OCTOBER 2, 2012




  8:00 - 9:00 AM
      Registration and Continental Breakfast
      12th Floor
  9:00 AM
      Welcome       12th Floor
      Joseph McShane, S.J.
President, Fordham University

  9:10 AM
      Overview of the Day: Problems and Solutions to the Loss of Trust       12th Floor
      Dr. Robert Hurley
Professor, Fordham University

  9:30 - 10:35 AM
      Industry Panel: The Trustworthy Organization: An Experienced View from Business  Leaders
      12th Floor

This panel will address:
1. How their organization approaches being trustworthy with various stakeholders       
    (employees, customers, suppliers, investors, communities)
2. The major challenges to earning and sustaining trust
3. What has worked to enhance trustworthiness.

David Stryker
SVP, General Counsel, Chief Compliance Officer, Secretary, BASF

David Guilmette

President, Global Employer Segment, Cigna
Ruby Sharma

Partner, Ernst & Young, LLP
Gary Sheffer

Vice President, General Electric

Ed Freeman

Academic Director, The Business Roundtable Institute for Corporate Ethics Professor
at Darden School of Bu

  10:35 - 11:15 AM
      AM Networking Break
      12th Floor
  11:15 AM - 12:30 PM
      Trust Thought Leaders from Academe - What the C-Suite Needs to Know from Trust Research
      12th Floor

Roy Lewicki
The Ohio State University - What we know about the trustworthy leader
Nicole Gillespie
Queensland Business School - Trust violations and effective trust repair 
Rosalind Searle
Coventry Business School - Human Resources and the high trust organization
Sim Sitkin
Fuqua School of Business Duke University - Control and Trust

Warner Burke
Thorndike Professor at Columbia University Teachers College

  12:30 - 1:40 PM
      Luncheon Speakers
      12th Floor

Donna Rapaccioli, Ph.D.
Dean, The Gabelli School of Business at Fordham University

Richard Edelman
CEO, Edelman PR

  1:40 - 2:00 PM
      PM Networking Break
      12th Floor
  2:00 - 3:15 PM
      Expert lead and facilitated breakout sessions (choose one):
          1. Trustworthy Leaders: What’s Required for the Next Generation
esearch shows that trust in leadership is a top driver of sustainable employee engagement. Research also sheds light on the specific behaviors an organization can encourage and help develop in its leaders to enhance their trustworthiness and its overall performance. Through a focus on leadership development, organizations can identify and prepare their next generations of leaders, creating the desired balance between strategic and operational capabilities and the increasingly important interpersonal and communication skills required to engender high levels of trust among all stakeholders. Join this session to learn more about how organizations are evolving their leadership development practices and processes to succeed in today’s rapidly changing and highly volatile global business environment.

Roy Lewicki
Professor, The Ohio State University
ack Beach
Manager, Leadership Research and Executive Programs, IBM

Amy Lyman

Co-founder, The Great Place to Work Institute

Maggie FitzPatrick
Chief Communications Officer, Cigna


Yvonne Cox

Managing Director, Towers Watson

          2. Effective Trust Repair
      12th Floor
No company is perfect and so even good companies may violate trust. When there is a major trust violation, it can go viral and threaten the reputation and even the survival of the firm. Arthur Andersen, once a well respected accounting firm ceased to operate shortly after the Enron scandal erupted. Johnson and Johnson, Texaco, and Mattel won wide praise for how they handled trust crises whereas News Corp and others seemed to extend their reputational damage. The best companies repair trust in a trustworthy manner and can even come out with higher levels of trust due to the candor, transparency and rigor with which they go about correcting the root cause of the trust violation.  Join this session to learn how the best companies turn a trust violation into an opportunity to earn more trust.

Peter Firestein

President, Global Strategic Communications, Inc.
Nicole Gillespie

Professor, University of Queensland
Jim Peterson

Columnist, International Herald Tribune and former Partner and Counsel, Arthur Andersen

Charles H. Green

CEO, Trusted Advisor Associates

          3. Measuring Organizational Trust and Trustworthiness
      Room 610
here is an expression in management – “we treasure what we measure.” This suggests that things that are valued and measured in the organization will get the most attention. If we are to build trustworthy organizations we have to have a method to gauge the level of trust we have with critical stakeholders: investors, customers, employees, suppliers, and communities.  But how do we prioritize, which stakeholder relationships do we measure, what precise measures are most critical, and how do we integrate this feedback into the organization. Join this session if you want to understand how to measure trust from a multi-stakeholder perspective to build trustworthy organizations.

ichael Pirson
Fordham University
Jacki Bassani
Senior Consultant, Towers Watson
James Issokson
Corporate and Public Affairs, MasterCard Worldwide

nthony Johndrow
Managing Partner, Reputation Institute North America

          4. Human Resources and Learning and Development in Trustworthy Organizations
      Room 614
R and employee development programs affect how people think about their roles, the behavior they consider appropriate and what behavior they think will lead to recognition, reward or punishment. This makes HR and Learning and Development key players in architecting the trustworthy organization.  High trust companies invest in effective on boarding programs, fair pay and evaluation processes, methods to embed firm culture in employees, selection for value congruence and ethical character and ongoing learning and development in effective and trustworthy leadership. Join this session if you want to learn how the best companies use HR and Learning and Development to make their organizations more trustworthy.

