1.
PLANT
YOUR
FLAG
The state of consumer trust, their complicated outlook,
and thinking to help you solidify your consumer relationships.

2.
THE TRUST
ECONOMY

3.
DISTRUST IS NOW THE DEFAULT
Nearly 6 in 10 say their default tendency is to distrust
something until they see evidence it is trustworthy.
Another 64% say it’s now to a point where people are
incapable of having constructive and civil debates
about issues they disagree on.
2022 Edelman Trust Barometer

4.
FAKE NEWS AND SOCIAL MEDIA
None of the major information sources are trusted as a
source of general news and information, with trust in
search engines at 59%, followed by traditional media at
57%, owned media at 43% and social media at only 37%.
2022 Edelman Trust Barometer

5.
CONCERNS OVER FAKE NEWS BEING
USED AS A WEAPON IS NOW AT AN
ALL-TIME HIGH OF 76%.
2022 Edelman Trust Barometer

6.
A FOCUS ON FEAR
Most notably, 85% are worried about job loss and 75%
worry about climate change. Moreover, no developed
countries believe their families and self will be better o
ff
in 5 years time.
2022 Edelman Trust Barometer

7.
BUSINESS BECOMES MOST TRUSTED
At 61%, business is the most trusted institution, ahead
of NGOs at 59%, government at 52% and media at
only 50%.
Seventy-seven percent of respondents, however,
trust “My Employer," making the relationship between
employer and employee incredibly important.
2022 Edelman Trust Barometer

8.
CEO:
TAKE THE LEAD
When considering a job, 60% of employees want their
CEO to speak out on controversial issues they care
about and 80% of the general population want CEOs to
be personally visible when discussing public policy with
external stakeholders or work their company has done
to bene
fi
t society.
2022 Edelman Trust Barometer

9.
BUSINESS:
BE THE CHANGE
While business outscores government by 53 points on
competency and 26 points on ethics, respondents
believe business is not doing enough to address
societal problems, including climate change (52%),
economic inequality (49%), workforce reskilling (46%)
and trustworthy information (42%).
Across every single issue, by a huge margin,
people want more business engagement, not less.
On climate change, 52% say business is not doing
enough, while only 9% say it is overstepping. The role
and expectation for business is clear, and business must
recognize that its societal role is here to stay.
2022 Edelman Trust Barometer

10.
THE TRUST TIPPING POINT
CORPORATE CARPE DIEM
This, right now, is one of those rare moments in time when all the right (and wrong)
forces come together, creating a perfect storm of opportunity. Today, businesses are
more trusted than the government, NGOs, and the media. NGOs have been holding
onto that crown for quite some time. But today, not tomorrow, next week, or next month,
we need our business leaders to step up and restore trust today.
TODAY societal leadership is now a central function of business leadership.
TODAY business leaders must take the lead in breaking a vicious cycle of distrust.

11.
NEARLY
1OUT OF 2
RESPONDENTS
VIEW GOVERNMENT
AND MEDIA AS
DIVISIVE FORCES
IN SOCIETY
BUSINESS IS NOT
DOING ENOUGH
TO ADDRESS OUR
KEY SOCIETAL
PROBLEMS
48% 46%
Government Media
52% 49%
Climate
Change
Economic
Inequality
46%
Workforce
Reskilling
OPPORTUNITY
2022 Edelman Trust Barometer 2022 Edelman Trust Barometer

12.
A COMPLICATED
CONSUMER VIEW

13.
72%
Of consumers say external factors such as in
fl
ation, social movements
and climate change are impacting their lives more than in the past.
The human paradox: Accenture

14.
60%
Of consumers say their priorities keep changing as a
result of everything going on in the world.
The human paradox: Accenture

15.
43%
Of consumers say technology advancements have complicated
their lives just as much as they have simpli
fi
ed things.
The human paradox: Accenture

