To wrap up a lot of the threads that we've talked about and as it relates to transparency, one of the findings that was so compelling to me from the Edelman Trust Barometer was that the majority of people are expecting CEOs, specifically CEOs, to take a public stand on any number of social issues of our times. But at the same time, at least in the United States, these issues have become so politicized and polarizing. That's a tough bar to set for CEOs. How do they thread that needle? It's why I think that Allstate's societal engagement framework is just so brilliant, because it helps them figure out how are we going to address these issues? Responding to that majority of the population as Edelman, found they're looking for Allstate CEO and for any number of other companies' CEOs to take a stand. It's a way to respond to that call without politicizing or polarizing or without politicizing the issue, because that's not what it's about. It's not about is this a liberal cause or a conservative cause? Is it a Democratic cause or is it a Republican cause? It's four questions. Does this help our customers, do we know something about it, do we have agency over it, and what impact does it have on our employees? It really takes all of that noise out of the decision-making. I just think it's such a great example of how leaders in general can take up that mantle of society's expectations of business to help solve and address our social issues without having that response fall into any political trap that's going to alienate you or with your employees or with customers. It's such a great example and one that I hope other business leaders take inspiration from. Jen Uner: Well, I think it just really speaks to how important it is to set up those frameworks in advance so that you're not caught in panic mode or in defensive mode when it's not even necessary to be that way. Right? If you've set up those mechanisms in advance, you're going to probably come out ahead because you will have already created a framework that's going to prioritize the human response. Emily Miner: Absolutely. Absolutely. Because what's the next COVID? What's the next unexpected thing? To already have that framework in place is going to be so helpful. Jen Uner: That's why we say rules are good, values are better. Emily Miner: Exactly. Jen Uner: Goes back to that. Emily, thank you so much for joining me on the Principled Podcast today. It's our final episode of season seven, as we take a summer break and we'll resume with season eight in September. In the interim, we'll share encores of our favorite episodes from this season. To close out. My name is Jen Uner, and I want to thank you all for listening to the Principled Podcast by LRN. Outro: We hope you enjoyed this episode. The Principled Podcast is brought to you by LRN. At LRN, our mission is to inspire principled performance in global organizations by helping them foster winning ethical cultures rooted in sustainable values. Please visit us at lrn.com to learn more. If you enjoyed this episode, subscribe to our podcast on Apple Podcasts, Stitcher, Google Podcasts, or wherever you listen, and don't forget to leave us a review.

Scott Harkey, CEO and Co-Founder of OH Partners, talks about brand positioning and why brand collaborations always make sense. Edelman's 2021 Trust Barometer found that consumer trust is at an all-time low and many companies are investing in more collaborative opportunities to rebuild that trust. While the right collaborations and partnerships can grow your brand's reach, bad ones can just as quickly destroy the trust of your audience. Today, Scott discusses unconventional collaborations through partnerships. Show NotesConnect With:Scott Harkey: Website // LinkedInThe MarTech Podcast: Email // Newsletter // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Scott Harkey, CEO and Co-Founder of OH Partners, talks about brand positioning and why brand collaborations always make sense. Edelman's 2021 Trust Barometer found that consumer trust is at an all-time low and many companies are investing in more collaborative opportunities to rebuild that trust. While the right collaborations and partnerships can grow your brand's reach, bad ones can just as quickly destroy the trust of your audience. Today, Scott discusses unconventional collaborations through partnerships. Show NotesConnect With:Scott Harkey: Website // LinkedInThe MarTech Podcast: Email // Newsletter // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Tune in to hear:- What are some of the primary drivers of asset flows from a behavioral perspective?- Soft factors account for a lot more of clients' decision-making process about their assets - what is the takeaway, for asset managers and financial advisors, from this revelation?- What are the three different types of trust that Herman breaks down in his book?- Interpersonal trust might be the most important pillar of trust, as well as being the most within an advisor's sphere of control. What can one do to build and fortify this with our client base?- What is the number one most trusted profession in both the US and nearly globally? Why might this be the case?- Why are financial professionals rated so low on the Edelman Trust Barometer? Could they ever be trusted at the same level as those in a medical profession?- What are the “Big 5” personality traits and how can they be applied to deepen the understanding between clients and advisors?https://www.thetrustmandate.comhttps://www.prospectabriefings.comCompliance Code: 0919-OAS-5/24/2022

A new mid-year Trust Barometer is out from Edelman, and the news is excellent for most things Western (and bad for all things autocratic). Who in the West didn't fare well? Companies that have opted to continue doing business in Russia.Continue Reading → The post FIR #259: Trust Rises in Companies That Left Russia appeared first on FIR Podcast Network.

A new mid-year Trust Barometer is out from Edelman, and the news is excellent for most things Western (and bad for all things autocratic). Who in the West didn't fare well? Companies that have opted to continue doing business in Russia.Continue Reading → The post FIR #259: Trust Rises in Companies That Left Russia appeared first on FIR Podcast Network.

In a world where, according to Edelman's Trust Barometer, corporations are more trusted than the government and media, what do you do with that trust? At SXSW, we assembled a powerhouse panel to answer that question. This week, Oxford Road's Founder and CEO, Dan Granger joins media veterans, Jory Des Jardins (CMO, Countable) and Natasha Simko Morgan, Ph.D. (Head of Enterprise Marketing, Indeed) to discuss the increasing challenge of aligning brand values with media spend.

