How directors can build public trust

All Above Board: Great Governance for the Government Sector (second edition) by Julie Garland McLellan, is a comprehensive guide focused on corporate governance specifically within government-owned organizations. It covers various aspects of governance and how directors can effectively manage these organizations while balancing public policy, financial objectives, and social responsibilities. Key Themes in the book: - Corporate Governance Definition: Governance in the government sector refers to how organizations are directed and managed, including setting objectives, monitoring risks, and optimizing performance. There's an emphasis on balancing commercial goals with broader public policy objectives. - Differences Between Private and Government Boards: Government-owned entities often have a single shareholder (the government) and their goals go beyond financial returns, focusing on social and policy outcomes. Boards in this sector must navigate political and public interests, requiring a balance between profit motives and community responsibilities. - Director's Roles and Responsibilities: The book emphasizes the importance of understanding legal frameworks and regulations specific to the public sector, along with fiduciary duties. Directors are accountable to their government shareholder and must ensure that their organizations meet public expectations while minimizing risks. - Public Policy and Planning: A significant part of the book explores how government boards align their strategies with public policy goals, manage stakeholder expectations, and handle financial planning in a highly regulated environment. - Risk Management: The risks in the public sector are often higher due to regulatory complexities and public scrutiny. The book provides examples of government-owned organizations that have faced challenges and offers strategies for managing these risks effectively. - Ethics and Transparency: Ethical behavior, transparency, and accountability are critical in maintaining public trust. The book offers guidance on promoting responsible decision-making and fostering a culture of openness on government boards. Case Studies: The book includes practical case studies, such as the management of the New South Wales Grain Board and the challenges of providing services in monopoly situations (e.g., electricity supply), demonstrating how directors can navigate complex governance issues. This guide is tailored for both aspiring and current directors of government-sector boards, helping them to understand the specific challenges of the public sector and offering insights into effective governance practices.

12 Ways to Build Trust When Nobody Believes You Trust isn't won by being perfect. It's won by being real. Here's how smart leaders build it: 1. Never pretend to know everything. Say "we don't know yet" instead of faking certainty. Smart leaders admit gaps in knowledge and share updates as they learn. "We're still learning" builds more trust than "the science is settled." 2. Show your work, not just conclusions. Don't just announce decisions. Share the debate, data, and trade-offs that led there. "Transparency isn't weakness — it's leadership." 3. Drop the corporate robot speak. Nobody trusts a press release. Speak like a human who cares. Say "we messed up" not "inconsistencies were identified." "If lawyers love your message, the public won't." 4. Embrace emotion, don't dismiss it. Validated feelings build bridges. Start with "We hear you" before jumping to facts. "Empathy isn't soft — it's strategic." 5. Own changes before rumors do. Don't hide policy shifts. Explain them fast and loud. Context kills conspiracy theories. "People don't hate changes. They hate being confused." 6. Make risks relatable. "0.000043% chance" means nothing. "100x safer than aspirin" clicks instantly. "Data without context is just noise." 7. Face the public heat. Town halls forge credibility. Let people vent. Answer honestly. "Trust is earned in sunlight, not shadow." 8. Open your books. Share sources, math, and methods. Let people fact-check you. Transparency beats PR every time. "If you're not willing to be audited, you can't be trusted." 9. Admit failures first. Beat the watchdogs to it. Own mistakes before they own you. "People forgive errors. They punish coverups." 10. Bring critics inside. Include opposing views early. Prevention beats damage control. "Diversity isn't politics — it's protection against blindness." 11. Explain the 'no' pile. Show what you rejected and why. Make people part of the process. "Explaining 'why not' matters as much as 'why.'" 12. Teach bullshit detection. Don't just fact-check. Show how to spot lies. Give people your tools. "The best defense against lies is teaching truth." Smart leaders know: Trust is earned through radical honesty. Even when it hurts. Which of these would rebuild your trust? Share your thoughts 👇 ♻️ Repost if this resonated with you!

