Trust in Healthcare: Warning Signs For Pharma

http://www.edelman.com/post/warning-signs-for-pharma/

 

The 2016 Edelman TRUST BAROMETER shares disturbing news about a widening gap in trust in all major institutions between the informed public and mass population. While trust is generally rising among more educated, affluent audiences, trust levels have barely moved since the Great Recession in the remaining 85 percent representing the mass population in the 16th year of our survey of more than 33,000 respondents.

The story for the healthcare industry is a cautionary tale and one that bears watching. At a global level, and using general population (informed public plus mass population) findings* with 28 countries surveyed, healthcare is near the bottom with a trust score of 61, just ahead of Telecommunications, Energy and Financial Services. In the U.S. it is tied for second to last with the automotive industry, and is doing just a little better than Financial Services, which although in last place has experienced a remarkable rebound in trust since the financial crisis.

Digging deeper into the industries that collectively represent healthcare and perceptions of the general population, there are warning signs for the pharmaceutical industry in particular. Consider this: while the moves may be small, trust has increased at a global level in four of the five health subsectors – Hospitals/Clinics, Consumer Health, Biotech and even Health Insurers, who were lower ranked among this peer set last year. Only trust in Pharmaceuticals has declined. And in the U.S., trust has increased in only two of the five subsectors, with both Pharmaceuticals and Biotechnology declining by two points and Consumer Health remaining flat.

Put another way, global trust in those on the front lines of delivering care or on the shelf delivering value to consumers is on the rise, while trust in the research-based companies that deliver the innovation through these channels is declining. If these trends continue, we’ll experience a growing trust gap between those who do the innovating and those who deliver on innovation, in addition to the gap already evident between the informed public and mass population. Lesser trust in pharma and biotech companies carries with it broad implications for the ability to attract and keep employees, license to operate in the larger health and business ecosystem, and greater support for regulations that may threaten a license to lead.

Some takeaways for healthcare companies in general:

Gap In Trust

Gap In Trust

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.

Treat Employees Right So They Treat Customers Right

http://www.forbes.com/sites/micahsolomon/2015/08/17/four-seasons-leader-isadore-sharp-treat-employees-right-so-they-treat-customers-right/#4bd846a85017

Isadore Sharp,  Founder And Chairman, Four Seasons Hotels And Resorts (Photographer: Bryan Mills for Four Seasons)

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.

9 Habits of Trustworthy Leaders

9 Habits of Trustworthy Leaders

habits

Habit [hab-it], noun — an acquired behavior pattern regularly followed until it has become almost involuntary

Habits…we all have them, don’t we? Some are good for us and help us live healthier and happier lives. Others aren’t so good and they cause us pain, guilt, and turmoil. Hopefully the good outweigh the bad.

As the definition above illustrates, habits are something that can be learned, and that’s important when it comes to being a trustworthy leader. Most people assume trust “just happens,” but that’s false. Trust is built through the use of very specific behaviors that anyone can learn and master over time. Trustworthiness can, and should, become a habit.

First we make our habits, and then our habits make us.

Why we trust leaders who admit their mistakes

Why we trust leaders who admit their mistakes

Mountain climbing

Anyone in a leadership position knows that mistakes are inevitable.

They can hit at any time and it may not even be a direct result of your actions. But there is one mistake that is worse than the actual mishap.

If you want to dig a deeper hole for yourself then refuse to admit to your mistakes.

You can take the route of blaming someone else for the outcome of your decisions and deny accountability until someone else finds their head on the chopping block. Anyone but you, right?

Or – and this is a big or – maybe you could take responsibility for the blunder and ask for the assistance of your team members to remedy the situation.

So, why is failing to admit to mistakes so harmful to leadership? And what can you gain for owning up to the fault?

Before Trusting Someone You Must Confront These 4 Uncomfortable Truths

Before Trusting Someone You Must Confront These 4 Uncomfortable Truths

uncomfortable2

No one disagrees that trust is an indispensable ingredient of strong, healthy relationships. In the workplace, high levels of trust increase productivity, efficiency, innovation, and profitability. When trust is low or absent, people avoid risk, decisions are questioned, bureaucracy increases, and productivity and profitability diminish.

However, there are some uncomfortable truths about trust we must confront. These difficult areas often hold us back from fully trusting others and enjoying the personal and corporate benefits of high-trust relationships. We often shy away from acknowledging or addressing these truths because they are exactly that – uncomfortable. But confront them we must if we are to grow in our capacity to trust others and be trustworthy ourselves.

Good Vibrations: The CEO’s Practical Guide to Create and Amplify Energy

https://www.bcgperspectives.com/content/articles/leadership-talent-people-organization-good-vibrations-ceos-practical-guide-create-amplify-energy/?utm_source=201607Q2TOP&utm_medium=Email&utm_campaign=otr

Article imageArticle imageArticle image

CEOs who harness energy accelerate value creation, while those who deplete energy or allow it to dissipate struggle to achieve their goals. Managing energy, of course, is not just the CEO’s job. But it is especially important for the CEO to master the skill. CEOs must connect with, influence, and mobilize individuals who are often dispersed by thousands of miles. They must also engender enthusiasm, trust, and confidence among people who, in this age of social media, are often more likely to trust their peers than their leaders. What’s more, CEOs increasingly interact with outside stakeholders, where the first impression is often the only one they get to make. There is little opportunity for a do-over.

So you want to become an interim executive?

So you want to become an interim executive?

interimexecutive

So what is being an interim about anyway?

Click to access understanding-interim-management.pdf