What does it mean to be a Gen-Z professional? It's about bringing your authentic self to the table in new ways and unapologetically searching for transparency and truth. In this episode, four Gen-Z Edelman colleagues chat about how they show up as their authentic selves—at home, at work and when interacting with brands.    TRANSCRIPT Dani Jackson Smith [00:00:01] It's who you are at work after hours and back at home exploring every layer, finding out what makes you uniquely you and letting that shine back out into the world. It's authentic 365, a podcast that takes a glimpse into how some of the most inspiring people among us express themselves and make magic happen. I'm your host, Dani Jackson Smith, VP at Edelman by day, community enthusiast and lover of the people Always Edelman released the power of Gen Z Trust and the Future Consumer Report. The data identifies Gen Z as the generation of sensibility, breaking through myths and assumptions that Gen Z is simply the influencer generation cancel generation or TikTok generation. On this episode of Authentic 365, our London co-host Jermaine Dallas will be leading a conversation on Gen Z and authenticity from time spent at home and work to interacting with brands and finding truth in a sea of opinions. You will hear personal stories direct from people that identify as Gen Z. Jermaine Dallas [00:01:09] My full Gen-Z guests are from four different countries, and they have their own experiences to share with us. So first of all is Ali Al, ultimately who is an associate research analyst from Edelman's research DXI, Ali is based in our Chicago office. Next up is Asha Jani. Asha is an Account Executive from Edelman's Brand team in London. Then we have Kristen Bettencourt's, who is an account executive and influencer marketing based in Toronto. Finally, we have Sebastian Nicholas Schifrin, who is a senior account executive in the Paris brand team. So thanks everyone for joining us on the show today. What do you expect from brands--going to come to you first, Kristen, what you expect from brands and what will influence the purchase decisions that you make, how you sort of like an activist when it comes to choosing the brands that you buy from? Or are you more driven by price? Kristen Bettencourt [00:02:10] Yeah, I think when brands create relatable content, I'm someone that's very into fashion and lifestyle content, and I make a lot of my influence based on like, let's say, I follow an influencer. I see something come up on my for you page that I really like, like, for example, like those in North Face jackets are really popular, really kind of all around the world and everyone's wearing them and you see everyone kind of build different outfits with them. So that's kind of what drives my purchase. And even though it is a little bit more pricey, but you can see it's very diverse and you can wear them with a lot of different outfits. So when I see brands create relatable content, I know that definitely drives it. I know when we work with influencers and we work with like a specific type of influencer for a campaign, and they're creating that content that really relates to their brand, for example, and are working with HP and we work with the tech influencer them just like really getting into detail and spitting the facts and reviewing all the details of the product. You can really see how engaged their audience is because they really want to see every detail and that you're hitting all the questions. Jermaine Dallas [00:03:22] So I know you do work with influencers a lot anyway, Kristen. But do you think the influencers really do matter then when it comes to two Gen-Z and making the purchases they make? Kristen Bettencourt [00:03:34] I definitely do think they have a big influence because I know it works on me. Sometimes I know sometimes I'll be very rash on my decisions, so I'll see something come up and I know it's going to maybe sell out right away because the specific influencer wore it. I know that and I'm not the only one in my friend group thought that happens. Do, and we do see a lot of ROI with our our brands and like them, getting really good engagement on their posts and their click through rates have been amazing. And so we've been seeing results and we've definitely been seeing positive feedback. Jermaine Dallas [00:04:09] Ali, are you driven by influences? Ali Almeflehi [00:04:15] I would have to say no. So I'm not particularly social media guy, right, like I don't spend so much time on social channels, but when I do, I'm looking for content that I particularly like like, you know, business content, entrepreneurship content, stuff like that. I will say just to kind of tackle, you know, how how to get to someone like me who is young but may not be necessarily on social all of the time. You know what you say on social media matters, and I'll give you an example. I love a brand who can crush communications with Gen Z, right? Like a brand who can show up authentically in, you know, these kind of social platforms or these little hubs and destroy communications. And I'll give you an example. I was recently I was recently in in Portugal. I just got back two days ago, right? And I went to I went to Spain for the weekend, kind of like in between. And I realized that I love Spanish, like I love Spanish. I need to finish learning Spanish. And the first brand that came to mind was Duolingo. And now we have a bunch of like Gen-Z people here, and they're shaking their heads because, you know, like, this is a brand that is absolutely destroying communications with Gen Z, and they're super authentic. You know, they're really, really funny. They're they kind of, you know, balance communicating with us in the way that we like. And so that influenced my kind of decision to use Duolingo to kind of learn vocabulary and stuff like that. So those are the things that drive my purchase decisions when I'm scrolling you and the little time that I use TikTok and I see a brand like, you know, in the comments being like, really funny or I see a brand, it's like, you know, helping someone, you know where there was a there was, you know, something was light was shedded on like a particular problem that young people, you know, brought to the surface and then a brand tackled that problem. I love that. I think that's amazing. Ali Almeflehi [00:06:21] So I love the lingo as well. I just find that that a passive aggressive when you miss a couple. Oh, my goodness. Asha, what about you? Is the is the the brand communications important or is it all about the products themselves? Asha Jani [00:06:37] I think for me, it's all about how a brand shows up consistent consistently across all aspects of life it touches, so not necessarily just what they're doing on social or what they do in their communications, but also, yeah, how that all marries up. So with this product, people through to what it's putting out on its platform is all about how that matter is open and is consistent with each other from one holistic brand point. And I think the big thing for me probably is is that people piece and the I think especially with, you know, such a pivotal and tumultuous time that we're living through at the moment with climate change and COVID 19. And, you know, like social justice, I think the key thing to remember is that Gen Z are watching what your how you're interacting with your people and that is influencing what we're going to buy from you now. And also what we're going to buy from you in 10 years time, in 15 years time. And I think for me in particular, with with influencers any just mentioned, I think that they'll probably impact me on sort of cheaper short term purchases, but for the long term, more expensive investments. I don't feel that they they influenced me on the day to day, which I think is interesting. So if I see an influencer, you know, pushing a piece of clothing, I might be more inclined to buy it. But in terms of more expensive purchases, like some some tech or even, you know, however many years time when I start to buy things for a house, for example, I'm not sure that influenced me that then it will be more about the brand as a whole. And yeah, I think that's where I stand on it. Jermaine Dallas [00:08:24] So I'm hearing that the influences are important in certain situations. So all the stuff that the broader comes in, especially elements of purpose as well. Nicholas, what what influences you when you shop? Sebastien-Nicolas Chiffrin [00:08:40] I think I'm going to have to thread it with Kelly on that on that one. I'm not sure that I I don't much get influenced by influencers to get a product. I don't think that I'm expecting brands to show up on certain things. I'm more expecting from myself to make sure that when I'm purchasing something that aligns with my beliefs and what I should wear, I should buy from. I mean, it's just that I'm not going to buy a product if I think that it does not fit with why I believe in the long term. But if I'm truly interesting in something like right now, I have a huge interest in my skin because of of the mask that we are wearing, and I'm seeing a lot of pimples going out and I'm like going crazy in the mirror every day and every night looking on a way to just remove them. So I started following a trend through and certain friends with skincare and beauty influencer just to have a better sense of What should I buy? And and it's not like influencer that I'm looking for, just like I'm searching for different sources and different people that like me, people that try the product. And that said, OK. And if I if I'm seeing like a lot of reviews that are that are saying that the product is the good one is a good one and you'll see the results that you're expecting, then definitely I will buy it. But it still has to fit with my beliefs. Like if if the brand are interested in diversity and inclusion, obviously that's going to be a huge part for me. And and and things like that. Yeah. Jermaine Dallas [00:10:29] So I suppose it's not just about influences for influences sake, it's more sort of looking for people's expertize and people's experiences as opposed to just getting the celebrity to say, Buy this product, please. It's got to have that sort of level of authenticity. Which brings me to my next question. Actually, this is authentic three, six five, after all. So I want to move on to talk about what our lives are like at work. I say I feel like I'm a Gen-Z. I'm not. I wish I still am. But what about authenticity? What does authenticity mean for you, especially in the way that you show up at work? And I'll ask that to you. First, ask you. Asha Jani [00:11:13] I think for me, it's incredibly important to bring my authentic self to work, and I think. Having only been in the workforce for the last two or three years, I'm still figuring out exactly what that means and and also having worked in two different companies. I think that means something different depending on the people that are around you. So my first company, I worked in an office that was, you know, 25 minutes from where I'd grown up my whole life. So I felt like all of the people around me or a lot of the people around me had similar experiences. The now working at Edelman, I've moved down to London and I do find that the people around me are probably less similar in terms of experiences and growing up than they were when I was when I was living at home. But I think in a way that means that I bring something very valuable in that I've had a different, you know, I've grown up in a different place and and in London as well, it being such a hub of, you know, multi culture, everybody and everyone brings something different. And that's something that I feel like it's really important to lean into, especially in the in the line of work that we do. And I think kind of from a Gen Z perspective, we are all really conscious and aware of the fact that we have a, you know, an important voice around the table at the moment and that people are really interested and invested in hearing exactly what we think. And so I think we just need to make sure that the authentic self that we're bringing to work, we're doing confidently and, you know, feeling empowered to share how we really think about something because that might have an impact on the work that we do and the ideas and creative concepts that are taken forward because our our our voice is important around the table at the moment. And I think it will be so painful. And so for me, it's it's important and it's important to do it confidently. Jermaine Dallas [00:13:07] Yeah. And and I suppose I mean, you actually wrote both of and kindred spirits in that we both moved from towns up north in the north of the country. So you go to the bright lights of the city, but I suppose everyone has that sort of some sort of challenge or that balance to to hold when it comes to work. So I'll do you have a sort of a home persona and work persona, do you mix the two? How does that manifest in your life? Ali Almeflehi [00:13:35] I try to show up the same like I my family knows me. Of course, they know more of me than, you know, I guess my coworkers do, but they kind of know me to be the same person, if that makes sense. And the reason that I try to do that is because I think it's I think it's too much work to not show up as yourself, right? Even if it's, you know, just kind of on the surface acting differently and not necessarily having conversations that you would have with people and interacting with people like you typically do. You feel it on the inside, right? Like you, you're it's it's somewhat conflicting, I think, to show up and not be yourself. And then the thing that I found is, you know, when you show up as who you are, particularly in your work place, it inspires people to be themselves in the workplace, right? And you know, I just I love my team. They know me. I'm like, I'm like a very I'm like a social butterfly, right? Like in the house and, you know, here at work and. Yeah, I think it just. It's just like it's just who we are like, it's easy, it's it's, I think, a little bit difficult sometimes for people to it to show up, to work as as themselves for fear of judgment. But what you find is when you actually show up to work authentically and you know, you get to inspire people to be themselves better work is done right. So it's it's a super cool thing. Jermaine Dallas [00:15:03] What about you, Nicholas? Do you ever feel like you can't be yourself fully at work? Sebastien-Nicolas Chiffrin [00:15:09] I yes. I mean, no, it's weird because, you know, in a way, I do think that I'm trying to be all of the time me. But sometimes that is a different version of myself when I'm at work because I can be a little bit crazy sometimes with my friends. So definitely I'm going to have to be a little bit more concrete when I when I'm at work. But what I loved in the Paris office is that it kind of is that tried to get people with personality. So it's not that much difficult for you to be yourself and within the office. Everyone is so much inspiring. And I mean, you can you can feel you can feel everyone's energy all of the time and the work and within the workplace, we have so much little time together, so it's not really difficult, even if you kind of have to be and a slight down version of yourself when you were with your clients. But when you when you wave your coworkers, it's it's easier because they tend to become your friends in a sense. So it's not that hard. But I do. From time to time, I change my personnel just to be to do to play the part. I think. Sebastien-Nicolas Chiffrin [00:16:36] Kristen, is there a work, Kristen in her home, Kristen? How were the two different? Kristen Bettencourt [00:16:40] Yeah, I definitely think I try to bring my most authentic self to the table, but I think especially on boarding virtually, I haven't been able to fully kind of show my full personality. I know, like you kind of have like 30 minute meetings or you have brand team meetings that are team wide, but I feel like I haven't been able to fully kind of give my full, authentic self. But while I have those little snippets, I try to be completely myself. And like Ali said, just honestly, you just you get more work done when you're yourself and and you just gets to communicate people the way you want to do it makes you want to show up to work when you're pretending to be someone that you're not it, it kind of makes you uncomfortable and it's just not comfortable. And yeah, I just