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How do you overcome widespread skepticism and give your stakeholders the confidence they need to commit more of their resources, faster?

NEW: Governance Lifecycle Model (GLM)™ Assessment Tool (see details below)
Is your "governance style" helping or hindering your company's strategic performance?

 At Issue  Solution Benefits Our Services

Dilber on Ethics

Trust Enabled™ governance of an organization enhances its perceived value to sources of funding.

At Issue (Top)
Organizations, whether public, private, for profit or not-for-profit depend on investors or donors for funding, who must attain sufficient confidence in the requesting organization's value proposition prior to entrusting them with their money.

Inappropriate use of such funds has adversely affected the capacity of many organizations to continue to contribute to the economy and society. In some cases, their demise has caused considerable loss, pain and suffering to many stakeholders. Increased regulations (such as Sarbanes-Oxley legislation in the United States) have been a typical societal response, but have too often fallen short of their promise to rebuild sufficient confidence in organizational governance. Other, industry-initiated approaches to building trust have generally been reactive, tactical responses, aimed at suppressing highly visible scandals. However, despite numerous attempts, a comprehensive and unified approach to building and maintaining stakeholder trust continues to be elusive.

Solution (Top)
Trust Enablement™ explicitly and strategically addresses stakeholders' trust requirements and reduces reliance on regulations and other tactical responses to a broader confidence problem by providing comprehensive and balanced communications systems that build and maintain trust between those who provide money and those who use it. Trust Enablement™ also reduces reliance on personal and subjective sources of trust with systems that allow reliance decisions to be based on more objective, systematized criteria.

Benefits (Top)
Trust Enablement™ performance is measured by the ability of an organization to efficiently secure required financial resources. Trust Enabled™ organizations have a broader base of financial support, raise funds faster, and raise larger amounts per transaction.

Our Services (Top)
We help develop corporate Trust Enabling™ governance practices that document and implement board and management decision-making about the scope and nature of trust enhancement programs designed to bridge confidence gaps between the organization and its stakeholders.

NEW: Governance Lifecycle Model (GLM)™ Assessment Tool (see questionnaire)
It measures how effectively a corporate "governance style" supports the company's strategic priorities. The tool is based on research discussed in Alex Todd's recent article "Corporate Governance Best Practices: One size does not fit all". The research identified the corporate governance practices associated with superior strategic performance, namely that corporations with "management-controlled" boards enjoy faster sales growth, corporations with "sovereign boards" exhibit superior profitability, corporations with "management-influenced boards" distribute more cash to shareholders, and corporations with "trusted boards" are rewarded with higher valuations.

Policies, Guidelines and Standards (benefits)
We define Trust Enabling™ Policy, Guideline and Standards recommendations for entire organizations or individual business units.

Process Development
We define processes to achieve specific Trust Enablement™ objectives, in compliance with Trust Enabling™ Policies that both establish required levels of trust and maintain them.

Courseware Development and Awareness Training

We develop custom courseware to train staff about their organization's Trust Enabling™ Policies, Guidelines, Standards and/or Processes. This is usually the first implementation step for an organization.

Sources of Trust

Authoritative Sources

ISS Georgia State University
Corporate Governance and Firm Performance
"ABSTRACT: We create a broad measure of corporate governance, Gov-Score, based on a new dataset provided by Institutional Shareholder Services... We show that good governance, as measured using executive and director compensation, is most highly
associated with good performance."

Fast Company  - A Memo to CEOs
"Business -- and capitalism -- are at a crossroads. Newspaper headlines today suggest a gathering crisis, one of performance, values, and confidence. It's time for CEOs to rally around a new set of
business truths. It's time for an agenda that restores faith in business, trust in business leaders, and hope in the future.
" From "Memo to: CEOs": Robert Simons, Henry Mintzberg, and Kunal Basul.

MITSloan Management Review Find a longer draft of this memo on the Web at

World Economic Forum"A majority of members believe 40% or more of their company’s market capitalization is represented by brand/reputation.... The three types of stakeholders that members are most likely to perceive as having the greatest influence on corporate reputation/integrity are senior management, customers, and employees.", according to the "January 2004 Voice of the Leaders Survey of members of the World Economic Forum". Cached

International Center fror Not-For-Profit LawInternational Center for Not-For-Profit Law

"more attention in the nonprofit sector has turned to self-regulation. Both to avoid future major scandals and to avoid onerous legislation. Self-regulation through improving board governance is on the rise. Yet it is a sysipyan task with many difficulties. Sector-wide codes of conduct, codes of ethics,
standards, principles of good practice
all have garnered attention in the 1990s. Some have drawn media attention, but they have no persistence
." - Robert O. Bothwell on "Trends In Self-Regulation And Transparency Of Nonprofits In The U.S.", for The International Journal of Not-for-Profit Law - Volume 2, Issue 3. Cached

Experiential Sources

Our Experiences:
ISSAlex Todd's article: "Corporate Governance Best Practices: One size does not fit all". The article was published in Institutional Shareholder Services (ISS) Canadian newsletter Corporate Governance Review (CGR). It was also posted in the Members in Action section of the Canadian Association of Management Consultants (CAMC) web site.

McMaster World Congress

Alex Todd recently presented his paper "Trust Enabled™ Corporate Governance" to the Doctoral Consortium at the 2006 McMaster World Congress on Corporate Governance. Click on doctoral or general for presentations.

To see an excerpt from an actual work-in-progress client engagement that recommends Corporate Trust Enabling™ Policies for a Canadian not-for-profit organization, click here.




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