And welcome back to news on joining us once again our bipartisan panel Robin Byro and Melissa Armo. Thank you both for sticking around so we mentioned earlier in the show the vice president Kamala Harris set to deliver live press briefing just minutes from now and Guatemala this will be her first foreign trip as vice president and as immigration czar so the purpose of it is to figure out we see according to the administration have a stem the flow of migrants that arriving in the US from Guatemala and other Central American countries again we're gonna be bringing that to you live but first I want to start with you it's been months as you know we've talked about it before in this program since the vice president was appointed by the president to serve as border czar immigration czar yet she has never stepped foot at the border but we're gonna be seeing her here why go about it this way because it almost to some people gives the impression that she doesn't want to be confronted at the border that this is a kind of a way around it do you take it as that I mean this this administration not okay there you go yeah let me go I do take it as that and let me tell you why because as when she was a presidential candidate so many of her positions are now contrary to the positions that she's having to take as vice president in the Biden administration the Biden Harris administration because she's having to support president Biden's agenda which is different his immigration position was far different than hers was as a candidate as a presidential candidate at the time so it's it's she's having to do an about face I really would not want to walk in her shoes right now this is going to be difficult look the Biden administration just announced that they're resuming construction on the border wall could you imagine what it must be like for vice president Harris to have to stomach that that's a difficult pill to swallow but I'm glad that the administration is doing it it's what needs to be done yeah and we talked about that before and you know yet you still don't hear much about it remember when we brought it up on the program I said I can't imagine this going over too well with some of the more progressives in the Democratic Party but Melissa I do want to get your reaction to this because back in 2019 then President Trump cut federal aid to countries like Guatemala because he said those countries weren't doing enough to help curb illegal immigration and he was pointing to some of these large caravans we've also heard a number of reports that money hasn't and hasn't been able to solve the issue there because there's so much corruption going on in these countries that it's not actually getting to the people that need it but rather to these gangs so what does the vice president do here to make things different because it doesn't seem like just pouring three hundred and ten million dollars over there is going to solve the issue I think they're throwing money in a problem and it's not going to solve it and I think this talk today and we're going there today is really just for show again there's so much corruption what is giving money to that country going to do how is that going to resolve the problem are they going to build a wall are they going to put police forces people there are they going to arrest some of the people in the cartels no no they're not so why where is the money going why are we spending money when we're already being overtaxed or talking about increasing our taxes or federal taxes here why are we continually spending and spending and giving money to other countries one it's not going to solve the problem and two we're overspending to begin with so I think the bigger problem is like five years to live in Arizona years ago and there are people she didn't even know this during the one debate but she made fun of it and said our I think there was a Twitter about coyotes a coyote is a real thing it's a person that takes people okay and ransoms them and takes them across the border into the United States and charges money for them for the trip then they get to the United States and they call back to the families and they ask for more money if they don't give it they kill the people there are dead bodies found constantly in the desert in Arizona when people are ransomed and they don't pay up this is a business spending money to this country isn't going to solve it same thing with Mexico the fact that she is so unaware of what's going on that she even know what a coyote was again I don't remember if that was during the debate or one of her tweet but the fact that she even know that means that she should absolutely not be in charge of this problem well nonetheless she is and we are going to hear from her minutes from now so Robin you know as I mentioned the president former president very strict saying you know no we're not going to give you money anymore if you're going to just continue the whole idea was we're going to give you money so people stay there not so they continue to come to the border and cross over and do what they've been doing so what should she be doing what do we need to hear from her today to to ensure that our federal tax dollars are not being wasted again we're talking millions of dollars oh yeah it's a humongous vast sum of money and I agree Melissa that this is not the money is not going to solve the problem we really need Republicans and Democrats to work together on this this is an issue that affects all Americans this should be they should receive bipartisan support I'm like I said I'm glad to see the Biden administration taking the admit excuse me immigration crisis seriously and addressing it they're trying to do something but if nothing's going to happen if we can't get a new Republican support so my friends across the aisle who have been so up in arms about immigration for all these many years we need your help right now continued on this issue we've got to work together to get something done okay so Robin let me just sort out there we were talking to Dr. Tom Barelli we mentioned the administration you