think it's it's difficult online. So I kind of just try to make the best of it. And I hope that everyone thinks that I'm being my authentic self. Jermaine Dallas [00:17:48] That's brilliant. Ali Almeflehi [00:17:49] Just to add a point, Jermaine real quick. I wonder if, like I think the thing, I think work and life have been the waters have been kind of muddied a little bit, right. Like we sit in our homes, we open our computers and we're already at work, right? And so I wonder if because that's the case there is there's a bit of a push to be yourself a little bit more because you're already working from your own home, right? You're a little bit more comfortable than you would be, you know, walking into an office. Sometimes you I'll take meetings, I'll run downstairs, I'll be on my phone, I go grab a cup of coffee, talk to my mom, sometimes put myself on mute, right? And I wonder if that's that kind of thing is pushing people to be themselves a little bit more just out of, you know, like a place of comfort. The other thing is is it's it's kind of hard to be inauthentic now because everyone's watching, right? Like, everything is so open in this generation. I don't know if you saw the research, but like 70 percent fact check what you say and will unfollow you if you're being untruthful, right? Like this is a generation that like searches for transparency and truth and all of these different things. And so because that's the case, there's a little bit of social pressure to to be you or social pressure. And kind of we have like a social anxiety because people are watching if you're not being you right? And so I just wanted to add that I think it's it's cool and it's something that's a little bit different and definitely probably brought on by the pandemic or exacerbated by the pandemic. Kristen Bettencourt [00:19:26] Can I just jump in there? Yeah, sure. I think it's funny that you kind of brought that up, too, because I do know a few influencers personally, just from friends and growing up. And I do know, like a lot of it's been kind of known lately that people are coming out that on the internet, like they're showing like their best versions of themselves. And obviously, you do have the influencers where they show you every detail, but they do say it's kind of hard to kind of disconnect from the two because you're showing your whole life on the internet. So sometimes it gets hard because you're constantly showing people like the positive sides, all your wins. Meanwhile, like behind the scenes, like, obviously you're human, you're going through normal things. So sometimes differentiating like you're obviously not going to put your failures all the time. Of course, there's like influencers like Remy Batali, but she kind of blew up on TikTok and she she's known for doing her plus size like outfit reviews, and she blew up just showing like her most authentic self, like even behind the scenes, like her struggles with mental health. So it was really cool seeing that. But for the majority, I know there's a lot of influencers that do struggle like behind the scenes, but on the surface level they look like amazing, like everyone thinks they have the best life. So it's kind of like a fine line. Like, obviously you're going to go fight like trusting what you see on the internet and you're going to see a lot of people posting the same things. But sometimes there's a fine line on the internet with like, who's really like showing you everything? And like, can you really trust that influencer and all of that as well? It's what I've noticed do, and even just working on the platform, sometimes I find when I'm constantly on Instagram and TikToks, I work heavily on it for being an influencer marketing. I need to disconnect after like, it's very, very hard. I find it it. It definitely affects my mental health more than you think sometimes. But just finding that disconnect is something that is very important. Jermaine Dallas [00:21:22] Ali, you made an interesting point about it possibly being an area of comfort working from home that you have that sort of that connection that is the familiar with you. And which I think is interesting because one thing that I hear a lot, especially from Gen Z, is that sometimes it can be difficult to acclimatize to a new business when you are not based in the office. I'm going to come to you, Ashley, because I know you've joined Edelman at a time when you went straight away going into the office all the time. So what were the expectations for you going into the world of work and coming into Edelman, where you weren't able to be in the office straight away? Asha Jani [00:22:02] Yeah, I think one of the main reasons that I joined Edelman was because I really craved the kind of collaboration, creativity, the teamwork and those sorts of, you know, real people, elements of the job where we were going to be working closely together. And yeah, I joined in in last March. So that was right at the height of lockdown in the UK, and I was probably working at home before I went into the office at all for four or five months. And you know, it's all a point, I think. Working from home and trying to get your personality across virtually is something that I found challenging. And again, I think it is that the balance of really wanting to make your mark on a team, but also sometimes challenging people or coming up with new and different ideas can can be slightly more daunting when you're virtual. And you know, you have to really kind of make an effort to cut through the noise rather than you saying across the office. And, you know, conversation just happens a little bit more naturally that, you know, you're not having to unmute yourself and try and jump in. But to me, I think I really came into my own at Edelman as soon as I saw going into the office. And that's something that I noticed was huge and something that I didn't really think about too much before I joined Edelman, and I didn't think that working from home, which would be an issue and it wasn't an issue, but I have just found that I enjoy it so much more when I'm in the office and were able to have those collaborative conversations and creative brainstorming and things a lot in person. It's just something that happened so much more naturally. But then equally, I wouldn't give up working from home completely. I think, you know, flexibility and the ability to choose when and where you work has this huge benefits, I think for me. And as a young person, I definitely crave that the social aspect of of the office. But I also appreciate the ability to be able to work from home. Make your working environment work for you. Jermaine Dallas [00:24:17] Nicholas, what about you? How have you found working from home for so much of the early part of your career? When a lot of people would be wanting to be in the office as much as possible to learn things firsthand from people? Sebastien-Nicolas Chiffrin [00:24:32] Well, to be honest, it was a really difficult experience because I was alone in my apartment in Paris, I mean, out there. So it was it came down a little bit hard on me. So I was really, I wouldn't say depressed, but not far from that because being away from my friends, my family for such a long time. And then I had the ability just to to move to the countryside with some friends. So we were like for a long time, seven of ourselves together in a place, enjoying ourselves for seven months and then go back to my place all alone so that that was like a really depressing moment for me. And I started meditating things to say, which does not sit well with my personality. I'm going to say that for sure that for the first time, for the first lockdown, I thought I tried meditating and I think I closed my high for 10 second and listening to to a YouTube video on how you should meditate. And I think about 10 seconds when I was, I said, OK, no, that's not for me. I'm going to stop. So I try sports. So I was like, I was doing a lot of sport in my apartment. Every at noon, every day. I had somewhat a coach that was helping me trying to get fit for the summer because I didn't know if I was going to be able to to get to the beach. So some of these guys do that at all and always Jermaine Dallas [00:26:08] good to be prepared just in case, Sebastien-Nicolas Chiffrin [00:26:11] just in case. And then I think I downloaded the application that Edelman provided for everyone and which has been of tremendous help. I'm going to say just that because it helped me started just to have a better sense of how you should take that in so that it's OK to feel depressed. But you can have you can exercise yourself in a way that you train your brain on to seeing the positive outlook on your life. Early morning and when you go to bed. So that was definitely of a huge help to go through that. Ali Almeflehi [00:26:53] And then, Sebastian, if you don't mind me asking if you don't mind me asking, Did you work in the office prior to the pandemic? Where have you been at Edelman long enough to work in the office? Sebastien-Nicolas Chiffrin [00:27:05] Yes, I mean, hours before so. So it was kind of hard for me just to. I was I was in the office for three years because before the pandemic, so and so I spend almost a lot of time getting to know all of my coworkers working on their accounts very closely on the same office, I mean, within the same offices. So yeah, that was that was the hardest part because I knew my coworkers and I knew how how fun it was to go to work. Ali Almeflehi [00:27:34] And so now that you have experienced both? Which do you prefer? Because I think I think this is going to be this is so awesome to explore because many of us don't have a point of reference as to what work was like prior to the pandemic. Asha, myself, I don't know. The three of us here don't know what it was like to go in and work with your coworkers in person. But now that you've experienced both, what do you prefer and why? What are the what are the like? Just talk about that a little bit, if you don't mind. Sebastien-Nicolas Chiffrin [00:28:05] I think I love a good balance of first. I'm not going to say why. I mean, yes, I do it. I'm going to say, I think that's a morning when I'm not just like heavy on going to work, you know, I mean, it's not that. It's just that sometimes when you just get out of bed, it feels like, OK, I'm going to take that call from from my, from my desk and from my. I mean, it's going to be just easier for me because in terms of the mental space that I'm in, I don't feel like going. I'm taking the train and seeing a lot of people, and I'd rather be just by myself. And sometimes when you were at your place, you can scream at your computer and no one will be mad at you. So it's also easier just to express yourself in some ways that you won't be able to when you were in the office, to be honest. And at the same time, I do love my coworkers, and I do enjoy the times that we get to spend together. I have also a lot of people that I have to train, some interns and such. So it's it's not easy just to share. Your knowledge and just to explain people things over the phone over and over and over things, even if it's a great platform just to that has been a tremendous help. But I think sometimes it's also viewed to be in the office just to connect with the people that you're working with. Jermaine Dallas [00:29:34] Exactly. Yeah. Before we get out of here, I want to go onto and quickly talk about what is truth and how we define truth. So I'm Ali. You mentioned in the Gen-Z research that Edelman conducted that the majority of people think that 70 percent of Gen Z fact checked, fact check even, the information that they receive. So I'm going to start with you, Kristen. How do you define truth and whose opinions do you take on board? Kristen Bettencourt [00:30:02] And yeah, I think it definitely comes, comes and goes. For me, I feel like I'm just really heavily the influencer because I'm always on social media. So that's where I fact-checked a lot of my things. I feel like I go straight to the comments and then I will see like hashtags and see if there's other reviews on it. I definitely want to. I do like my research. I do heavy on my research because I know that sometimes obviously there's situations where influencers were post something and they don't necessarily use that. There's always occasions where that comes up, but I go straight to the comments. I look at what people are giving feedback if they say, Oh yes, I've tried to do its work great on me, and then I look at the hashtags and see if other influencers have use it, or even just regular people that aren't influencers that are just posting about it, and they're just sharing their honest feedback and reviews. That's how I kind of base my feedback off of. And then obviously, I have my my girl group chats I like I'll. I'll kind of check in and we'll chat and see if anyone has tried it or they have any feedback, too. That's kind of where I check most of my stuff just because I'm just so heavy on social media, unfortunately. And that's how fortunately, but fortunately. But yeah, that's where I fact check a lot of my stuff Jermaine Dallas [00:31:18] and I'm going to and finally ask you that same question, Asha. Where do you get your truth from? Asha Jani [00:31:25] Yeah, I think what Kristen said, that was really, really interesting because from the Gen-Z research, I also thought it was really interesting that 84 to 88 percent of us find inspiration from our friends and family, and I think that truth is something that aligns with inspiration in that way because I think I totally agree that like both inspiration and truth, the first place that I would look to discuss that with is probably friends and family. And then like, those conversations in that discourse helps me inform where the next step might be. I go to get my truth and I think similarly to Kristen, I'm a huge researcher and I wasn't necessarily thinking of truth in terms of like influences and reviews and that sort of thing. But because you mentioned it, I'm a huge foodie and if I'm going to go on a holiday, for example, and I'm looking at places to eat or drink when I'm away, I will read realms and realms of reviews. Mm-Hmm. And I read the comments of Typekit in on Twitter. And I think that that's just about Gen Z, you know, rigorously fact checking and researching. I really I really do agree with that. I think it's almost second nature to us that if we see something on social media or in the press, that we will then type in on Google Typekit and on Twitter, ask our friends about it. Even if it doesn't feel like we're fact checking, we're probably doing it indirectly through having conversations with people every day. And then I guess, yeah, I think the truth also is just something that comes from in our line of work. I guess like reading around the topic and making sure that we are informed and we have those like differences of opinion. So that's something that I definitely do as well is that if I've read one opinion on something, I actually try and seek out the opposing opinion and then make my own call on where I sit within the spectrum. Mm hmm. Ali Almeflehi [00:33:30] Yeah, I I I don't think it's a coincidence that we're all this way. Also, by the way. I don't think it's a coincidence. I think I think it's super cool that young people are finding their way to the truth. And the reason I don't think I don't know if any of you read the recent Edelman 20 22 Trust Barometer report, but misinformation and disinformation is at an all time high, right? It seems like in a world where truth is scarce, we're trying to search for the breadcrumbs and figure out our way to actually what is right, what is correct, what is. And I think it's super cool, but I don't think it's a coincidence. Jermaine Dallas [00:34:09] Yeah. Well, I think that's all the time. We have to really appreciate your time. So, Kristen, Asher, Allie and Nicholas, thank you so much for joining us on authentic three six five. If you want to find out more about the Gen Z research, you can find all the information at Edelman.com Dani Jackson Smith [00:34:28] And that's a wrap for this episode. Many thanks to you for walking with us. And until next time, keep it authentic all day, every day. Shout out to our team behind the scenes Faith McIver, Emma Marie MacAfee, Trisch Smith, Denise Busch, Sarah Neil, Pamela Blandon, Emma Dowling, Ryan VandenBosch. Authentic 365 is brought to you by global communications firm Edelman.  

