This week United Airlines was the latest corporate brand to the slaughter. Like BP, Volkswagen, Uber and Sports Direct before it, the beleaguered airline was caught revealing its true heartless soul in the full glare of the media spotlight. The thin veil of corporate goodwill slipped and, in a sudden violent outburst,
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There is nothing like eating your own dog food.
At a recent Trusted Executive training day, I completed my own self-assessment exercise based on the Nine Habits of Trust. It was a revealing experience which I then had the opportunity to de-brief with another coach in the AoEC team.
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Back in 2012, my co-author in ‘Challenging Coaching’ Ian Day, wrote a popular blog titled ‘Aggregation of Marginal Gains, Aggregation of Marginal Decays’. In the blog, he spoke of the positive impact of the tiny, multiple performance enhancements that had been popularised by Sir David Brailsford in the aftermath of the 2012 Olympics.
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It has been a fascinating couple of weeks in the language of trust. In my previous post on this topic, I highlighted examples from a variety of politicians as to the language they use and the impact this has on whether we trust them or not. That blog preceded the events of the last two weeks which have included two keynote speeches from Theresa May,
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Recently, I had the surreal experience of appearing on the BBC2 ‘Daily Politics’ show with political analyst, Jo Coburn, grilling me on the topic of trust. This surprising five minutes of fame was triggered by a recent Academy of Executive Coaching (AoEC) survey on the language of trust in politics which revealed the following conclusions:-
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Recently, I was delighted to have the opportunity to interview Richard Pennycook, CEO of the The Co-operative Group, regards his thoughts on the trust crisis in business and how his organisation is stepping up to this challenge. Here are Richard’s fascinating observations:-
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We live in interesting times. Every day executive leadership is in the dock. Scrutinised. Criticised. Vilified. Take the last month as an example: Deutsche Bank shares have fallen over 50% this year and the bank’s CEO recently wrote to all employees desperately trying to shore up confidence in the beleaguered bank.
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Some weeks ago I had the pleasure of listening to Martin Glenn, CEO of the FA, as he championed a ‘women in leadership’ FA programme on which I am coaching with the Institute of Directors. What struck me about Martin was his humility. He was casually dressed, informal and self-deprecating in his assessment of the challenge the FA faces in bringing more women into the football boardroom.
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The first habit of building trustworthy leadership is choosing to deliver. As one CEO I interviewed put it, ‘Trustworthiness is doing what it says on the tin’. One of the behaviours I discuss in ‘The Trusted Executive’ that is critical to developing a reputation for delivery is to make sure you have an effective system for the management and delegation of tasks.
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The road to Rio has been four years of dedication, hard work and suffering for thousands of athletes around the world. In the UK, I have been supporting Team GB coaches from the worlds of rowing, diving and Paralympic target shooting as they have led teams of athletes hoping for gold medal glory in the coming weeks.
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