know going back to reconstructing the wall that it said it wasn't going to do what about this whole idea because there have been a number a myriad of Republicans that have said stay in Mexico Mexico policy weren't would this administration consider this actually I think that they would and I'll be anxious to see what ends up happening because I called these right on immigration I predicted what he was going to do because what he came from the Obama administration and Obama more miles of border wall then president Trump did as president and that's honestly the fault of the Democrats because we got in the way of him constructing more I'll admit that but look Obama wasn't was coined the deporter-in-chief at the time so I've talked about that yeah so it's this ingenuous at best but we've really got to tackle this problem it is a problem we as Democrats have got to admit that it's a problem I'm glad to see administration doing it but we need more Democrats than just the top of the administration to say this is a problem it needs bipartisan support all right for viewers that are watching at home you've heard what our panel has to say about this topic again we're going to bring that conference to you live but I'm curious to know what you think I mean what do you what do you think should you know they're talking about they're going there to explore the root cause what do you think the root causes and how can the US play a role in that or should we play a role in that should I ask you can always find me at real moranda con hashtag share your voice love to hear your thoughts all right moving on real quickly in the couple minutes that we have remaining Donald Trump the former president recently speaking at North Carolina at the Republican vension there this happened over the weekend we had live coverage here on real america's voice but calling out mark zuckerberg for the CEO's 350 million dollar donation to local election offices in 2020 here's a recording of that zuckerberg broke the law spending millions of dollars don't you think he broke the law millions of dollars to get out the vote efforts in highly democrat areas melissa did he break the law I mean you have people in Hollywood billionaires putting money towards campaign ads all the time elected officials is this any different I don't know if mark zuckerberg broke the law because I'm not in the company so I don't want to say but I know there were laws broken during the 2020 election specifically states allowed changes to some of the voting ways that people were allowed to vote particularly for example in pennsylvania and they didn't go through the proper process for that now whether or not zuckerberg had given that money to these local places or not would that have changed the outcome of the election that I cannot say and I do not know but I do know one thing if republicans and democrats in every single state before the next general election in 2022 and most importantly before 2024 you not tighten up these loading of voting laws and regulations then we're gonna have another fiasco and that fiasco could be next year and by fiasco I mean that half the country is upset about the election and thinks that it wasn't legitimate and half the it does that is a problem I don't care what the outcome is you can't you have to have a united melissa I'm gonna have to leave it there because I do want to get Robin the and I'm sorry Robin I only have about 15 seconds to respond but real quickly did he break the law and do you agree with what Melissa had to say I don't think he broke the law it depends on how the money was donated but thanks to Citizens United you can donate basically an unlimited amount through super PACs so if he did it that way he didn't break the law I don't like it I hate super PACs even though I advise one but yeah and I apologize that we are short on time but I don't want to cut you guys out but I have to go to a commercial break so Robin I'm sorry to make that short but please come back again and Melissa thank you we'll be right back


All right, I see some more arrivals. So we will go ahead and start our session. Thank you so much for joining me for today's session on building a trusted brand. We'll talk about the data behind trust and how to build trust in practice. Whether you're a startup, which I know many organizations joining SoCAP this week are in startup mode. The organization I'm with is also a startup. So I think we speak the same language there. However, you could also be from a long-standing organization or nonprofit venture. But regardless of the type of organization you're in, what I want you to walk away with today is an understanding of where trust comes from, why investing in trust is a good idea and actually an imperative for your organization as we move forward and how you can get started on building trustful relationships that will lead your brand to success. Just a little bit of information about myself. My name is Pam Fitzpatrick. I am the head of the ESG Center of Excellence at OneTrust. We are a tech startup. Software is a service based in Atlanta. I'll talk a little more about that at the end of the session. But about myself, I have spent about 20 years in different sustainable development roles. I spent the early part of my career in community development and regional economic development in Pittsburgh, which is my hometown. In the past eight to 10 years, I have been working in the corporate side. So at Gartner, I was an analyst in the supply chain research group where I developed and built out our practice for sustainability and circular economy research and advisory services for corporations. Then I went to work at Macy's as the first vice president of sustainability there where I oversaw responsible sourcing and ESG disclosure and sustainable products. And then here at OneTrust, I am working as part of a center of excellence, a group of centers of excellence in our trust center led by our Chief Trust Officer. Thinking about how we can implement trust and build an ESG strategy for OneTrust internally but also help our customers and the