Edelman CEO Richard Edelman discusses the findings of the global communication firm's Trust Barometer report “Trust in Healthcare.” Hosts: Carol Massar and Tim Stenovec. Producer: Paul Brennan. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com

“The headline here is that lost trust can be regained,” says Sandra Sucher, Professor of Management Practice at Harvard Business School. In conversation with Edelman Trust Institute Executive Director Justin Blake, Sucher unpacks the 2022 Trust Barometer, sheds light on her latest findings and makes clear that trust – at the personal or corporate level … Continue reading "Sandra Sucher on How Companies Build, Lose and Regain Trust"

Abstract: Trust is foundational to business and society, so much so that the global public relations firm Edelman releases an extensive annual survey covering whom and what the public trusts. However, their 2022 Edelman Trust Barometer reveals a concerning insight: people are increasingly more inclined to distrust than trust. In this episode of the Principled Podcast, host Emily Miner explores key findings from the 2022 report, “A Cycle of Distrust,” with David M. Bersoff, Head of Global Thought Leadership Research at Edelman Data and Intelligence. Listen in as the two discuss what drives trust, why public trust in certain institutions is eroding, and how businesses can help rebuild trust moving forward.   What You'll Learn on This Episode: [1:59] - David explains the Edelman Trust Barometer. [3:35] - Why business was voted the most trusted institution for the second year in a row compared to government, media and NGOs. [11:41] - The increased engagement of businesses on important global issues. [14:35] - What should business leaders be doing or thinking about now that the spotlight is on them to a greater degree than in years prior? [25:20] - The expansion of responsibilities being taken on by businesses. [29:07] - Advice for business leaders to rise to the increasing expectations without further adding to the trust deficit. [33:32] Upholding the values and integrity you claim and leading with them.    Additional resources: Get a copy of the 2022 Edelman Trust Barometer. Read our blog post on takeaways from this year's report.   Featured guest: David M. Bersoff, Ph.D. David oversees Edelman Data & Intelligence's (DxI) global Thought Leadership research including the annual Trust Barometer and Brand Trust studies. In this capacity, he is responsible for questionnaire development, leading all data analysis and insight gleaning activities, and developing new frameworks for understanding trust, credibility, and consumer-brand relationships. Prior to joining Edelman DxI, Dr. Bersoff spent 18 years as a consumer insight and marketing strategy consultant at The Futures Company. In his last 5 years with the organization, he served as its Chief Insights Officer and was a member of its global board of directors. Prior to entering the consulting world, David spent 12 years engaged in social science research at various Ivy League institutions, including 4 years as an assistant professor of social psychology and research methodology at the University of Pennsylvania.   Featured Host: Emily Miner Emily Miner is a Senior Advisor in LRN's Ethics & Compliance Advisory practice. She counsels executive leadership teams on how to actively shape and manage their ethical culture through deep quantitative and qualitative understanding and engagement. A skilled facilitator, Emily emphasizes co-creative, bottom-up, and data-driven approaches to foster ethical behavior and inform program strategy. Emily has led engagements with organizations in the healthcare, technology, manufacturing, energy, professional services, and education industries. Emily co-leads LRN's ongoing flagship research on E&C program effectiveness and is a thought leader in the areas of organizational culture, leadership, and E&C program impact. Prior to joining LRN, Emily applied her behavioral science expertise in the environmental sustainability sector, working with non-profits and several New England municipalities; facilitated earth science research in academia; and contributed to drafting and advancing international climate policy goals. Emily has a Master of Public Administration in Environmental Science and Policy from Columbia University and graduated summa cum laude from the University of Florida with a degree in Anthropology.   Transcription: Intro:  Welcome to the Principled Podcast, brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change-makers. Emily Miner: Trust is foundational to every relationship in life, personal and professional, so much so that the global public relations firm, Edelman, releases an extensive annual survey covering whom and what the public trusts. It's a survey that I personally look forward to every single year and have been reading for a long time. However, this year's report reveals a concerning insight. People are increasingly more inclined to distrust than to trust. And in fact, this year's report is titled A Cycle of Distrust. How can companies take these sentiments and adapt their own practices to better address public concerns? Hello and welcome to another episode of LRN's Principled Podcast. I'm your host, Emily Miner, senior ethics and compliance advisor at LRN. Today, I'm joined by David M. Bersoff, head of Global Thought Leadership Research at Edelman Data and Intelligence. We're going to be talking about the key findings from this year's report and unpack what this means for organizations. How can business help rebuild trust in our society? David is a real expert in this space, having spent the last two decades leading research, data analysis, and insights initiatives for Edelman and the future company's global insights group. David, thanks so much for joining me on the Principled Podcast. I'm really excited to be having this conversation with you. David M. Bersoff: Me too. And I appreciate you asking me back. Emily Miner: David, to get started, I've been reading the trust barometer for years, but for our audience members, for whom this might be new, tell us a little bit about the Edelman Trust Barometer. What is it and how long has Edelman been doing this research? David M. Bersoff: Sure. So the trust barometer started way back in 2001 with a smaller group of countries than we look at today, but we do have sort of a 22-year history of looking at trust in four major societal institutions: business, NGOs, government, and media. I'll be talking about the 2022 results that just came out, as a matter of fact, at the end of January. This year, we were in 28 different markets. We talked to about 1,150 gen pop respondents in each of those markets. So overall, this global data is among 36,000 or more respondents. We do have some good global coverage. We're in North America, South America, Europe, Asia. It's an online study. And so the sample we get is going to be a bit more representative of the total population or the general population in those countries that have a high internet penetration. And countries that have lower internet penetration, say, like India, the sample is going to be more of an urban educated skew than a traditional gen pop. Emily Miner: And when you say 28 markets, country markets? David M. Bersoff: Yes, 28 different countries. Emily Miner: Great. So you talked about how this reporter, this research looks at trust in four societal institutions: business, government, nonprofit, and media. This year's findings were that, business is the most trusted institution out of those four, and in fact, is the only trusted institution out of those four. This is for the second year in a row. There's so much to unpack in that statistic. So let's start with, why? What is it about business that makes it trustworthy? Or conversely, what is it about NGOs, media, the government that makes those institutions untrustworthy? David M. Bersoff: Yeah. And there's a little bit of both in the situation we find ourselves today. So business are doing some things right or better than the other institutions, and some of the other institutions are essentially doing things wrong. There's a lot of self-inflicted wounds that's reflected in this year's trust data. But in terms of why business is more trusted globally than the other three institutions, I kind of look at five different areas to discuss. The first one is that when we look at trust, we sort of divide it into two dimensions. There's a competence dimension and there's an ethics dimension. So if I trust an organization or a person or an institution, I can trust them to sort of do what they promise to do. They deliver on what they say the product will do, the product is good, they get it done. So think in terms of, a competent airline is one that gets you safely from point A to point B. The other dimension is ethics. And that is sort of, what's the level of integrity that the organization has? What are their motivations? Are they trying to make the world a better place? Are they honest? Do they treat people well, their employees, supply chain, or what have you? So that's a somewhat of a separate mention. I can trust an airline to get me from point A to point B safely, but I may not trust them to sort of treat people fairly or to do what they should be doing to protect the environment. And so when you look at the institutions in that way, across those two dimensions, what you find is that business is considered both competent and ethical. Now, NGOs, in the last year, did squeak into that sort of upper quadrant of ethical and competent. But what we see is that, business is considered more competent than NGOs, while NGOs are considered more ethical than business. And the interesting thing here is that, for some reason, and I think I understand why, these days, people are giving competence a little bit more priority than ethics. And I think that comes down to the fact that people are just frustrated that things aren't getting done, problems aren't getting solved, government seems to be politicized or polarized or paralyzed. And as a result, we're not seeing a lot of leadership coming from government when it comes to solving major problems. This is leading to a general frustration, things aren't getting done. In the context in which people look around them and see things not getting done, they're giving a little bit more priority, they're giving a little bit more emphasis on doing rather than necessarily having pristine motivations. I talk about the fact that business isn't really the hero of this year's story. They're more of the anti-hero. They are somebody who can get things done even if their history or their morals or ethics are a little bit more questioned versus say, NGOs, which are perhaps seen as being better or more angelic, but relatively less competent. That's sort of reason one. Reason two that I think business is trusted, goes back to a really interesting finding from this year's study. It's a new question we ask. For each of the institutions, we ask, is this institution a dividing force in society or a unifying force in society? And, of course, you could give a mid point saying that they were sort of neither one. But what we found is that, when you do a net score, so the people who think that, say, government is a dividing force minus the people who think that it is a unifying force, what you find is, in general, government and media are both seen as dividing forces in society. So not only are they not effective at getting things done or doing their job, they're actually seen as making things worse. They're dividing us rather than unifying us. In contrast, business and NGOs are more often considered to be unifying forces. And so I think that maybe the number one reason why government and media are not trusted is because, at some level, they don't want to be trusted. What's going on here is that, I think politicians and media channels have found success in casting doubt on their institutions by convincing people, not in the trustworthiness of the institution as a whole, but only of that part of the institution that they control. Right? It's not like you can trust government. You can only trust that part of government that we, our party, control. It's not that you can trust media in general, you can only trust the voices coming from us, our channel, our platform, what have you. In contrast, I don't think a business can succeed by sowing doubt in the institution of business, even as it tries to burnish its own image. And similarly, NGOs are not going to increase volunteerism and donations by undermining people's faith in other NGOs, or in the institution itself. The American Heart Association doesn't fundraise by trying to convince you that the American Lung Association is running a pedophile ring out of the basement of a pizza parlor. The way things are, business and NGOs don't feed on themselves, which is why they're more likely to be trusted and more likely to be seen as unifiers. And I think those two perceptions are strongly related. Emily Miner: My reaction to that point that you just made about the institutions being dividing versus unifying forces is that, unfortunately, all four of the institutions have found success in their model. So government and media have found success in playing to kind of the wings and to emphasizing the clicks or the campaign slogans. They found success in that and so there's this reinforcing cycle. Whereas, of course, as you said, business wouldn't be successful if they doubt about the concept of business as an institution and nonprofits as well. So although they're sort of polar strategies, each institution has found success in that strategy. And it just, I don't know, it doesn't make me encouraged about breaking the cycle of division that you were describing in the government and media. David M. Bersoff: It really is an issue of the payoff matrix. The reward matrix for media and government has become contaminated. It's become flipped on its head. It wasn't always that way, but somehow we find ourselves in a situation where you do find the clicks and the money and the votes associated with stirring up people's emotions, stirring up outrage, playing to your base, playing to the extremes because that's where the audience is, that's where the engagement is. And until that reward matrix is changed or forced to change, you're right, I don't see government and media changing on their own because they're not being rewarded or reinforced for changing their behavior. The number three reason is that I think business has been increasing its engagement on important issues. So if you look at sort of what business is doing out in the world now, compared to what it was doing 10, 15 years ago, they are more engaged in things like climate change and economic equality, access to healthcare, addressing issues around injustice. They are weighing in more, they are becoming engaged. And I think that is certainly helping their ethics score go up, which, as I discussed, is a key aspect of trust. So the fourth one is that, people feel like they have leverage over business. So we talk about this idea of belief-driven consumers and belief-driven employees and belief-driven investors, and we're finding a majority of people globally really do decide what brands to buy or where to work or where to put their money based on whether or not that business, that corporation, that entity has a set of values and belief that matches their own. And I think, in general, people believe that they have more power to create positive change in society through the marketplace, through working with and through business than they do dealing with government or trying to achieve change through votes. And so this idea that business has power, it has resources, and on top of that, I feel like I can actually have influence on it, that real really puts business in a much stronger position to be trusted, to be my go-to institution for making things better. And then sort of associated with that, the fifth element here, is that business, especially business as employer, and to some extent, certain brands, they have a local feel about them. And that's in keeping with the idea that these days, people's trust circles have shrunk. They're getting smaller and smaller. It's getting more and more local, but even within the context of that shrinking trust circle, that place I go to every day or the people I interact with every day and have a personal relationship, my employer, they're still in that circle. There's some brands that have been part of my family or part of my household or part of my life, literally for decades. Again, they make it within that circle. So even within this idea of a shrinking circle of trust, business, especially as employers, especially through their brands, continue to reside within my circle of trust. Emily Miner: That's so fascinating. And so much of what you've described resonates with me on a personal level as I just think about myself and my own behavior as a citizen, as a consumer, as somebody interested in politics, et cetera. So thank you for breaking down those results. Given that that's where we are today and the reasons why we're there today, what does this mean for business leaders? What should they be doing or thinking about, now that the spotlight is on them to a greater degree than in years prior? So what should they be doing when it comes to their own leadership within their organizations internally, as well as externally, their leadership within society. David M. Bersoff: I think that business and business leaders, they sort of have two to-do lists. One is, how do they increase trust in their institution, business writ large, as well as the organization that they lead? And then, what do they need to be doing to sort of restore faith in the system as a whole? So the first thing you need to do is give people a sense of progress and optimism. Yes, at the societal level, but also more importantly, giving them personal optimism. We saw some data that I think is really telling in this regard, certainly in countries that we consider to be sort of developed Western democracies. There was no country in which most people felt that they would be better off financially five years from now than they are today. And even more telling, we found that more than half of people were worried about losing the respect and dignity that they once enjoyed in their country. So there's real sense of this one-two punch. I don't see a future in which I'm doing better. As a matter of fact, I see a future in which who I am, what I've done is no longer considered important. I'm being marginalized. I don't matter anymore. Ceasing to matter is not something that people take easily. It causes them to rail against change. It causes them to scapegoat. It causes them to see unfairness all around them. So it's really important that business and certainly business quo employer give people some sense of optimism and progress. That's more internal. But externally, you also need to help people create positive change with and through you. When people choose their employer based on a matching of values and beliefs, it's not just because they want to be surrounded by like-minded people. It's because they want to work for an institution that has power and resources. And that, in the context of my job, will allow me to further what's important to me, allow me to affect positive change, to be my partner in change. I don't want to just sit on the sidelines and applaud while my employer does good things. I want to be part of that. And so it's not only giving me personal optimism, a personal sense that things are going for me in the right direction, but it's also allowing me to have a positive impact in society. The second thing is, manage the change you want to see. So meeting our current existential challenges are going to require major change and transformation, not only in the economy, in certain sectors, but also in people's lives. And right now, kind of going to that point I was talking about, people are feeling left behind. They're feeling like they don't matter anymore. They're feeling like they're not included in people's views of the future. And, to me, it comes down to sort of this idea of basic change management. Within an organization, change management is usually important. If you don't manage change well, your employees lose confidence and trust and morale. They may actually become barriers to the change you want to see. There's all kinds of negatives associated with bad change management within an organization. Well, I would argue that a lot of what we're seeing at a societal level is the result of bad change management at that societal level. There's too many people seeing a lot of change and feeling left behind or not understanding it or not seeing what's in it for them. So as a positive change agent, and I think business needs to be, you can't just push for change, you have to manage that change. Also, you need to stay authentic to your values as a corporation. There's a lot of CEOs who hear our story about needing to get more involved and more engaged in social issues. They feel uncomfortable about that. They may