16.
Customers prioritize themselves
but want to e
ff
ect change for others
Even as up to 66% of consumers say their decision-
making is driven by their own needs, 72% feel they can
personally impact the world and their communities
through behaviors and buying choices.
Customers prioritize values
but not at the expense of value
More than half of consumers say the pandemic
motivated them to adopt a more sustainable lifestyle,
22 but up to 65% say price increases have led them to
select lower-cost brands on recent purchases.
The human paradox: Accenture

17.
They’re taking things into their own hands
but also want companies to hold their hand
Though they are feeling newly empowered to make key
decisions on their own, as many as 67% expect
companies to understand and address their changing
needs during times of disruption
They care about their impact
but don’t know how to act on it
Nearly 70% of consumers are worried about the impact
of climate change on their lives24—but continue to
struggle to make sustainability a top priority over other
needs.
The human paradox: Accenture

18.
PARADOXICAL?
100 PERCENT.
ARE CURRENT CONSUMER VIEWS HIGHLY

19.
HIGHLY NUANCED?
110 PERCENT.
AREN’T CONSUMERS INDIVIDUALS WHO ARE

20.
THAT’S WHY

21.
THIS
MUST
DIE
It can be painless. It can be quick. In fact, the quicker the better.
But make no mistake, dead is what this hackery must become.
(Logo hidden with this random viking hat to protect the innocent)

22.
(Logo hidden with this random viking hat to protect the innocent)
As marketers, we have to stop
making it easier on ourselves by
oversimplifying the highly nuanced
and complex personas of our
individual consumers.
Yes, this will take more work.
Connecting the dots will take more
time. But when you
fi
nd those
connections, they’re going to
resonate like never before.

23.
The human paradox: Accenture
And then there’s this …

24.
The human paradox: Accenture
What matters most to consumers is severely
disconnected from what companies are actually doing:
The human paradox: Accenture

25.
THAT’S
NOT A SUBTLE
DISCONNECT
IT’S A
SYSTEMIC
CULTURAL FAIL

26.
CORPORATE CULTURE
WHAT CULTURE?

27.
CORPORATE CULTURE

28.
CULT OF
PERSONALITY

29.
FAMOUS / INFAMOUS
LARGER THAN LIFE PERSONAS
POWER + CELEBRITY
IMMENSE CULTURAL INFLUENCE

30.
WHETHER FAMOUS OR INFAMOUS
WHOLE LOTTA WHITE DUDES UP THERE
(Just pointing out the obvious)

31.
RISE OF THE
CELEBRITY CEO
The celebrity CEO is by no means an entirely new concept. Henry Ford. John D. Rockefeller. Conrad Hilton.
Lee Iacocca. Jack Welch. They made headlines through their actions, words, and massive personalities.
More recently, the likes of Donald Trump, Ted Turner, and Sir Richard Branson have taken this concept to new heights.
Especially Branson. He truly changed the game by building a brand and then developing products around it. And in
the process, he became synonymous with the Virgin brand. Hence, super celebrity CEO. And then Donald Trump
became President Trump and the game was changed yet again. President Trump also helped showcase why and how
today’s CEO can more easily reach celebrity status: social media.
Yes, we all have access to social media platforms. But we’re not all CEOs of major corporations. In
fl
uence is already a
tool at their disposal. Some of them just
fi
gured out that said in
fl
uence can reach far beyond the walls of their
companies. And social media platforms were the primary vehicle for spreading that in
fl
uence. Well, that and the
Celebrity Apprentice. Nonetheless, as a result, the role of the CEO has been signi
fi
cantly elevated in society. All CEOs
are now expected to have a voice and wield their in
fl
uence beyond the walls of HQ. People don’t just want them to do
so, they expect it. And this new dynamic isn’t changing anytime soon. It’s already the norm. Almost the status quo.
Meaning, if you’re a CEO of a Fortune 500 company, you’re a celebrity. Congratulations.
Now, here’s the caveat: This expectation comes with responsibility and accountability. Consumers Cleary want CEOs
and their companies to help tackle some of today’s most pressing challenges and issues. Global climate change.
Social and economic inequality. Workforce reselling as the entire business landscape continues to evolve. The good
news is … you just have to try. Give it your very best. Succeed or not, you’re making the e
ff
ort. And that’s what people
want to see. Of course, applicable and scalable solutions that lead to positive transformation are the endgame. But,
for now, don’t let that hold you back. You’re a CEO. Overcoming challenges are your bread and butter. So just get out
there and give it a go. Let consumers know what causes you care about, why they matter to you and your company,
and how you’ll be addressing them. Then … ask them to help. Now they’re o
ffi
cially on your team. Trust is established.
New brand advocates are created. Well played.

