The realization that technology has truly changed the dynamic of relationships in any tech-friendly area of the world these days. Gone are the days of monogamy and trust. It's just all too easy to cyber cheat, or to have computer, phone and tablet screens hide the dirty work of actual cheat cheating. Where do you draw the line?
The challenge we face is, in the context of this unprecedented shift of multi-generational wealth, the trust industry -- those charged with stewarding this process -- has largely lost the public's confidence. Now more than ever, our aging population needs dedicated independent trust companies that are focused on helping families through difficult points in their lives, but we need to put the trust back in the industry.
As parents and caregivers, how can we best help our children shape their sense of self? Trust. Through trusting them, demonstrating trustworthiness, and instilling a sense of trust. The more we trust our children, and are open to listening to their feelings and experiences, the more they learn to trust their own internal state.
The only constraint when a corporation decides to work on its credibility is the time, and in business, time is cash. People do not realize how long it could be to build a credibility sound enough to help them to get out of a crisis situation or to build a relationship with stakeholders. We often say that it takes years to build credibility and it takes hours to lose, and it is so true.
Since trust plays a big factor in listening to what we're being told, corporations have the responsibility to provide messages that are both accurate and in the best interests of their audiences. Time and time again, however, we see the power of suggestion being used in a misguided and sometimes even destructive way.
The more exceptional the individual, the more vulnerable they are to the green-eyed monster. It would be intellectually dishonest to say that I never gossip myself. I succumb to the temptation too. We all do. Because we are human. But I strive to honour the wisdom I have learned from academia and everyday experience about the devastating effects gossip can have.
Employers are not "hooked" on temporary foreign workers because they provide critical skills on an emergency basis (as the program was intended) but because they work hard (and presumably for cheap). So who's to blame? It's time for management to look in the mirror. For the last 50 years organizations have invested in just about anything except their employees, who are increasingly treated as replaceable widgets. The federal government is also complicit. Why should employers bother to train, motivate and engage their workers when they can simply replace them with foreign "temporary" workers?
For me, as a survivor of childhood sexual abuse in which the perpetrators were male, the issue is further complicated. I've struggled with revealing my thoughts and emotions to other men, and when I do, it's generally camouflaged by using jokes. Women typically build relationships based on social connectivity while men build them based on shared activity or goal orientation.
Trust is a core value and one which requires reciprocity and leadership. As such, it's critical that to gain trust, you must first give trust. If a Board wants to build a high-trust organization, then Board members must first ensure that they interact in a trusting, and trustworthy way with one another.
It is well established that our brains are social. Neuroscience is confirming what we have always known: we are better -- healthier and happier -- when we have friends. So, if you're thinking that you might want to re-connect with some old friends, or cultivate some new friends, here are 15 reasons to get you started.
How does one trust in life again after experiencing two tragic losses? This is a question that I've asked myself since losing my son to stillbirth after a healthy 9-month pregnancy, followed just 18-months later by the death of my husband, a soldier serving in Afghanistan. How could I ever trust in anything again?
How often have you been burned by a business or personal relationship? I'll bet it happens more often than you want to admit. Research says that you do, as our levels of trust have been on the decline since the 1960s. The 2013 Edelman Trust Barometer ranks trust in financial services at 46 per cent, with advisors ranking the lowest in this sector.
Trust at the board level is necessary at three intersection points: board and CEO, board member to board member, and CEO to C-suite. Why does trust matter? Think about the transactional costs of a low-trust relationship. In low trust relationships, suspicion abounds and parties feel compelled to paper every decision and every discussion. What can boards and executives do about this? Here is some advice.