industry along the way and kind of redefining what trust means and how we can go about our ESG integration journeys together. Despite all of this experience, which I know sounds very vast and impressive, I can tell you personally speaking, I have spent more time thinking about trust in the past six months. And that is because I met this little creature named Sally. Sally was a cat who showed up on a property. We moved here about six months as of last week. We bought this house six months ago and on our second day, we saw this girl walking across our property with something in her mouth, which we soon realized was a kitten and we saw her carrying a couple more of them across our property. And I've been a cat person my whole life but I've never taken in a stray or interacted with a stray. And I just couldn't let this girl be out there with her kittens on her own. So I started kind of introducing her or introducing myself with some tuna and some milk, kind of bringing out the good stuff. And from there on out, it really became a study for me and what does it take to build trust? Where does trust come from? How do I make it happen with a cat, with a being with which I can't really have any verbal communication? And I'll tell you, it took it just a lot of thoughtfulness and real understanding of what it means when I put the food in one place versus another and how she responds to that. I didn't touch her for weeks. I let her initiate kind of contact with me. And eventually she led me to the tree where she was keeping her three kittens. And now I'm happy to say that all four of them are part of our family. So it was interesting as I came to this role at One Trust this summer, the trust had been something that was on my mind and the definition that I started operating with in context with Sally and her kittens is when I think we can actually use in our own business context too, is this trust is doing what you'll say you'll do when you say you do it and doing it consistently, sort of unfailing in your ability to continue to show up and follow through on the things that you say that you're going to do. It's only when you have that consistent demonstration of following through that you build that trust that really serves as the basis of a strong and loyal relationship. I think we spend a lot of time talking right now, I think particularly the business community about the importance of purpose and purpose is important, but I'm going to make the argument today that trust is even more important and that purpose without trust will actually create some problems for you. So I'd encourage you to think about whether you're a startup or a long-standing organization, what are the things that we can do to start advancing, really focusing our organization on not just purpose, the why are we here, but trust? How is it that we're going to show up? What are we going to do and how are we going to do that consistently? And that's what I'd like us to talk about today. So what does trust mean? Well, a few years ago, I was thinking about trust in teams in my workplace and I listened to a podcast with Adam Grant. Many of you may listen to him and he talked about the difference between inherent trust and earned trust. And inherent trust is the trust we kind of show up with, we're all members of the same team. So we work with this common assumption and some social lubrication that just helps us get the basics done together. We all show up to the same meetings. We tend to follow through on the kinds of things we say we're going to do for one another. We work with this common understanding that we're all there to accomplish the same goal. But what really takes us to the next level of performance and the next level of benefits is earned trust. And earned trust is the trust that we have to earn. It's the trust that we get credit for only when we say what we're going to do. We follow through on that and we do that consistently. The challenge is when you're running an organization, there's one thing to build that relationship with a cap or a team member. But when you're thinking about what trust means and how you cultivate it for your entire organization, it means that showing up and doing what you say you're going to do across many different fronts. It shows up in your reliability, your vendor relationships, how you manage ethics, your community impact, your employment policies.  So how do we go about getting there? It sounds simple in theory. As you can see when you're trying to manage it across all of these places, it's harder in practice. But the imperative for doing so is that we know and we've certainly seen and continue to see many examples of where brands are either built by trust or broken by trust. Organizations that are either new or have been around forever can be, that trust can be shattered within a tweet, really. So how do we go about making this happen? And why is it so important now? I think one of the things that we're very cognizant of here and we're talking a lot with our customers about is that it's trust that is really driving the next decade of growth and differentiation. So if we look back over the past couple of decades of how organizations have run, how businesses have prospered in the 2000s, competition was really based on the price and the quality of your product. Are you able to deliver high or decent quality product at an optimal price? And that kind of led to lots of operational decisions on how we focus on resource efficiency, how we make things as economical as possible, which has consequences both inside and outside our business. But those were really how you competed, price and quality. 