32.
(Albeit a ridiculously oversimpli
fi
ed summary)
IN SUMMARY

33.
How the company/consumer relationship can feel.
THEM YOU

34.
This is the outdated and malignant version of
corporate culture that must disappear from the
face of the Earth. It’s hard to imagine this notion
still exists. But it most certainly does. The ego
is a powerfully sneaky foe. Keep it in check and
change the dynamic for the better.

35.
How you can and should make it feel.
THEM YOU

36.
A trusting relationship is much easier to
establish when both parties feel like they’re
on a level playing
fi
eld. They each have the
same stake in the relationship. They can see
eye-to-eye. And it’s always easier to trust
someone when you can look them in the eye.

37.
British Consumer
Stop hiding behind focus groups and
marketing hype, and speak to people
with an honest voice.
The human paradox: Accenture

38.
NINE TRUST
GENERATING IDEAS

39.
Some of which will feel like the obvious no-brainers. But that’s the thing with some of the
obvious easy wins, we all know of them, but how often do we actually act upon them?
Other ideas may feel more challenging, somewhat herculean, even controversial. At least
one idea does. Regardless, this is a long game. Yes, get some trust points on the board
in the immediate future. Get as many as you can. But this is trust we’re talking about.
And it’s a highly skeptical crowd we’re trying to win over. Trust, by nature, is a long
game. It has no end. It’s eternal. Because trust can be lost a thousand times faster than
it was earned. Earn trust. Maintain trust. Further trust.
TRUST IS - UNEQUIVOCALLY - THE MOST VALUABLE CURRENCY IN PLAY.
AND THOSE TRUST RATES WON’T BE COMING DOWN ANY TIME SOON.
NINE TRUST
GENERATING IDEAS

40.
The emperor can keep his or her
new clothes. But they should always
wear their customer’s shoes to work.
1

41.
Better yet, forget about any notion
of acting like some entitled emperor.
Remember where that got Caesar?
1

42.
Understand your consumer’s pain points.
Then treat those points like a villain.
A villain who kicks puppies.
2

43.
To be clear, we make
puppy kicking villains go bye-bye
as quickly as humanly possible.
2

44.
If the cause is important to you,
chances are, it’s important to your
consumers.
3

45.
Pour everything you’ve got into it.
Invite your entire organization to be part of
the solution and go above and beyond in
enabling your consumers to become
active participants.
3

46.
If the cause is important to your consumers,
declare all-out war on it.
4

47.
Publicly apply your personal influence
to address and solve the issue.
4

48.
Apply your company’s native technologies,
resources, products, and services
to combat the issue.
4

49.
Make it simple and practical for your
consumers to be part of the solution.
Enable them to feel like heroes.
4

50.
Then make those solutions open source
and scalable so more people can realize
the maximum benefit of your diligent work.
4

51.
Fuck politics.
5

52.
Sadly, the professional politician is no longer in office
to solve actual problems. Their primary objective is
to get reelected.
5