even feel like they're already doing too much, but the data we have this year shows that more than likely, they're not seeing as doing enough, that there's this push, there's this pressure for businesses to do more. But you have to keep in mind that the expectation isn't that you engage on every single issue. It's not like if there's any controversy out there, you need to weigh in on it. In the context of weighing in, becoming engage, doing more, you still need to let your sector, your employees, your customers, the communities in which you operate, and your legacy values define where and how you engage. You can't engage willy-nilly. You have to do it in an authentic manner. And then you also need to form meaningful partnerships. And these are not just partnerships in name only. They're not transactional partnerships with other organizations. These are sort of intel inside partnerships. They have to be intimate. They have to be hand in glove and so I think of partnerships with NGOs to gain expertise in some of these social problems, social issues you're being asked to engage on; and partnering with government in order to get the reach and power that only government has. Also, keep in mind that the aim here isn't that business needs to replace government and media, even though those two institutions are failing. The idea is to fill the current leadership void while working to renew people's faith in all institutions. And that sort of brings us to the other list, which is how do businesses work or act to restore faith in the system as a whole. And I think the first thing they need to do is act as an agent of stability. They need to fill that leadership void that we've been talking about, the fact that government and media aren't working, they're in that very poor, lower left-hand corner, where they're not seen as terribly ethical or terribly competent. That needs to be done. But more importantly, business also needs to redefine and defend the center. The center is not holding. The center needs a voice. The center needs to be redefined and defended. And part of this is cutting funds and support to agents of divisiveness and extremism, kind of going back to that point where I was making before, that the reward matrix for government and media is out of whack. It's not giving us the kind of behavior we need. And until the rewards in society, be it money or power or influence, are greater for spreading truth than for spreading lies and information and for facilitating cooperation, rather than fomenting divisiveness, we're going to continue to flounder and suffer and weaken our societies. The second thing that businesses need to do on sort of a bigger level is battle the infodemic. Good information hygiene, we've found to be intimately linked to trust. People who are better consumers of information are more trusting. And I think it's because good information hygiene mediate extremism. It makes people more open-minded and it also makes people more open to ideas that come from outside. And so business needs to not only be a source of good information, but they also need to teach and nurture and facilitate information hygiene among both its employees, as well as people in general. So until we have good information, until we can agree on what the facts are, it's going to be hard to move forward as a society. I think business has a role there. Third thing is, help close trust gaps by reducing systemic unfairness. If business has any Achilles heel in all of the data that I've seen this year, it's that there's a little bit of a tendency to see businesses more likely to be serving the interest of the few, rather than the interest of sort of everybody equally and fairly. That's where business is at risk of losing its trust and trust advantage. So they have to be very scrupulous about as they engage in these issues as they offer solutions and policies that they're seeing as fair. And then finally, what business needs to do is help redefine and reinforce the social fabric that's traditionally served as sort of a binding force, a touchstone for compromise and shared interest, particularly in democracies. One of the most disheartening data points I found in the survey this year is, 62% of people saying, the social fabric that once held this country together has grown too weak to serve as a foundation for unity and common purpose. And I do think that this is, in part, a result of the fact that government and media are seen as divisive forces, but to the extent that we don't have this social fabric. We don't have this shared sense of purpose and values. It's going to be hard to overcome the tribalism, the divisiveness that we're seeing in the country today. We need an entity to help remind us that there's more that unites us than divides us. Emily Miner: On that last point that you just made, does that statistic reflect your global results or is that specific to the United States? I'm just trying to get us sense of how pervasive this idea is. David M. Bersoff: So globally, it's 62%. In the US, it's 64%. So it's a generally held opinion. I mean, in my mind, democracy is more fragile than I've seen it in a long time and really is in a position where it could fail. And if we don't learn how to have constructive civil debates, if we don't learn how to respect people who may have different opinions, if we don't see ourselves as sort of being in this together, if we don't have a common sense of purpose, some values that can serve as a touch point or a unifying point for everybody, it's going to be really hard to strengthen our democracies to get through this situation, particularly if media and government keep throwing fuel on the fire. Emily Miner: One of the points that you raised about what does this mean for business leaders was the idea of business as change management experts in all the change that we are going through and need to continue going through as a society, including in business, but also external to business, and this idea of business being a teacher almost. I'm connecting that to some trends that we've observed at LRN within our own business. And so one of the core ways that we support companies around the world is by developing training and education. We've certainly seen a rise in the number of companies that are requesting support in, how do I teach? How do I help my people have respectful conversations in the workplace? How do I help my people to understand that our differences make us better, make us more successful, make us more innovative? And to celebrate those differences in our diversity rather than to challenge it or feel threatened by it, how do I help my people understand in the United States the legacy of systemic racism and how that shows up at the workplace? And what can we do to try to break down that legacy in service of a more equitable workplace and a more equitable world? We're seeing a number of businesses kind of take on that challenge, of supporting these types of conversations and mindset shifts in the workplace, outside of what several decades ago would be focused more on. How do I train you to do your job and your specific skillset that's needed? How do I train you on the rules and the regulations and the dos and the don'ts? Those elements are of course still important, but we're seeing this expansion of the responsibility that business is taking on. I see that as encouraging, having a greater willingness to take up the mantle that's really been placed upon them due to this leadership void that you were talking about. David M. Bersoff: It's an interesting parallel, the one you draw about. In the old days, because of, say, failures in the education system, it fell upon employers to teach their employees how to do their job. And that may have included some remedial education and mathematics or English, or what have you. But these days, fast forward, now we're looking at businesses and the need for businesses to teach people how to consume information in the new information aid, how to get along with others. It's another form of remedial work. It's almost like the country, the world has had a collective stroke and it needs to relearn how to do these basic things, like keep themselves informed, like how to have civil discussion. And it's really, I think, incumbent on businesses, especially businesses as employers because that employer-employee relationship is trusting. It's strong. And I think it's vital to rebuilding trust. But using that frivolous position that business has to help people relearn these things, that's really going to be an important foundational step towards rehabilitating the trust environment and strengthening our fragile democracies. And it heartens me, I didn't realize, that you were receiving increased requests for training in these areas because I think it's absolutely vital. Emily Miner: One of the key takeaways from the report that I found really interesting and also challenging is that CEOs themselves are expected to be the face of change and to inform policy, although not to inform politics. So making that distinction there. And you found that globally, a healthy majority of respondents believe that CEOs, or expect CEOs to shape the conversation and to shape policy around issues like jobs in the economy, wage, inequality, technology and automation, climate change. These are some threads that we've been talking about throughout the course of this discussion, people feeling like they're being left behind and not optimistic about the future. And I think all of these jobs, economy, inequality, technology, automation, climate change, those all are a tangled web that work together to influence that. So this idea, it's a tough needle to thread for CEOs, I would imagine, particularly when so many, if we want to call these, societal issues are politicized in the US, I mean, speaking from where I'm located. So what advice do you have for business leaders on how they can rise to these expectations of influencing positive change in these societal issues without kind of further adding to the trust deficit with people thinking that their action is actually polarizing? What advice do you have for business leaders? David M. Bersoff: Sure. And actually the situation is more fraught than even you just painted it because not only do the CEOs and business leaders need to worry about their own actions and how they communicate, but there's going to be outside forces attempting to politicize the organization, the company. They're going to try to sort of paint you with that woke brush. In the US, we look at political affiliation, Democrat versus Republican. This is the first year we've been tracking that, where business is actually distrusted among Republicans, traditionally, the party of business. And I think this is a direct result of sort of this conservative rhetoric around companies that are weighing in on issues being considered woke. Right? That becomes kind of an insult or a damning characterization. So, it's not just that CEOs and businesses need to be mindful of what they're doing, they are going to be buffeted about by outside political forces, attempting to co-op them or attempting to sort of paint them as being political. So it's a really tough, tough problem. In terms of what I would recommend, the first step in avoiding being politicized is don't be political. So don't be a Republican company or a Democratic company. There's no way, no shape, no form in which we are recommending that the way forward, the way for companies to become more engaged in society, is to affiliate politically with one party or another. You don't want to adhere or don't want to be seen as adhering to political ideology. What you want to be seen is being values-driven. So be a company that champions equality or protecting wellbeing or improving education or any other value that's authentic to your organization, and then work to translate your values into policy. And remember, policy is about fostering positive outcomes against the criteria of fairness and efficacy. If we ask people to do this, if we set up a law or a rule that they have to do this, is it fair? And will we get a positive outcome? That stands in contrast to politics, which is really about gaining power. Good politics is evaluated in terms of, did we win? Did we get an advantage? And so while any one issue can be politicized, and that's completely out of your control as a business, it's going to be hard to politicize you as a company if your actions can be traced to a consistent set of values that manifest and support for policies that either bridge political divide, so this idea of redefining the middle, or at least policies that are not consistently associated with the same party. So if you're out there leading with your values, your values are authentic to who you are, and it results in you supporting policies that are either in the middle or not consistently aligned with one side or the other, that's about as good as you're going to be able to do in this day and age. Emily Miner: I think what you said is so powerful that I want to just say it again. We talked earlier about authenticity and how businesses don't need to jump into every single issue, but what is relevant for your business, for your consumers, for the communities in which you operate, for your employees, taking that multi-stakeholder view to help navigate where you're stepping in and where you're not. But leading with your values as a way of responding and behaving authentic to who you are, that's such a powerful statement. And I think it's reinforced by so much other research and storytelling about the role of values in how businesses operate. Values are something that employees can understand and connect back to the context, the why are we making this decision? If you have a clear framework of values as an organization, and if you talk about what that means for us, if you translate that into how we operate, how we behave as individuals, as a business, there's a sense of logic there that I think helps people to make sense of why we're doing what we're doing, even if it might not be something that I like or agree with. But I can connect it back to the values and so I understand. So I just appreciate that you raised that. David M. Bersoff: So let me just build on that point because I think you're absolutely right. Especially, if you have values that predate the policy or predate you weighing in, you're right, there's a certain consistency there. There's a certain logic to what you're doing. There's a certain integrity to it. And by the same token in this day and age of belief-driven employees where people choose where they're going to work, to some extent, based on the values and the beliefs and the type of engagement that that organization manifests, there's a tacit agreement that when you go and then work for that company, that part of the reason why you're there is because they champion these values. And so later on, when they're actually out there championing those values, you're already sort of bought in. You may not love the particular manifestation of those values around a particular policy, but there's a logic to it. There's a consistency to it. And there's at least this understanding that yes, I at least appreciate the value even if I don't love the way you're sort of operationalizing that value or manifesting that value in policy. Emily Miner: So the point that you made about people increasingly choosing where to work and also who to support with their dollars, being aligned with values, one of the ways that we've helped companies kind of increase that broad buy-in to the values is to actually engage the employee population, maybe it's defining values because they didn't previously exist in the organization, or maybe it's, "We have a set of core values that we've used for however many years, but we want to kind of take it a step further to really clarify what does this mean behaviorally." And so creating spaces and communication channels for employees to weigh in on that, what does this value mean for me? What does this mean for my role? How do I see this play out in action? What does it mean to live this value? And having that be a participatory process, really also helps to cement the values being a tangible thing that are really taken off the wall and are operationalized and increase that buy-in of the employee population. David M. Bersoff: Absolutely. We looked a few years ago at what we considered the emerging or the new employer-employee compact. And what we found is that there's sort of three areas that people use to evaluate an employer. The first one is sort of the basics, which is, are you offering me a good job at a fair wage where I can sort of grow? The career basics. This has been an important certain aspect of deciding on jobs and where to work since the beginning. You need to know that your financial future is in safe, fair hands. It doesn't mean you have to guarantee me a job for life, but it does mean that if something happens, you're going to treat me humanely and fairly. The next level up from that is this idea of empowerment, sort of what you were alluding to. People want to have a voice. They want to feel heard. They want to be able to participate in decisions. They want to have input. They don't want to just be a cog, but they want to be a vital part of what's going on. And then above that is this notion of coaction, that I can work with and through my employer to create positive change in the world. So you see all these things playing together. The first thing you need to do is sort of bring my blood pressure down, make me feel safe and secure in my living and in my finances, then make me feel empowered. Give me power, give me a voice. And not only give me power and voice in the context of company operations or business decisions, but also in the context of what that business is doing in terms of engaging on some of these larger issues. That point I was making before about, I don't want to just sit on the sidelines while my company does good. I want to be part of the good that my company does. I want to use my empowerment to work with the company to affect positive change. And part of what this means, going back to your point about values is, that mission statement, that values statement, what we stand for, can't be something that you spend time developing, and then it goes up on a shelf and gathers dust, and doesn't really have an impact or an influence. The big difference between values, as I think about them today, and maybe values as they've been traditionally been treated or thought about, is that now those values that you develop, the mission statement, what's important to you as a company, what is your goal in society overall beyond, say, making money or returning value to your investor, those values need to be part of your DNA as an organization. It needs to show up everywhere. Your values need to show up in your marketing, in your supply chain, in your hiring, in your policies, everywhere, consistently. And if you do that, then this idea that we've been talking about, which is lead with your values and you'll be as okay as you can because what you do will be seen consistent and make sense and organic and authentic, that's how it all works. Emily Miner: In some research that we conducted at the end of last year, we saw that organizations that kind of led with their values or use their values to help them navigate COVID and the disruption and confusion that has resulted and continues to resolve from COVID, those organizations actually were more successful on a number of metrics. I think that that's a really important point as we're facing increasing cadence of global crises, that there's a resiliency in leaning on your values to help navigate how we're going through the world. And there's a morality to that. A rule kind of tells you what you can and can't do, but there isn't a rule for every occasion and we need guideposts that help us figure out what we should and shouldn't do. And I think that's where values come in. Well, David, it's been such a pleasure having you on this episode. And I know that we could spend hours talking about this and unpacking the trust barometer but unfortunately, we are getting to the top of the hour. Thank you so much for joining me and for sharing these insights. David M. Bersoff: It was a pleasure. I love to talk about trust and I particularly love to talk about trust with someone who's obviously been thinking about these issues and are sort of familiar with our data so we can dig a little deeper. This has been a lot of fun. Emily Miner: Yeah, it has. Well, my name is Emily Miner, and I want to thank all of you for the listening to the Principled Podcast by LRN. Outro: We hope you enjoyed this episode. The Principled Podcast is brought to you by LRN. At LRN, our mission is to inspire principled performance in global organizations by helping them foster winning ethical cultures rooted in sustainable values. Please visit us at lrn.com to learn more. And if you enjoyed this episode, subscribe to our podcast on Apple Podcasts, Stitcher, Google Podcasts, or wherever you listen. And don't forget to leave us a review.

