Tag Archives | trust

Video Friday: Bartley J. Madden on Capitalism

Bartley Madden

Guest Post: Bartley J. Madden. After a career in money management and related investment research that included the founding of Callard Madden & Associates, Madden retired as a Managing Director of Credit Suisse/Holt.  During his career he developed the CFROI valuation framework which is used today by money management firms worldwide.  He is currently an independent researcher and a Senior Fellow at the National Center for Policy Analysis (NCPA).  His research focuses on knowledge building and wealth creation as opposite sides of the same coin, and also on the application of systems thinking to public policy.  Continue Reading →

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100 Thought Leaders in Trustworthy Business Behavior

Trust Across AmericaCHESTER, NEW JERSEY, January 14, 2013. Trust Across America, global leaders in information, standards and data, and Who’s Who in trustworthy business has selected 2013’s Top 100 Thought Leaders in Trustworthy Business Behavior. These people collectively represent a group that can genuinely transform the way organizations do business. Consider following us on Twitter.

According to Barbara Kimmel, Executive Director,

The release of this third annual list coincides with the formal launch of Trust Across America’s Campaign for Trust™, a two-year collaborative initiative to reverse the cycle of mistrust in business. Continue Reading →

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Weathering a Crisis: Weil in Silicon Valley

On May 8, 2012, Weil, Gotshal & Manges LLP’s Silicon Valley office hosted a one day symposium on Weathering a Crisis for corporate leaders and general counsel. Panel discussions focused on how to effectively handle a crisis before it becomes public; how to navigate the media while preserving your company’s public image; and how to implement sound strategic plans and compliance programs in order to avoid corporate wrong-doing.

Millstein, Simpson, Whitworth, Gregory

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Review: Trust & Control in HRM

Trust and Human Resource Management, edited by Rosalind Searle and Denise Skinner highlight trust as key to human resource management (HRM) from pre-entry to post-employment. The collection will be of great value to academics in the HR field and to practitioners interested in enhancing trust levels in their organizations.

Trust has long been associated with organizational effectiveness, efficiency and performance that can more easily grow in a climate of high motivation, Continue Reading →

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Investors Fear Their Advisers

A new poll shows that nearly 60% of 4,000 investors who responded to a recent poll said getting scammed is their top fear when dealing with investment advisers. (Why investors fear their advisers – Investment News, 11/11/2010) Is it any wonder?

Daniel Sparks, the former head of Goldman’s mortgage department, freely admitted in Senate testimony that their obligation was to act in their own best interest, not those of their clients. The clients of Goldman Sachs are among the largest and most sophisticated investors. If Goldman doesn’t feel any compunction to act in the best interest of their clients, why should less sophisticated investors feel any safer with advisers occupying lower tiers? (see Capital Offense) Advisers have a lot of work going forward to convince clients to trust them.

Top six reasons why affluent clients dump their advisers (Investment News, 11/10/2010)

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Do Directors Get Adequate Support?

For the past few months, Alex Todd of Trust Enablement Incorporated, has been conducting a survey to determine to what extent corporate directors feel they are receiving sufficient support to perform their duties.  Although he has already compiled interim results, the survey will remain open in order to obtain a sufficiently large sample size for a more granular analysis by corporate structure and director role.  All participants will receive a copy of the summarized findings. I urge all directors to complete the survey, which only takes a few minutes.

As of the end of June 2010, 59 responses had been received, with approximately a 60% to 40% distribution from directors of for-profit vs. not-for-profit companies respectively.  Two thirds of the responses were provided by non-executive directors.  Mr. Todd is urging more response from directors of government agencies, co-operatives, and family businesses, which have been under represented to date.

The survey finds distinct difference in responses of directors serving on boards of for-profit and not-for-profit companies but findings are aggregated until larger numbers allow higher confidence for reporting according to type, size, corporate structure, etc.

Overall,  it appears directors feel their boards could benefit from more director engagement, professional development, and information resources.  At the same time, corporate boards appear to be averse to investing in director development resources, especially new and innovative ones.

In summary, (download survey summary):

  1. Three quarters of boards do not have a director development budget.  For those that do, the average was just over $8,000 per director (ranging from $1,000 to $25,000), only about half of which was actually spent.  What was spent, was used mostly for informal director education, such as seminars and workshops.
  2. Although all or most directors arrive to board meetings fully prepared, about a third reported all or most directors to be only occasionally or rarely prepared.
  3. More than half of directors reported they rarely of occasionally make use of additional resources beyond directors’ briefing binders, despite most occasionally or frequently having unanswered questions while preparing for meetings; most frequently they want to know what else they should consider before taking a position on an issue.
  4. More than 40% of directors report that at least  one or a few directors on their board are insufficiently engaged, and have insufficient knowledge and intellect to perform their duties.  However two thirds report that all or most directors exhibit professionalism in the boardroom, despite almost half reporting that at least one or a few directors do not apply appropriate board procedures nor make use of a sufficient variety of information sources, with more than a quarter reporting the same for all or most directors.
  5. Formal and informal director education top the list of most desired resources to help directors do their job.  There is also interest in having access to support services from internal corporate staff, self-serve online information and research services, live on-demand director Q&A support resources, and access to external subject matter experts.
  6. Impact on board performance, provider credibility, and compliance requirements top the list of board criteria for approving additional director development resources.
  7. Two thirds of directors felt it unlikely that their boards would be willing to BETA test an innovative new services to help directors do their job better.  Half of those would only consider doing so if the service were endorsed by a trusted internal source, such as the board chair or corporate secretary.
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