53.
It’s become a pathetic and divisive game.
That’s why they call it playing politics.
But in this game, nobody wins.
5

54.
And neither will you or your company.
Politics are a toxic byproduct of corporate greed
and executive insecurity.
5

55.
Do not indulge them. Do not enable them.
Do not allow them to fester and malign
your corporation.
5

56.
Extinguish any hint of political gamesmanship
swiftly, publicly and with steadfast ferocity.
5

57.
Internal politics will lead to a total erosion of trust within
your organization. And if your own people don’t trust
each other, how can you expect consumers to
trust anything from you?
5

58.
The common phrase: You have to earn my respect.
My preferred version: You have to lose my respect.
6

59.
I try to never start a relationship in neutral territory.
In most cases, it comes across as negative more than
it does neutral.
6

60.
I opt for the positive approach by starting every
new relationship with immediate respect for others.
It’s visceral. People feel that. As a result,
they’re more likely to act in kind.
6

61.
From there, actions mean everything. They always do.
The individual’s actions will determine whether they
lose my respect or earn even more of it.
6

62.
And, for me, the more I respect someone,
the more willing I’ll be to walk through fire
for them.
6

63.
But if I lose respect for you, well, a couple of things can happen.
Perhaps it’s just a blip. Respect can always be redeemed.
But if it’s a constant series of actions leading to a total
deterioration of respect, chances are, we won’t be
working together for long.
6

64.
When it comes to your consumers, you can never have
enough empathy for them. Stemming from that, you will
want to bestow the highest levels of respect upon them.
Even though, you’ll likely, never meet 99% of them.
6

65.
Rainbow your roundtable. As in, reap the benefits
of rich diversity throughout your organization.
Especially at the very top.
7
*Even in ancient mythology - all white dudes at the top.

66.
If you’re sitting in the C-suite, ensure your inner circle,
your gallant knights in singing armor, reflect the diversity
of the world around you.
7
*Even in ancient mythology - all white dudes at the top.

67.
A wealth of diverse backgrounds and life experiences
helps to inform more robust and well-rounded solutions.
Solutions for all of your present and future consumers.
7
*Even in ancient mythology - all white dudes at the top.

68.
Furthermore, when your consumers can see
that your company’s leadership are comprised
of people that they can personally identify with,
you’re one step closer to Trust Town.
7
*Even in ancient mythology - all white dudes at the top.

69.
Pick a fight with the biggest
bully on your block.
8
*Image of Donald Trump used due to his well-documented bullying tactics.

70.
Is there an organization, a company, an executive
or leadership team you know of that plays
some seriously dirty pool?
*Image of Donald Trump used due to his well-documented bullying tactics.
8

71.
Shady sales practices. Consumer misinformation.
Disregard for the environment. Utter neglect for equity
and equality in the workplace. Or they just straight-up
treat their employees like crap.
*Image of Donald Trump used due to his well-documented bullying tactics.
8

72.
Any place or person come to mind?
Yeah? Good. Pick a fight with ‘em.
And do so publicly.
*Image of Donald Trump used due to his well-documented bullying tactics.
8

73.
Here’s why:
- You’ll shine a light on some nefarious behavior
that needs to end.
- You’ll help consumers steer clear of bad companies
and big-time stressors.
- You may wind up getting a ton of resumes
from highly talented individuals.
- People love the person who stands up to the
playground bully.
- You’re not just doing the right thing,
you’re righting a wrong thing.
- That’s putting yourself on the line. That’s why
people love the person who takes on the bully.
*Image of Donald Trump used due to his well-documented bullying tactics.
8

74.
There’s some interesting, yet fundamental, psychology
at work here. People want to get behind organizations
that do the right thing. That feeling intensifies when
you also take on those who do the wrong thing.
*Image of Donald Trump used due to his well-documented bullying tactics.
8

75.
However, I get it. Not everyone likes to pick a fight.
Avoiding conflict is a human instinct. It could be seen
as an unnecessary distraction. Or even … unprofessional.
*Image of Donald Trump used due to his well-documented bullying tactics.
8

