Strategic KPIs do not move because they appear in a plan. They move when people change what happens at the touchpoint. That is where the customer hears your message, tests your promise and decides whether to continue. If the experience does not build the right trust, the strategy loses force before it reaches the number that matters. So clear a little bandwidth and ask one practical question: “What does my customer need to and would love to trust us for right now?” That quest

When people are under sustained financial and social pressure, trust becomes the deciding factor in how they choose, stay and commit. Not satisfaction. Not sentiment. Trust. In Australia today, confidence in the future is weakening. Only 19% feel optimistic about their future, while 29% feel uncertain. This matters because optimism is more than an emotion. It reflects confidence in a better future. As confidence in broader systems declines, people increasingly look to brands

Price, performance, and reliability are just the ticket to play. So why is it that the biggest players in almost every category are all stuck at the same average trust scores? It comes down to two things: Perception and Perspective. 1. The "Logic" Gap If you aren't more trusted than the field, you don't have a trust advantage. Effectively, you have given your audience no logical reason to trust and choose you over the others. You are a commodity. In many categories, all play

From the Chair of TrustLogic® The years 2004 and 2005 were a watershed for corporate governance and metrics. Within those twenty-four months, the three concepts that define modern growth drivers were born: RepTrak was launched, NPS (Net Promoter Score) went mainstream, and we finalised the development of TrustLogic®. Two decades later, most boards and executive teams are drowning in the data NPS and reputation tools produce yet rarely stop to consider how they work in reality

“Understanding the Six Buckets of Trust® has given us a whole new playing field to build, manage and refresh trust with our customers.” That was the feedback from one of our senior executive clients. We need to move away from the outdated notion that trust is just a serious, warm, cuddly or safe thing — something passive or defensive. It’s equally about creating excitement, belief and momentum. Take the Development Trust Bucket . This is the trust in your ability to succeed

Every leader and executive team says trust is important . It shows up in strategy decks, values statements, presentations, brand work, and transformation programs. It is talked about constantly. But very few organisations actually manage trust as a system . Most still treat trust as a notion or byproduct . If experience improves, trust will improve. If reputation rises, trust will follow. If engagement increases, trust will come with it. Trust becomes something that is expect

But what makes us trustworthy as leaders? That’s a question many wrestle with. They see trust as critical , but few have paused to clearly define what makes them trustworthy. Instead, they talk in vague terms about “personal brand” or being “good at building relationships.” They’re often surprised when we help them break it down — when we uncover and articulate their real trust profile using the six dimensions of TrustLogic®. Take me as an example in the dimension of Relati