Click to access 2016-Edelman-Trust-Barometer-Global-_-Leadership-in-a-Divided-World1.pdf




Since I am in the trust business, I pay attention to the Edelman Trust Barometer when it comes out in February each year. Richard Edelman and his associates have been publishing a compendium of statistics on trust each year for more than 15 years.
Using online surveys, they measure the level of trust in 28 countries and categorize it into four sectors: Business, Government, Non-Government Organizations, and Media. For example, in the Business sector the question they ask is “Do you trust Business to do what is right?” Note: they intentionally leave the specific definition of what is “right” up to the person who is responding.
The sampling is also split between what they call “informed publics” (college educated populations with incomes in the top 25% and who follow the news daily) and they also survey the mass population who are less educated and often do not follow international trends closely.
I usually spend a couple days absorbing the latest information each year and updating my summary charts. It is good to keep abreast of the trends in trust around the world. There is an interesting trend in the worldwide information on trust that is particularly evident in the USA.

Isadore Sharp, Founder And Chairman, Four Seasons Hotels And Resorts
Starting from a modest offshoot of his family’s construction business (“The Four Seasons Motor Hotel,” if you can believe that), founder and chairman Isadore Sharp has built one of the great brands and organizations in the hospitality industry, the privately-held Four Seasons Hotels and Resorts, with 93 highly-rated luxury hotels and resorts under management worldwide.
Most impressive to me is that the Four Seasons organization has been built in alignment with Mr. Sharp’s longstanding commitment to The Golden Rule, to applying this principle of fairness to all of the entities involved in creating their hospitality experience; to quote the Four Seasons corporate framework, “In all our interactions with our guests, customers, business associates and colleagues, we seek to deal with others as we would have them deal with us.” The success of this approach in employee retention –Four Seasons has one of the lowest turnover rates in the industry–and engagement–Four Seasons has been ranked in the “100 Best Places To Work” for 18 years straight–is evident, and Mr. Sharp also credits this philosophy with allowing Four Seasons to provide what he says is the single most important factor in the success of his company: a superior level of customer service.
https://michaelhyatt.com/why-the-best-leaders-are-great-followers.html


Pay attention to what comes out of your mouth. The language you use affects how you experience your world, and how others experience you. Inevitably, things get “lost in translation.”
If you’re familiar with cognitive distortion or cognitive bias, these psychology terms teach us that there are subtle ways that our mind can convince us of something that isn’t really true. These inaccurate thoughts are usually used to reinforce negative thinking or emotions, thus holding us back.
We all do this, both consciously and unconsciously, and how we do it provides pointers to our underlying beliefs about ourselves, our peers, partners and colleagues, and the immediate world around us.
This could spell trouble. Which of these do you do? Check the areas below and be courageous enough to ask a trusted peer for perspective. Is it a problem?