Transparency isn’t a press release. It isn’t a ribbon cutting or a staged Q&A. It isn’t a reactive email after public pressure or a cherry-picked report designed to calm the noise. Real transparency is something else entirely. It’s built upstream. It begins with how your organization thinks, how it plans, how it prioritizes, and how it protects the public trust when no one is watching. It’s a willingness to be seen before the outcome is polished. It’s not vulnerability for show. It’s structure with nothing to hide. Real transparency isn’t a response to controversy, it’s the absence of fear that one might arise. And that kind of confidence only exists when internal systems are tight. Not perfect, but principled. Not flashy, but functional. Not immune to criticism, but designed to grow from it. Most organizations chase legitimacy through marketing. But legitimacy that must be branded will always be brittle. Real credibility is earned when your actions, your data, your budget, your decisions, and your results all align with what you say you stand for. When your meetings aren’t just recorded, they’re productive. When your metrics aren’t just posted, they’re explained. When your employees aren’t just trained, they’re empowered. When your processes aren’t just compliant, they’re coherent. That’s when transparency becomes transformational. Because when the process is sound, exposure isn’t a threat, it’s a confirmation. And when people can see the how behind your what, trust starts to grow roots. This is where self-correcting government begins. Not in grand gestures, but in systems that reflect, respond, and recalibrate without needing a scandal to trigger reform. It’s how you shift from damage control to direction, from reacting to leading, from the illusion of accountability to the infrastructure of it. #Leadership #PublicService #Transparency #AuthenticLeadership #StrategicLeadership #ThoughtLeadership #ChangeManagement #PerformanceMatters #ProcessImprovement #LeadWithPurpose #Innovation #CityManagement #PublicAdministration #MunicipalLeadership #CityManagerLife #LocalGovernment #GovernmentLeadership #PublicSectorExcellence #ExcellenceInGovernment #GovernmentInnovation #SmartCities #ResilientCities #HighPerformingGovernment #LeadershipInGovernment #ReformStrategy #SelfCorrectingGovernment #TransparentByDesign #SystemsThatWork #BuiltNotSpun #AccountabilityInAction #MissionDrivenLeadership #NoSpinNeeded #TruthThatBuilds #CultureOfIntegrity #OperationalExcellence #BeTheStandard #BaldrigeFramework #BaldrigeInAction #ContinuousImprovement #OrganizationalExcellence #PerformanceExcellence #QualityLeadership #ResultsWithIntegrity #ExcellenceAlways #LeadershipWithBackbone #PublicTrust #FixTheSystem #LeadershipThatLasts #PurposeDrivenLeadership #LeadTheChange #NextGenLeadership #BuildWithPurpose #TruthOverTheater #CommunityFirst #GovReformDoneRight #RealNotReactive #PublicLeadershipMatters

Leaders launching programs without trust are building dream homes on unstable ground. Trust forms the solid foundation that makes all other leadership efforts possible. Without it, every program—no matter how innovative—collapses under pressure. Think of trust as your organization's shock absorber. When market conditions shift, strategies pivot, or difficult decisions arise, trust ensures your team adapts rather than fractures. Without established trust, even your best initiatives quickly lose credibility: • An innovative employee-experience project feels superficial. • Conscious leadership training is dismissed as performative. • New DEI efforts are viewed cynically as compliance exercises. Building trust doesn't require complex theories—just consistent, predictable actions: • Clearly outline what's coming next quarter, and then deliver exactly as promised. • Regularly communicate updates, maintaining transparency even during quiet periods. • Address unavoidable changes openly, providing clear context and sufficient notice. I've seen this approach succeed repeatedly. One executive team facing significant distrust after leadership turnover made three clear promises for Q1. They met each commitment exactly as promised and communicated the results transparently. Within two quarters, their trust metrics improved by 12%. Start simply: Commit to one concrete action your team can count on in the next month—and follow through precisely. Invest first in trust. Every other initiative depends entirely upon it.

