Business leaders feel that their organizations areincreasingly under threat today as uncertainty from market andpolitical challenges seem more intense and issues of trust are morepronounced. PricewaterhouseCoopers' recent article, “RedefiningBusiness Success in a Changing World, CEO Survey,” recorded datafrom interviews with 1,409 CEOs in 83 countries. Most CEOs(55%) are concerned about the deficit of trust in business today;only 37% expressed that concern three years ago. Moreover,two-thirds see more threats to their businesses today than they didthree years ago. Yet, 60% see more opportunity. Whether it'sthreats or opportunities, employing the strengths of your valuesand mission in this uncertain environment will build trust.

A high level of trust drives business performance. PwC's studiesindicate that the world's most successful companies are buildingtrust through a commitment to values and purpose. Theseorganizations are significantly more profitable than theircompetitors that lack this focus. Consumers make choices notjust based on services provided, but more often because of overalltrust in the organization.

CEOs know that customers, employees and other stakeholdersincreasingly care about what an organization stands for, and 84%believe that customers value how organizations conduct themselvesin society. Most CEOs (69%) understand that their organizationalpurpose should encompass value for a variety of stakeholders – notjust customers and investors, but also employees, wider society andeven the organization's supply chain. Serving this broadconstituency had always been the case for 45% of the organizations.Evolving societal expectations caused 24% more to revise theirmission over the last three years to reflect a broaderconstituency. Moreover, 64% of the CEOs said corporate socialresponsibility is core to their business, not an add-onprogram.

What do CEOs mean by their purpose or mission?

“Purpose is something you carry in your heart, not something anad agency makes up,” Denise Morrison, CEO of Campbell Soup, U.S.,said.

While an organization's vision captures its aspirations, themission defines an organization's purpose – the reason theorganization exists. It becomes the starting point of everythingthe organization does and should guide decision-making wheneffectively communicated and understood by all levels ofmanagement.

When the organization aligns its strategy around its values andpurpose, commits to them and effectively executes strategy withthem in mind, it positions itself to create the best value forcustomers and investors and also for society. Trust builds. Trustattracts new customers and retains existing ones. People alignedwith the values and mission are attracted to the company, existingemployees choose to stay, partners are more willing to collaborateand investors are more prepared to entrust stewardship of theirfunding.

Unfortunately, policies and practices that advance the economicand social conditions in the community, while also benefitting theorganization, can be difficult to articulate. Long-term strategiesand priorities that build trust may appear counter to the oftenintense focus on short-term performance. Many CEOs (33%) feel aconflict between financial expectations and wider stakeholderexpectations. Even private companies and nonprofit organizations,which may not have to meet quarterly earnings targets, face demandsfrom investors, donors and stakeholders. Contentiouspublicized difficulties can cause organizations to act defensivelyand risk undermining long-term strategic plans. Even so, PwC foundthat CEOs (82%) prioritize long-term over short-term views,understanding the benefit of a continuing investment in trust, evenin difficult times.

There are more channels than ever to learn from stakeholders anddisseminate information to them. Because of changing expectations,CEOs (90%) have made changes over the last three years to theirtechnology and communication strategies – either significant change(50%) or some change (40%). Technology and social mediaincreasingly disseminate information, and active “listening” usingsocial media provides valuable insights on motivations andpriorities of stakeholders, thereby informing strategy. Regardlessof the channel, internal and external communication must be clear,consistent, regular and aligned with values and purpose in order tobuild trust.

Most CEOs believe their customers will increasingly desirerelationships with organizations that address wider stakeholderneeds. Research conducted jointly by the Duke and Harvard BusinessSchools indicates that CEOs taking values-based stands on issuesimportant to customers enhances brand loyalty and trust. A perfectexample is Tim Cook's core values supporting inclusion anddiversity of LGBT nondiscrimination and marriage equality. Mr.Cook's values-based communication increases trust in Apple. When aleader is able to effectively express their core values, thiscommunication not only creates respect, but increases the abilityto build relationships around shared beliefs that remain constantin an increasingly complex and challenging world and businessenvironment.

Stuart Levine is chairman and CEO of Stuart Levine &Associates and EduLeader LLC. He can be reachedat 516-465-0800 or [email protected].