Welcome to the PRmoment Podcast.This week we're talking to Louise Turner, managing director at Edelman Data & Intelligence, about the UK results of The Edelman Trust Barometer 2022.Before we start just to say tickets for the PRmoment Awards have now gone on sale. They will be the first PRmoment face-to-face awards since 2019! Thanks to our PRmoment Podcast sponsors, The PRCA.Here's a summary of what Louise and I chatted about:3 min What are the top trends coming out of the UK results of the Edelman Trust Barometer this year?4 mins Why the UK now has a record trust gap between high and low-income groups.5 mins The impact of Partygate: Louise talks us through the differences in the trust in the UK Government from Nov 2021 to Jan 2022 results.6 mins In November 2021, the UK Government had a trust score of 42%. In January this dropped to 29%—the lowest score for the UK Government in a decade.7 mins Louise explains how The Trust Barometer has picked up growing consumer cynicism around purpose and greenwashing this year.10 mins Louise talks us through the 2022 and 2021 year on year trust scores for the Government, employers, the media, business and NGOs.17 mins Louise talks through the trend of trust increasing the more local, or the more personal the institution. 18 mins Why is ‘your employer' by miles the most trusted institution?19 mins What are the 2021 and the 2022 trust scores for the different media channels?22 mins Traditional media, including broadcast and online, has had a very good year, trust wise. In that sense, it won the trust league this year?26 mins What's a good trust score and what's a bad trust score? (A score of below 50% is mistrusted and a score of over 50% is trusted.)

