Edelman Trust Barometer 2016: All My Posts

As a convenient reference point, here are all the posts on the the recently released Edelman Trust Barometer 2016.

  1. Global Trust Inequality Growing; In Tandem With Income Inequality
  2. Influence Levers Shifting To Peers, Employees
  3. General Public Turns To Business For Problem-Solving, Leaders’ Regain Credibility As Spokespersons
  4. Changing Rules Of Engagement To Build Trust
  5. Purpose-Driven Brands Engender More Trust

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Edelman Trust Barometer 2016: Purpose-Driven Brands Engender More Trust

Given the Trust Barometer’s findings that the general public is (re)turning to the business sector to solve “big problems” it might not be surprising to discover that having the right focus matters for both a business and its leaders, for action impacts trust. 45 percent attribute a business’ contribution to the greater good as the reason that their trust in business has grown. Conversely, of those whose trust in business decreased, half cited a business’ failure to contribute to the greater good as the main driver.

PurposeImpactsTrust

I think there is a strong impetus for brands and organisations today to tap deeper into their brand purpose and corporate narrative – and communicate this through their leaders and employees. The Barometer’s findings reinforce this: The public is responding positively to CEOs trying to realize the dual mandate of profit and societal benefit, as CEO trust has risen substantially in the past five years to 48 percent.

At the same time, organisations and leaders need the help of their employees, whose trust levels (52 percent) are on the rise. Respondents are more likely to trust an employee compared to a CEO for information on treatment of employees (48 percent versus 19 percent) and information on business practices and crises (30 percent versus 27 percent).

A strong brand purpose and corporate narrative is also valuable for internal engagement and morale. When business—and more specifically when the CEO—is involved in societal issues, employee advocacy and engagement increases. When a CEO is engaged in addressing societal issues, an employee’s motivation to perform escalates by 22 points. Similarly, an employee’s willingness to stay working for the company climbs by 22 points, and inclination to recommend the company as an employer grows by 25 points.

According to Kathryn Beiser, global practice chair of Edelman’s Corporate practice, “Business can be a big part of the solution because it is apolitical, fast, and tracks its progress. Now is the time to lead from the front with the support of their employees and passionate customers. No longer can business leaders focus on short-term goals. The new model CEOs are taking action by addressing the issues of our time, and taking a personal interest in the success of society. Stakeholders expect business to have a solid and steady focus on financial returns, but also on actions around key issues such as education, healthcare and the environment.”

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Wealth Inequality In America – The power of illustration, storytelling, simplicity

As I write this, the Wealth Inequality in America video has already garnered over 9.8 million views, since it was first published in November 2012.

I was drawn to highlight this video because I thought it was a great example of how to present a smorgasbord of numbers in a compelling, captivating way. Having recently presented on statistical findings, I know there is a huge challenge in conveying data point after data point while trying to avoid “death by PowerPoint”: riddling one’s presentation with bullets or blinding people with slide after slide of charts.

Here, the Wealth Inequality in America excels, kept to three important principles:

  1. Illustration – The main idea was conveyed very powerfully through illustrating just how much inequality existed. When it arranged the depictions of wealth into comparative stacks of cash, one could clearly see just how far apart the wealthiest Americans were compared to the poorest.
  2. Storytelling – Yes, it is entirely possible to convey statistical data through effective storytelling! In the case of this video, this was particularly true when it highlighted the vast difference between what a CEO makes compared to its average employees.
  3. Simplicity – Above all, the video sought very hard to keep things simple. You could see how the video tried to “make sense” of the numbers by illustrating them using terms that people could easily grasp and understand.

 

By using these three principles, they created a video that powerfully conveyed its message. Coupled with a format that was particularly effective to share from – they had a very share-worthy video.

It’s not always easy, but done well, it’s very effective!