When a board or senior leadership team faces a contentious issue, the stakes are high—not just for the outcome, but for the trust and cohesion of the entire community. Consider the recent backlash against major consumer brands like SKIMS and Dove in 2024, where decisions around transparency, inclusivity, and environmental responsibility ignited public outrage and eroded stakeholder trust. These crises weren’t just about the decisions themselves, but about how those decisions were communicated and how dissent was managed. Boards must recognize that disagreement is not only inevitable but essential for robust governance. By openly embracing diverse viewpoints, fostering civil debate, and steering conversations toward problem-solving rather than personal conflict, leaders can transform tension into progress. Effective leadership in these moments requires a deliberate framework: define the problem transparently, encourage open and respectful communication, and focus on shared goals rather than entrenched positions. When trust is shaken, leaders must double down on authenticity—acknowledging concerns, clearly outlining the rationale behind decisions, and actively listening to feedback. Sometimes, bringing in neutral facilitators or mediators can help restore dialogue and rebuild confidence. Ultimately, boards and senior leaders must remember that their legitimacy rests on their ability to unite stakeholders around a common purpose, especially when the path forward is uncertain. Let’s commit to leading with transparency, empathy, and courage—because healthy conflict, handled well, is the foundation of lasting trust and organizational resilience. #Leadership #CorporateGovernance #StakeholderEngagement #CrisisManagement #TrustBuilding

Here are 7 lessons to improve government efficiency. True transformation in any organization begins with one simple but powerful idea: listening. Secondly, is act on it. Rinse and repeat. By harnessing the voice of the people, we can build a more responsive, efficient, and impactful government that is in service for the People. Here are the actions to achieve this: 1. Start with the People Government transformation must begin by understanding the needs, frustrations, and aspirations of the people. By collecting real-time feedback and humanizing data, agencies can design services that meet citizens where they are. 2. Create a Feedback Loop Continuous listening is not just a tool it is a mindset. Establish feedback channels that inform decisions at every level of an organization, ensuring that the voice of the people is central to driving effective, efficient, and resonant services. 3. Leadership Commitment and Accountability Leadership at every level must identify it as a top priority and ensure accountability at every level. Leaders must visibly champion people-centered initiatives, allocate the necessary resources, and create governance structures that embed the voice of the people as the fuel of accountability into their organization. 4. Break Down Silos with Shared Goals Collaboration across agencies based on the needs of the people should be the foundation - and organization must align accordingly. Shared goals, integrated systems, and cross-functional teams will streamline services and improve outcomes and builds public trust. 5. Make Metrics Actionable Metrics like satisfaction scores are important, but they’re not enough. Focus on actionable insights that show how well government services are meeting the needs of the People. 6. Focus on Omni-Channel Excellence Citizen engagement happens everywhere—through digital platforms, contact centers, and in-person interactions. Contact centers are more than just cost centers; they’re value centers where meaningful connections happen. By integrating insights from all channels, agencies can create seamless experiences that reflect the needs of the people and transform service delivery into a competitive advantage. 7. Lead with Trust and Transparency Citizens expect government to act on their feedback. This improves trust. Transparency in decision-making and visible results create a cycle of trust that fuels further engagement. We have clear proof that this is already the case where done well. By listening deeply to those we serve, we can transform government the right way. Creating efficiency not for its own sake, but to better deliver on the promises we make to citizens every day. Transformation is about more than tools and systems; it is about putting people at the center of decision making that will improve efficiency of goverment. #Leadership #Management #Government #CustomerExperience #EmployeeExperience #OmniChannel #Transformation #CivicTech #Technology