2010s, we saw some different things emerge. And that is the layering on of experience and engagement. A lot of this was due to the rise of social media. We had new ways of interacting with our customers and experience and engagement became key differentiators in the market. All great innovations, there were some unintended consequences that came with that rise of social media. And a lot of that related to disinformation and mistrust. And for that reason, we really think going forward in the next decade, what's going to be the differentiators of your organization are your ability to deliver transparency to your customers and other stakeholders and leverage that transparency as a platform for building trust. That's what's going to set you apart and the organizations that get that right, that choose that as their North Star and stick to it, they are the ones that are going to be built to last. Stakeholders wanna know not just what you offer, not just what is your product or service or what you stand for or the mission that you have in the world, right? But how are you going about getting it done? How do you run your business? And do you run it that way consistently or do you kind of come out with some messaging and then kind of go in a different direction when needs and circumstances would cause you to kind of stray from your path? That's what's going to make a difference. We can see signs that this is already happening but I think what's helpful for you to understand is like what becomes possible when trust is strong? We see four kind of key levers that organizations can tap into when they've invested in trust, what are the benefits that they gain from that? What are the sort of areas in which you build your business case for creating trust? First is competitive differentiation. As I just explained on the last screen, you are looking for ways to differentiate your brand by consistently demonstrating trust and transparency. Second is attracting investors or donors. The expectations have changed. Organizations, funders are looking at your long-term play in your long-term value. Being able to show that you have a commitment to sustaining trust with your key stakeholders as part of your value proposition is going to have strong appeal. Third is simplifying compliance. I was just talking to someone yesterday who was saying when she was in a manufacturing firm and there was an occasion in which the plant that she was working with or within kind of missed a deadline on a key permit. And they had good track record and compliance with the laws related to this permit, but they just somehow completely missed the deadline. Something fell through the cracks. So what did they do? They went to the regulator and they confessed, hey, we made a mistake. We missed our repermitting deadline. Pardon me. But here's the reason why we would like to work with you. We've had a great track record in the past. We've had no non-compliance issues. We have followed through on everything when there has been an issue. You know we've been able to work with us. And because of that relationship of trust and that strong track record that they built, they were able to work with the local regulators and get an extension on that permit. So there are benefits when it comes to compliance. If you prove in yourself to be a trustworthy organization, chances are that regulator is going to look upon you favorably and be willing to negotiate with you or work with you or collaborate with you because you have already demonstrated your ability to work as a trusted citizen. And then finally, improving company culture. This is the ticket to a training or attracting and retaining top talent. You wanna look for that alignment with values, purpose, accountability. Trust is, if you put trust at the center, you'll see that it reframes all of your employee conversations. And we'll talk more about these in depth. But there are signs already that this kind of thinking is beginning to pay off for organizations and that trust can fundamentally change your commercial outcomes. So Boston Consulting Group released a study earlier this year kind of showing what happened during COVID. Last year between COVID unrest related to the murder of George Floyd had massive consequences for business. And some of those businesses were able to bounce back more quickly than others. And we can look, you can see the plummet that happens in the chart on the right starting in April, 2020 when COVID was really sweeping across America. Then look at the sort of gap that emerges between two different cohorts of companies. In the blue line, we have the top 10 most trusted companies according to a 2019 study. And then in the yellow line, we have the MSCI World Index. So companies that are widely guarded is having great performance in terms of ESG integration. Although that may be true and that ESG integration may be there, it wasn't enough. The companies that invested in trust and have earned a reputation as trustworthy at a faster recovery speed, they were able to bounce back more quickly from the shocks that occurred in COVID. And over time, by the end of the year had a much more significant recovery. 53% case are compared to 20% case. That's a pretty significant gap. And a great demonstration, a great model of why trust matters and how trust can pay off. Furthermore, see the trust and unlock, why is it? Trust and unlock people relationships with your customers. Customers are seven times more willing to pay a premium to your product if they have trust in you. There's seven times more to share their data which can be very useful to your marketing efforts, right? If they have trust and confidence in you. The loyalty, the advocacy, the consideration and they're making a purchasing decision. All of those things are amplified when you've invested in trust. Now, we talked a little bit earlier about purpose and the importance of purpose and purpose is something that's certainly gonna come up in many of your sessions this week. It's what pulls us all together, so it brings us here or operating with a strong sense of mission, a strong sense of purpose. In the corporate domain over the past few years starting with kind of the Larry Fink letter from BlackRock that came out in 2019, the sense, the emphasis on purpose has been continually growing. Having purpose front and center is your reason to be and a purpose that's bigger than just about well, we're here to make money for our shareholders. This is reorienting like how we sort of define North Stars