Venue<\/strong>: City Center Budapest<\/p>\n\n\n\n
![\"\"\/](\"https:\/\/www.bcch.com\/images\/BLAKEY.png\")
<\/figure>\n\n\n\nBased on the survey of Edelman Trust Barometer, conducted in 2018 in 28 countries, with the participation of 33.000 people 7 out of 10 people thinks that trust should be the first priority of corporate executives. <\/strong><\/p>\n\n\n\n The John Blakey\u2019s Trusted Executive concept on leadership is unique<\/strong>, because it puts the role of trust in leadership and the methods of sustaining and building trust in the context of today\u2019s typical business world (globalization, transparency, increased expectations of society, especially the Y and Z generation raised on social media) John Blakey is an executive coach who lives in Great Britain. He has wide experience as an executive leader and CEO coach \u2013 not only in the business life, but in competitive sports as well. He supported such well-known organizations like BBC, British Airways, Kellogs, UNICEF, and the list could go on. During his many years of work he designed the Trusted Executive model and methodology, with which we can achieve radical change in the performance of our colleagues and of course of our own. On June 6th, 2018 John Blakey visits Budapest so that our partners can get to know his method.<\/p>\n\n\n\n Honestly:<\/strong> Do we know anyone who has no problem with trust? This simple little word \u201etrust\u201d continuously determines \u2013 many times subconsciously – our actions and decisions as leaders, employees but as private individuals as well. Has it ever happened to us that someone on the street wanted to ask help from us but before helping him we measured him with our eyes and thought through whether we can trust this person, and based on this we made a decision about our action towards him? What happens if we use the same approach with our employees at work, with executives of other companies or with our potential partners? And the same happens vice versa when other people make such decisions about us in these situations.<\/p>\n\n\n\n TRUST plays an outstanding role in the efficiency of an enterprise, especially in areas like:<\/p>\n\n\n\n * Sustaining long-term profitability<\/p>\n\n\n\n * Attracting and retaining talents<\/p>\n\n\n\n * Increasing employee satisfaction<\/p>\n\n\n\n * Sustaining loyalty of customers<\/p>\n\n\n\n Still, experience shows that programs which aim to develop the ability to trust, hardly ever play part in leadership trainings.<\/p>\n\n\n\n \u201eLeadership today is all about two words: It is about truth and trust\u201d John Blakey has developed a complex program with which you can rebuild trust and maintain the so-called \u201etriple bottom line\u201d efficiency. According to the concept of \u201etriple bottom line\u201d the financial efficiency in itself is not enough for the success. The quality of the company\u2019s relationships and the good reputation of the company are just as important for sustaining long term success.<\/p>\n\n\n\n The program\u2019s name is \u201eJourney of Trust\u201d, which is built on the 3 pillars of trust:<\/p>\n\n\n\n 1. Habits of ability 3. Habits of benevolence<\/p>\n\n\n\n Business result:<\/strong><\/p>\n\n\n\n Since 2009 the \u201cTrust Across America\u201d organization has been keeping track of the results of the most trusted companies. At the most trusted companies the Return on Investment index was 81.6 %, as opposed to the 500 largest companies of the US where this index was 46.3% in average during the same period.<\/p>\n\n\n\n Relationship:<\/strong><\/p>\n\n\n\n The Harvard Business Review has published a research titled \u201cThe Neuroscience of Trust\u201d that was done by Paul Zak with the participation of 1905 adults who work in the USA. Results show that in organizations with a high trust level the stress level is 74 % lower, the effectiveness of work is 50% higher, sick leave is 13 % less, and commitment is 76% higher.<\/p>\n\n\n\n![\"\"\/](\"https:\/\/www.bcch.com\/images\/JOHN_BLAKEY.jpg\")
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(Jack Welch)<\/p>\n\n\n\n
2. Habits of integrity<\/p>\n\n\n\n