A CNN Business report says that Americans are showing up sick to work even as Omicron spreads. Why? Millions of frontline employees can't stay home without missing a paycheck and many don't have paid sick leave. The Business Communicators discusses why this is a problem and offers potential solutions to keep workers healthy and safe.Who can you trust or is trust overrated? Let's talk about trust. The 2022 Edelman Trust Barometer dropped last week, and it reports that trust in government and media is sinking further into the void. The Trust Barometer reported that people trusted their CEOs more than government and wanted their business leaders to voice more opinion in societal issues. A number of business executives received promotions and the pressure to deliver is high. Is this a valid expectation? Should Business influence government decisions? Also, trust in the media corroded in the wake of ‘fake news,' readers have plethora of mediums for their media consumption.  Listen up as Austin, Hattie, and Thomas provide their key takeaways on the annual report.Music Credit: Smoke (with Lostboycrow) – Feather FOLLOW US ON SOCIAL MEDIA 

Podcast topics:- Rafferty talks about starting a new role and taking on more responsibility during her largely remote tenure at Wells Fargo, moving from the agency world to running comms for a large financial institution, the future of live events and business conferences and more.- Discussing the details of IPG Dxtra CEO Andy Polansky's plans to retire after a 38-year career and the future of Weber Shandwick and IPG Dxtra;- The implications of Edelman's latest Trust Barometer report, which found consumer trust has declined across media, government and business;- On the potential benefits and risk of Unilever's bid for the consumer healthcare arm of GSK;- The key players on GM's revamped comms team, which included hiring for 20 new positions and reconfiguring existing teams;- On IBM's Jonathan Adashek moving into a new communications role to include marketing;- On Microsoft's move to acquire Activision Blizzard for nearly $70 billion in the largest-ever gaming sector deal of its kind and what it means for the future of the metaverse and ongoing PR crises at Activision Blizzard.