for business. I would argue that purpose pulls but it's really trust that holds people in. So as you're thinking about purpose, the importance of the purpose of our organization, how we talk about our purpose in our marketing campaigns, that's wonderful, keep that going, that's important. That's the fireworks show that's going to bring people to you. But if you wanna keep them there, you have to switch from thinking about the fireworks to instead kind of pivoting to a lighthouse. Keeping that light on in the lighthouse consistently, that's sort of what the metaphor for trust is. It's the steadiness, it's the reliability and that is what is going to keep those who came to you because of that alignment on purpose will keep coming back to you because they trust that you are following through in that purpose broadly in the world, wherever that may be. And that you're following through on that purpose as it relates to your business relationship with them. So keep this in mind, if you're looking for that mantra, purpose pulls, trust holds. That's what we need to remember and that's why we need to invest in trust. So let's talk about the stakeholders and how to engage with them. Well, we're really talking about when we think about how we need to build trust with our organizations. It takes a big commitment to three groups. First is your customers. Second is your people. And third is your ecosystem. That broader sense of players who may be your industry peers. They may be your trading partners or suppliers or vendors. It's a big group and we'll talk about that in a moment. Why your customers? This is a really compelling data point. That came out of Edelman's trust barometer earlier this year. 40% of the 28,000, I believe it's 28,000, surveyed people, adults that they surveyed globally. 40% said, there are brands that I love. I no longer buy for them because I don't trust them. Imagine that. I love this brand. I believe in this brand. I like what this brand offers me, but I don't trust them. So I'm not going to make that purchasing.  And that number goes up even higher when you're talking about higher income individuals. It goes up to 50%. That is a lot of money left on the table because the business invested in purpose and invested in product. It did not invest on the back end of trust. People, another one of our key stakeholders with whom we need to build this relationship of trust. One in four people left their job in the last six months or plan two in the next six months. Why is that? Common response if you talk to executives is it's a competitive market. Someone else is probably able to pay them more. That's not it. The study from Edelman showed that almost double the number of employees are leaving, not because of pay, but because of value alignment. There is that, they don't have confidence that their personal values and the values of the organization are aligned. Chances are they work in environments where they do not feel the trust is strong. They do not feel that the respect that is sort of represented in trust is extended to them. And so they're looking elsewhere. That's a really significant number. That gap between pay and values I think is probably unlike anything we've seen before. And then there's your community and other key group of stakeholders.  That's investors or funders or donors, it's regulators, it may be universities with whom you partner on innovation. It could be your volunteers which could include your board members, even the environment is part of that ecosystem and it may not ask a lot back from you directly but it certainly needs to know that it can count on you to do the right thing on its behalf. So building trust obviously takes these commitments with these different groups. Let's talk a little bit about the how over the next remaining time we have in our session. So what can you do to build trust with customers? First, take a lesson from CPG. No industry spends as much money understanding consumer behavior as consumer packaged goods. So let's look at the trends that are happening in that industry and see what we can take away from those trends. What we're seeing and I've been watching this trend for the past few years is this uptick and sort of product transparency. Giving a UL label, giving customers a label to understand where does this come from, how do we make it in what's involved with the production? And if we're gonna take that one step further, how does that all add up to pricing that you get? So on the left, Everlane provides a great example. Everlane's entire business model has been based on transparency. Being able to tell you where it was made. We don't have any metal men. These are our factories, we make it here. Here's a picture of the factory and here's how the cashmere sweater is coming your way. You have some sense of how it was produced but they take that transparency to the next level with explaining the cost breakdown. Why does this sweater cost what it does? And why is our cost so much different than a traditional retailer? That's a very compelling story and being able to provide this information with transparency really created a unique voice for them in a very crowded marketplace. The world didn't have any shortage of places where you could get cashmere sweaters or wool coats but what made Everlane so attractive so early, so quickly was that they were able, they made this commitment to transparency and they were able to demonstrate why you should have confidence in their much lower prices. Where does all of that pricing come from? And then we have RX bars spelling out right on the front of the package. This is it, here's everything that's in this product. Nothing else, that's all we have. Clean, simple, clear transparency. And Oatly on the far right, again, kind of listing out, making a commitment to saying, here's everything that's here. We're gonna lay it all out in transparency, not just what's in the package but also making sure you can see your certifications to show that this is FSC certified, the packaging itself is recyclable and was produced in the most responsible