76.
*Image of Donald Trump used due to his well-documented bullying tactics.
But I believe it’s an obligation. One to the business
community that’s helped you rise through the ranks.
Another to all the consumers who deserve better
from corporate America.
8

77.
And, this part makes me feel a little dirty, it makes for
some wildfire press coverage. It’s sad, but conflict gets
covered. That’s not taking advantage of the system,
it’s just knowing what the system is.
*Image of Donald Trump used due to his well-documented bullying tactics.
8

78.
Last and most important point here:
This must not be taken lightly. Only go after those who
you know, deep down to your core, are taking part in
malicious behavior. If you can check that box, then
it’s time to start throwing haymakers.
*Image of Donald Trump used due to his well-documented bullying tactics.
8

79.
9
Plant your flag.

80.
This point goes last on the list
not because it’s the least important,
but because it is the foundation from which all
endeavors must stem from and measure up to.
9

81.
This, borrowing from Simon Sinek here, is your why.
My take, however, is different in that I believe you
must start and end with your why. It sets you off in
the right direction at the onset, but it should also
hold you accountable at the end of the day.
9

82.
Understanding your why may indeed feel
like a daunting task. It appears so deceptively
simple. Yet, the simplest, most fundamental
aspects of our existence can often be our
most vexing.
9

83.
In this case, that challenge is magnified because
understanding is merely the first step.
Once understood, it must be etched in stone.
Making it timeless, foundational, permanent.
Then it must be taken to the tallest mountaintop
and proclaimed for all the world to hear.
9

84.
Scary? Maybe. Probably.
There are those rare self-actualized individuals
who instinctively understand their purpose from
day one. My grandfather was one of those rare
individuals. I’ve always marveled at that.
And at him.
9

85.
Nonetheless, scary as it may seem,
I can’t think of anything more important in life.
To understand your purpose. Of course, your
purpose as an individual can project onto
your company’s purpose.
9

86.
My situation? Well, in part, I’m putting this
together to better understand my purpose.
Sometimes, over time, we get a little lost.
It happens. But when it does, we ought to
take the time and put forth the effort
to find our way.
9

87.
There’s nothing wrong with getting lost.
I think it’s necessary. Especially as a creative
professional. If you don’t get lost, how on Earth
will you find a new way? You won’t. You’ll just plod
along the same beaten-down path, spitting out
carbon copies of what’s been done before.
9

88.
The trick lies in ensuring you don’t remain lost.
Stumbling along blindly. Or worse yet, coasting.
Setting the cruise control. Taking your hands
off the wheel and letting life unfold at will.
9

89.
If you wake up in the mornings thinking:
Why am I still doing this? What’s the point?
Does any of this matter? Is this meaningful?
I suggest you hit the brakes and pull off the
life highway.
9

90.
Life isn’t going anywhere. But you’ve only got one.
There are no dress rehearsals. So take the time
it takes to make the one you’ve got feel like
you’re getting the most out of it.
9

91.
And, I think, the best way to do that is by
understanding why you’re here in the first
damn place. Why. Your why. Your purpose.
Your only true north.
9

92.
Know it. Set it in stone. Share it with the world.
And now that your true north is once again restored,
you can go about serving your company and your
consumers with renewed ferocity, meaningful
intent and highly focused effort.
After all, when you know why you’re doing
what you’re doing, you’ll really know why
Consumers can and should trust you.
9

93.
And here’s the super obvious part that
oh-so easily gets overlooked:
When you know why you’re doing what you’re
doing, you’ll really know why consumers can
and should trust you. Now that you know why
you just have to show them how.
Deeds, not words.
9

94.
IN TRUST
WE TRUST

95.
AUTHOR:
Matt Walker is a creative director with more than two decades of agency experience.
His greatest accomplishment is realizing the tremendous power of generating trust.
Also, maintaining a great sense of humor. Oh yeah, and being a dad.
CONTACT:
mattythinks@gmail.com
MattWalker.net
That’s right, dot net. Keeping it old school in cyberspace.