I recently became a member of The Institute of Directors (IoD) in the UK. The oldest directors institute in the world, the IoD was formed in 1903, and remains the authority of entrepreneurialism, professionalism in business and good governance in the UK and beyond. 𝘞𝘩𝘺 𝘥𝘪𝘥 𝘐 𝘫𝘰𝘪𝘯 𝘵𝘩𝘦 𝘐𝘰𝘋? I wanted to broaden my network and directorship learning to the UK - where it all began. *** ⭐️𝗧𝗵𝗲 𝗜𝗼𝗗 𝗖𝗼𝗱𝗲 𝗼𝗳 𝗖𝗼𝗻𝗱𝘂𝗰𝘁⭐️ I was also proud to sign on the IoD's Code of Conduct. The Code was recently launched in 2024 as a yardstick for directorship values and behaviours, to help directors make better decisions. These are its 6 Key Principles: 𝟭. 𝗟𝗲𝗮𝗱𝗶𝗻𝗴 𝗯𝘆 𝗲𝘅𝗮𝗺𝗽𝗹𝗲: ✅ Demonstrating exemplary standards of behaviour in personal conduct and decision-making. 𝟮. 𝗜𝗻𝘁𝗲𝗴𝗿𝗶𝘁𝘆:  ✅ Acting with honesty, adhering to strong ethical values, and doing the right thing. 𝟯. 𝗧𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝗰𝘆:  ✅ Communicating, acting and making decisions openly, honestly and clearly. 𝟰. 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆:  ✅ Taking personal responsibility for actions and their consequences. 𝟱. 𝗙𝗮𝗶𝗿𝗻𝗲𝘀𝘀:  ✅ Treating people equitably, without discrimination or bias. 𝟲. 𝗥𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗹𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀: ✅ Integrating ethical and sustainable practices into business decisions, taking into account societal and environmental impacts. In abiding by the Code, directors will gain positive outcomes for themselves and their organisations of: ⭐️ 𝗥𝗲𝘀𝗽𝗲𝗰𝘁, 𝗥𝗲𝗽𝘂𝘁𝗮𝘁𝗶𝗼𝗻, 𝗖𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝗰𝗲, 𝗧𝗿𝘂𝘀𝘁, 𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽, 𝗟𝗲𝗴𝗶𝘁𝗶𝗺𝗮𝗰𝘆 𝗮𝗻𝗱 𝗥𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 ⭐️ *** It seems obvious written down. But I’d be the first to admit that committing to it and sticking to it will not be easy as directorship is increasingly challenging. #Directorship involves more than simply complying with the law or applying specialist knowledge and expertise. We are expected to define and embed good values and apply high ethical standards. We must apply judgement to complex situations in which competing interests, rights and interests of various stakeholders, must be prioritised and balanced. Often, finding the right way forward is not straightforward. Committing to the IoD Code of Conduct will be good learning and reminder for me 👍. #corporategovernance #board Dr. Roger Barker

Trust is a cornerstone of any successful organization. When there is strong trust, it enables innovation, collaboration, and progress across all levels. Harvard Business School professor Frances Frei highlights this in her TED Talk on building trust, where she explains how trust can propel human and organizational development. Three essential elements for building trust are outlined: 1. Empathy: True empathy requires active listening and full presence when others share their perspectives. Genuine empathy fosters understanding and strengthens bonds within a team. 2. Logic: For others to trust your decisions, your reasoning must be transparent. Present key points first, then back them up with supporting evidence to build credibility and ensure clear communication. 3. Authenticity: Encouraging team members to bring their authentic selves to work can be difficult, especially in environments that prioritize conformity. Leaders must foster an inclusive, safe space where authenticity is celebrated, and people feel valued for who they are. While these pillars are vital, I believe there's another indispensable element: Integrity. As General Counsel, integrity is the foundation of our work. Upholding the rule of law and acting with transparency and honesty are essential in building a culture of trust. "Do the right thing, always" isn't just something we say at Baker Hughes, it's a commitment to ensuring that every action reflects our values. Integrity is more than honesty; it's about care, respect, and good faith. Every team member, client, and stakeholder should trust that decisions are made in their best interest, without personal agendas. In law and business alike, integrity guides behavior. It reinforces trust and helps establish an organizational culture that is honest, resilient, and ethical. To watch the full Ted Talk video follow this link: https://lnkd.in/efgqJvrR #Trust #Leadership #Ethics #Integrity #GeneralCounsel #WeAreBakerHughes