way. So once you start noticing this trend, if you haven't already, you will find that you see it everywhere. I saw some clean beauty products the other day that were focused on creating new labels for beauty product packaging. It really is a growing trend. So how do you take part of it? Whether you offer a tangible product or whether you're a services company, there are lessons here that we can take away. Here's some great examples of service companies, two software companies. So we're in the software business, we pay a lot of attention to what software companies are doing. Buffer, does the cost break down for a service? So when you pay $10 for buffer, what does it do you get? How much of that goes to salaries versus our profit? Certainly a great, simple way to tell that story. Kickstarter, very transparent about its values and our mission, making sure that that is front and center on their website. Here is why we're here. These are the agreements that we agree that we are operating with and we are extending those agreements to you. So there are a myriad number of ways in which you can tell your organization's story and create a transparent product label for yourself, following through on all of that is where the trust comes from, but it begins with the transparency. So take away, what is one of the things you can go back and do? Ask yourselves as a leadership team, what is on your transparent product label? What are the kinds of things that you could include on your website, in your presentations, on your packaging, wherever that interface is between you and those stakeholders we talked about, your customers, your employees, your ecosystem. How do we share this information? I'll give you a few examples. Stakeholder engagement approach and findings to something I was talking about with someone yesterday. How, who do you engage with? What are the stakeholder groups that you have conversations with along the way? And what came out of those conversations? There is a desire in the investment community, if you're talking about or have aspirations to become a publicly traded company, and investors would like to see that information, they would evidence that the upper levels of management in your organization are paying attention to what your stakeholders have to say. They see this as a hallmark of good governance and a sound strategy. You're actually paying attention to the changing sentiment of those in your universe, right? So being able to describe that, here's who we spoke with. We did some listening surveys. We surveyed our customers. We engaged our employees being able to summarize that. You don't have to share all of the data and findings, but a little bit of the how and maybe a couple key findings that you think are useful and that you actually took action upon. Great way of establishing trust. Ownership and funding sources. And I will tell you anytime I've done, I worked in the nonprofit sector earlier in my career, and now if I'm looking to do work with a nonprofit, one of the first things we're going to do is go look at your 990. You know, it's great when the 990 is already on your website, so I don't have to go do a separate search on GuideStar to find it. So having that information right there on your website, minimize the search, don't make people go on an investigative journey to find out information, bring it all under your umbrella, show it off, make that part of your product label. Anything you could share about your management? Who are they? What roles do they have? How does governance work? How did decision-making processes work at your organization? So I spent a lot of time in my role as a sustainability leader, looking at how are other organizations rendering or telling the story about their corporate governance as it relates to sustainability. If you go on and look at the reports of Best Buy or a PVH, for example, a couple of retailers, they include in their sustainability reports almost an org chart that says, here's who is accountable for sustainability in our organization. It starts with the board, the CEO, here's their responsibility, here's some working groups, here's a steering committee, being able to articulate how decisions are made around how you set pay, how you do business, who you do business with, how you work with suppliers, all of that can feed into that sort of pillar of trust that you're trying to create with different stakeholder groups. Your pricing model, we saw examples of those. Composition and diversity, hopefully, if that is the case of your management and your workforce at all levels of the organization. That is becoming sort of the table stakes discussion. So if you can get ahead of that and start laying that out now, don't worry about perfection. Show what's there, show the facts and describe your plans on how you're going to improve those numbers. Suppliers and supplier diversity, this is another really important area of the diversity, equity and inclusion sort of umbrella that we don't always do enough talking and sharing about. So if you can articulate that information, we worked with 300 suppliers over the last year, 10% of them would qualify as diverse suppliers. Our ambition is to move that number to X over the next five years and here's how we're going to do that. Very helpful context, very helpful to your suppliers in understanding how you make decisions around procurement. And conflicts of interest, also another thing that it's just, you know, disclose it and the conflict of interest may not matter as much as if it were kept hidden. So I want to remind you as you're thinking about this, don't just look to see what your peers in the industry are doing, recognize that trust and listening go hand in hand. The listening should or trust should begin with the active listening and go into your stakeholders. So talk to your stakeholders and find out what really matters to them. What is the data? What is the information about how you operate that they want to see and bring that their way? Focus, good, develop a list of priorities. I'll tell you, it's not easy to make