Robert Calamai
HR Consultant, Adjunct Professor
Steve Bartomioli
Right Management, formerly with IBM Corporation Executive Development
Janice L. Semper
General Electric Crotonville, Jack F. Welch Leadership Development Center
Rosalind Searle
Professor, Coventry Business School

Thomas A. Wright
Professor, Fordham University

          5. The Regulation of Distrust and Building High Trust Firms        President’s Dining Room
Some policy makers want more regulation to protect, people and companies. Others want less regulation because they believe it will help job creation. Who is right? How do we protect people and industries but still create an environment for innovation? Regulation, if done well, can reduce the frequency and severity of trust violations. If not done well regulation gives the appearance of trustworthiness, reduces our vigilance, adds cost and can even increase distrust in systems. But what kind of regulation is needed, how should regulations be enforced and do we need stronger penalties to make systems that people and companies rely upon more worthy of trust? Our track record of using regulation to enhance trust seems less than stellar. Join this session of you want to learn how regulation can be part of the answer to restoring trust.

Katherine Choo
Chief Investigative & Anti-Corruption Counsel, GE
Sim Sitkin
Duke University
Mark Mendelsohn
Chair, FCPA Group, Partner Paul Weiss member of Regulatory Defense and Internal Investigation Group
David Stryker
SVP, General Counsel, Chief Compliance Officer, Secretary, BASF

Ruby Sharma
Partner, Ernst & Young, LLP


6. Moving from Compliance to Deep Embedding of Ethical Cultures

      12th Floor
True trustworthiness can never be achieved by having armies of ethics and compliance people who catch and correct wrong-doing internally. Self regulation and doing the right thing must be embedded in the culture of the firm. But how do we create an ethical culture? How do the best companies combine a drive for performance with a deep internalization that taking short cuts that violate trust, and hurt the company’s reputation, are never acceptable? How can we take what we know about organizational change and use it to engineer high trust, ethical cultures? Join this session if you want to understand how high trust firms deeply embed trustworthiness, ethics and behavior that is consistent with firm values and codes of conduct into the DNA of their organizations.

Michael Greenberg
Director, Center for Corporate Ethics and Governance, Rand Institute
Warner Burke
Thorndike Professor, Columbia University Teachers College
Aneil K. Mishra
Managing Partner, Total Trust Coaching and Consulting

Brian Moriarty
Business Roundtable Institute for Corporate Ethics and University of Virginia


7. A Multi-stakeholder Communications Approach to Building Trust

      South Lounge
The changing communication landscape with the rise of social media platforms, the absence of a single authoritative channel and global interconnectivity has transformed the way information circulates and opinions are formed. In today’s complex environment, media are interconnected and people are used to consuming multiple pieces of information from multiple sources to make their decisions and trust an organization or product. To earn customers’ and stakeholders’ trust, organizations must adapt their behavior, strategy and communications. Through targeted levels of engagement and transparency, organizations have an opportunity to increase trust within their core audience and reinforce their license to operate. Join this session if you want to look at discussing how organizations must constantly adjust their engagement strategies to respond to rapidly changing stakeholders’ needs and perceptions, ultimately building long term trust relationships with stakeholders and influencers.

Jon Richter
Senior Director, Corporate Reputation, Pfizer

David Albritton
CCO, Exelis Inc.
Kate Triggs
CCO, MetLife
Niel Golightly
VP External Affairs, Shell Oil

Ben Boyd
Chair, Corporate Practice, Edelman PR

  3:15 - 3:45 PM
      Networking Break
      12th Floor
  3:45 - 4:45 PM       Debrief Breakout Sessions
      12th Floor
      The Critical Path to Restoring Trust in Business

The facilitators of breakouts report out on insights from the day on challenges and
opportunities for building trustworthy organizations.

  4:45 - 5:15 PM
      Closing speaker        12th Floor
      Kathryn S. Wylde
President & CEO, Partnership for New York City

  5:15 - 5:30 PM
      Call to Action – Next Steps
      12th Floor
      David Gautschi, Ph.D.
Dean, Fordham University Graduate School of Business Administration

  5:30 - 6:30 PM
      Networking Cocktail Reception
      12th Floor

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Consortium for Trustworthy Organizations 2013  |  33 West 60th Street 4th Floor  |  New York, NY 10023
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