Edelman CEO Richard Edelman discusses the firm's 2022 Trust Barometer. Hosts: Carol Massar and Tim Stenovec. Producer: Paul Brennan. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com

This week, we have the pleasure of hearing from Evan Hamilton, the Director of Community at Reddit. Evan joined the Reddit team at a time when trust was broken between the moderators and the Reddit team. Evan rebuilt trust in the community by ensuring transparent communication with the moderators, addressing concrete issues, humanizing both the employees and the moderators, and creating small programs and teams to work directly with moderators. The community council became crucial to building trust and was created as a safe space for moderators to share feedback, challenges, questions, and insights with the executive team of Reddit. We talk about the beauty of Reddit's pseudonymity and how users bring their true selves to the table and talk openly about their low points and experiences, finding a sense of belonging by connecting with ‘their people'. Reddit will continue growing its community programs at scale to enable and support its moderators through any challenges and questions they have. Who is this episode for?: B2C, Online, Scaling 3 key takeaways: - The steps to building community trust include communicating transparently, addressing concrete issues, humanizing everyone, and creating programs to enhance community communication and processes. - The benefit of pseudonymity in the Reddit community is that it gives people a place to be 100% themselves and share vulnerable, real experiences that they have been through. This outlet helps users find ‘their people' and feel a sense of belonging. - Reddit scaled its large moderator community by creating a Community Council to provide information, receive feedback, and communicate effectively with moderators representing ‘subreddits'. These members would distill information from the council to their moderator teams and ensure everyone was on the same page. Notable Quotes: 1. What did you practically do to make it feel like a safe space? I think some of it is just the access. It's easy to be frustrated when you're talking to a representative, right? It's the, “I want to talk to your manager syndrome.” You feel like the person you're talking to doesn't have power and so you just try and push past them to get to their manager. By actually involving the product managers who are building these products and eventually involving our execs, it was clear that you're not going to get any higher up the chain. This is the person who's building this thing and I think that helps. Having a buffer in between can be good but can also be detrimental because people feel like this representative isn't going to go fight for me. I think the other part was just framing and priming and setting up the conversation as, ‘Hey, we're all here because we're on the same page. We want Reddit to be great. We want moderators to be a big part of that.' 2. “What we've seen on Reddit is the benefits that pseudonymity brings and that people can really bring. They're their true selves to the table, right? I've seen amazing conversations where, you know, mothers are sharing their experiences with postpartum depression, something that they really may not feel comfortable sharing, attached to their name in a public setting. We have amazing communities for marginalized groups. We have support communities like stop drinking, where people are talking very, very honestly about their low points and because of the pseudonymity combined with a very robust safety team, making sure that regardless of what pseudonym you're using, you're behaving, people are able to be themselves and let this raw part of them loose.” Rapid fire question answers: 1. What's your favorite book to recommend to others? “Predictably Irrational” OR “Big” 2. Who's an up and coming community builder you think is going to do big things? Shana Sumers & Carter Gibson 3. What's your go-to community engagement starter? Food or a bracket system 4. What is your favorite subreddit? ATBGE - Awful Taste But Great Execution 5. One metric to use for the rest of your career to measure communities? Trust Barometer. 6. Weirdest community you've been a part of? Theater (extraverted actors and introverted tech people) 7. If you're on your death bed and you could only leave one piece of life advice behind for all the future generations, what would that advice be? Listen to People. We spend way too much time thinking about ourselves and not listening to others.

Despite a strong global economy and near full employment, none of the four societal institutions that the study measures—government, business, NGOs and media—is trusted according to the 2021 Edelman Trust Barometer. Tonia Ries, the Global Executive Director of Intellectual Property at Edelman and steward of the Edelman Trust Barometer, joins The Business Communicators to discuss the cause of this paradox and how it is a wake-up call and challenge for these institutions to look at new ways to effectively rebuild trust with their stakeholders.Then, NFL All-Pro Wide Receiver Emmanuel Sanders has always preferred to use pen and paper. Before winning the Super Bowl with the Broncos, as a teenager he used a journal to organize his thoughts and create his vision for the future. Emmanuel is also an entrepreneur, husband and father who continues to use journals to track his goals and build upon his dreams. He joins the show to talk about his partnership with TRU RED to launch their Expert Notetaking Collection of writing journals and pens for entrepreneurs to bring their most creative ideas to life. Our listeners can check them out at staples.com/spark2finish.The show closes as Austin, Hattie and Thomas break down the recent Wall Street and Reddit saga and whether or not financial institutions can be trusted moving forward. And, a discussion on why Budweiser is winning the advertising battle ahead of this week's Super Bowl.Music Credit: Smoke (with Lostboycrow) – FeatherConnect with The Business Communicators on Facebook, Twitter, Instagram, YouTube and LinkedIn, and find out more about our show at TheBusinessCommunicators.com. And, if you haven't done so already, be sure to subscribe to our podcast on iTunes and leave us a five-star review. Questions or comments? Send us an email to podcast@iabchouston.com or text “podcast” to (713) 360-0133.IABC Houston SponsorsDiamond Partner: Pierpont CommunicationsChapter Partner: Mykrantz & Co

This week, we have the pleasure of hearing from Evan Hamilton, the Director of Community at Reddit. Evan joined the Reddit team at a time when trust was broken between the moderators and the Reddit team. Evan rebuilt trust in the community by ensuring transparent communication with the moderators, addressing concrete issues, humanizing both the employees and the moderators, and creating small programs and teams to work directly with moderators. The community council became crucial to building trust and was created as a safe space for moderators to share feedback, challenges, questions, and insights with the executive team of Reddit. We talk about the beauty of Reddit's pseudonymity and how users bring their true selves to the table and talk openly about their low points and experiences, finding a sense of belonging by connecting with ‘their people'. Reddit will continue growing its community programs at scale to enable and support its moderators through any challenges and questions they have. Who is this episode for?: B2C, Online, Scaling 3 key takeaways: - The steps to building community trust include communicating transparently, addressing concrete issues, humanizing everyone, and creating programs to enhance community communication and processes. - The benefit of pseudonymity in the Reddit community is that it gives people a place to be 100% themselves and share vulnerable, real experiences that they have been through. This outlet helps users find ‘their people' and feel a sense of belonging. - Reddit scaled its large moderator community by creating a Community Council to provide information, receive feedback, and communicate effectively with moderators representing ‘subreddits'. These members would distill information from the council to their moderator teams and ensure everyone was on the same page. Notable Quotes: 1. What did you practically do to make it feel like a safe space? I think some of it is just the access. It's easy to be frustrated when you're talking to a representative, right? It's the, “I want to talk to your manager syndrome.” You feel like the person you're talking to doesn't have power and so you just try and push past them to get to their manager. By actually involving the product managers who are building these products and eventually involving our execs, it was clear that you're not going to get any higher up the chain. This is the person who's building this thing and I think that helps. Having a buffer in between can be good but can also be detrimental because people feel like this representative isn't going to go fight for me. I think the other part was just framing and priming and setting up the conversation as, ‘Hey, we're all here because we're on the same page. We want Reddit to be great. We want moderators to be a big part of that.' 2. “What we've seen on Reddit is the benefits that pseudonymity brings and that people can really bring. They're their true selves to the table, right? I've seen amazing conversations where, you know, mothers are sharing their experiences with postpartum depression, something that they really may not feel comfortable sharing, attached to their name in a public setting.We have amazing communities for marginalized groups. We have support communities like stop drinking, where people are talking very, very honestly about their low points and because of the pseudonymity combined with a very robust safety team, making sure that regardless of what pseudonym you're using, you're behaving, people are able to be themselves and let this raw part of them loose.” Rapid fire question answers: 1. What's your favorite book to recommend to others? “Predictably Irrational” OR “Big” 2. Who's an up and coming community builder you think is going to do big things? Shana Sumers & Carter Gibson 3. What's your go-to community engagement starter? Food or a bracket system 4. What is your favorite subreddit? ATBGE - Awful Taste But Great Execution 5. One metric to use for the rest of your career to measure communities? Trust Barometer. 6. Weirdest community you've been a part of? Theater (extraverted actors and introverted tech people) 7. If you're on your death bed and you could only leave one piece of life advice behind for all the future generations, what would that advice be? Listen to People. We spend way too much time thinking about ourselves and not listening to others.