these decisions to release this information because once you do it, it comes under scrutiny, but pick a few things and commit to it. And I think you will see the payoff. So moving from customers, what does it take to build trust with your people? This is something that I think we think about in many different angles. We think about the value of diversity or about pay, but we don't always put it under the umbrella of trust and thinking about trust. And I think if you start with trust and then ask yourself, well, what are the levers where trust could either be built or broken down within our own organization? And your employees will probably tell you if you ask them what those levers are, that gives you those clear areas where you can start building strategies that will build and reinforce that trust. Why this matters so much is going back to some recent Adelman studies. My employer is now seen as the most trusted institution within, I believe this is a global survey of the past year. So while people are making moves, they are also saying out of all of these other institutions that affect my life, business, NGOs, government, media, my employer is the one I have the most trust in. It's an interesting sort of tension that I have not yet unpacked, but it's important to ask yourselves, well, what is it as an employer that I could be doing to fortify that trust so that they don't make a move? Tells you that people are hungry for looking for a trusted relationship with their employer. And until they land on the right one, they're willing to keep moving. Employees are also your most critical stakeholder. Again, going back out of this, like pre-pandemic customers at the center, it was a widely held belief that was who you were really in business to serve. Employees came secondarily to that. Now, having gone through what we've experienced in the past year, there is a new understanding that without thinking about your employees, without putting your employees at the center of everything you do, how can you be of service to your customers and clients, let alone the communities where you're operating and your shareholders? It's a remarkable flip and one that really drives home the importance of starting our conversations, not with just what do we pay people or how do we get people career progressions or we're doing enough about diversity. Instead, how do we fortify trust in our employee base? How do we keep them moving forward? Here's an example, a software company, again, this is where we tend to look. We look at fellow startups, what are they doing? An organization called FRUNCH, they have about 200 people that based in the Bay Area. They're practicing transparency in this way and you can find and read this online. Open goals, anyone across the entire organization could look at objectives and key results and understand what those are and how we're progressing towards them. Open decision making, they share emails, they share calendars, they share information, they share key decisions, all of that is available to anyone inside the organization and open feedback loops, building that listening, responding, listening, responding and making sure that information is available. That is where trust is coming from here. They're making this commitment to keeping that dialogue going and by making sure that they think about, well, what is it that really affects people's confidence, psychological safety and values alignment at work? Well, it comes down to who's having conversations, are we all clear in understanding which direction we're moving in? Do I feel safe by knowing and trusting by knowing what's going on with another, part of the organization, how things are progressing and how it aligns with my work? So cultivating trust by doing some very practical things that are not easy, that are actually radical departures from how most companies operate, but certainly we hope will create a significant difference in the culture of that organization. So what can you do when you think about this and your own organizations first define culture, right? Who are we, what do we stand for? Then prioritizing people. And then finally, enabling agency, giving people the ability to stand up, say what's right, articulate their values, live their values in their roles or outside of their roles when it's something that they really care about, giving people that liberty to move, feeling like they have a voice and could put that voice into action in their organizations, all of that work will reinforce trust. So let's talk about the ecosystem a little bit. Outside of your own four walls, the players on which you have an effect and who can affect the health and the success of your business. Again, just to recap the slide made before, this includes a really diverse group of players whose needs all may be very different and it may be impossible for you to really build strong trusting relationships with all of these organizations at once. But start by listening. Go to a few organizations where you already have good relationships and start asking questions. What is meaningful to you? What do you need? How can we help? What should we be focused on? What matters? And even what will it take for us to build a more trusting relationship? Just going in with open-ended questions and listening, not promising to respond to everything and set that expectation from the beginning but starting with listening so that you can go back, reflect, prioritize, understand how can we move the needle in this particular area that will have a substantial material impact on a relationship with this particular group. You'd be surprised at what you come up with and I suspect you may see many sort of commonalities from these different groups. Well, then point you in the right direction of saying if we make exchange, we will be able to deliver significant results and strengthen the relationships we have with these different groups. We see this too in looking at different other tech startups of like picking a theme that is really authentic and important to them and something where they can have a meaningful impact and putting that at the centerpiece of their work and of their trusting relationship with their community. So a few examples, Dropbox is focusing on human trafficking, a canva which allows you to create content is really focused on making sure that their templates and everything represent all of the tools that they provide to content, people who are trying to create content really represents like authentic diversity that is not uniform in its appearance that diversity is represented in a multitude of ways whether it's people, places, et cetera and then MailChimp, small business, COVID support. So thinking about where can we actually make a difference where can we have an impact and then how do we follow through on that? So what can you do if you're going back to get started on thinking about how we as a management team can strengthen our trustful relationships with our ecosystem? First think about, well, who is in this community? Like if we really pair back, if we look at our purpose who are the groups that we really need to have at the table and then thinking about that purpose in a way that's authentic and something you can follow through on for the long term and then being authentic and delivering, making sure that you say what you're going to do and you show up and you follow through consistently. That is the piece that's going to make the difference. So we're nearing the end of the conversation. I want to wrap up with three big takeaways to building trust. First is creating that transparent product packaging. Look at the data, look at the priorities of your stakeholders, ask yourselves what is it that we can share about our products or services that will help demonstrate the transparency on which trust is built? Second is elevating the community that makes sense for your brand as we talked about, bring that all together, understand where is the place where we can actually make a meaningful difference? And then finally, building trust and transparency into your internal culture, not just in a purpose making a big declaration of our values of what we stand for and why we're here and the change we're going to create in the world but really driving it through your operations. Because if there is a gap between what you say you stand for and how you actually operate, it will catch up with you pretty quickly and you will have that one and four of employees kind of making their next move within the next few months. They really need that alignment to believe it. That's where the trust comes from. All of these relationships consist of setting up feedback loops that will allow you to listen and then to demonstrate that response. Make that part of your operations. Make that part of your daily interactions. I know it's easy to get caught up in proposals and pitches and presentations but that's different than listening and it's different than going back and saying, we heard you and here's how we responded. And that I think is what organizations and individuals are really hungry for today. Being heard, being responded to and having confidence that it's not smoke and mirrors, it's not greenwashing, it's legitimate and you can back it up with beta. So I'm gonna close with just a few minutes about who One Trust is. As I mentioned, we're a software as a service company based in Atlanta. We started about five years ago. We've been very fast growth and we're really committed to making trust a competitive advantage for organizations. Focusing on the different dimensions of trust that we kind of call the trust fabric. Just a few call outs, proud to say or people who've been here for five years are very proud to say that we were recognized as the number one fastest growing company by Inc. 500 last year. It was a great achievement. It took a lot of hard work for people who came here long before I did. So I can't take credit for that. We've done very successful in our fundraising. We're currently in series three funding. We have 10,000 customers of all sizes, big customers, small customers. That's the beauty of software as a service is the accessibility and you can offer any size organization access to affordable tools that will help them make trust a competitive advantage in their organizations. We have about 2,000 employees. Most of them are in R&D and we're located around the world with our headquarters in Atlanta and in London. We're coming in this bill to last, very focused on customer success, a solid infrastructure and a partner network and we're also very big on third party certifications. One of the great points of pride of OneTrust is that we hold our health cells to very high standards. We were the first organization to receive the ISO 27701 certification for privacy management. Very proud of that accomplishment. Why are we widely used? We are a technology platform with a very unique patents. We continually do regulatory research to support our core products related to privacy, security and compliance. We have a very large number of certified professionals and we have the largest active community for best practices in these areas. That is my presentation for today. I'm so grateful that you joined me and thank you very much for your time and look forward to any questions that we may have. Oh, thanks for the feedback. Thanks Melanie. Thanks Robert. Thank you, Alex. It was real pleasure to be here. Oh, I have a question. You mentioned trust was more important than purpose. I would not say more important. I would say as important. And I think we are spending a lot of effort on conversations related to purpose but if we don't have trust and when a commitment to trust to back up that purpose, we're gonna miss out. People will come for the fireworks of purpose but they will stay because of the late house of trust. So keep that in mind. How active is one trust and emerging in frontier markets? That is a great question and I am not in the market side but Mark, if you would like to email me at pfitzpatrickatonetrust.com I could probably forward that over to someone who could answer that question for you. Any tips for starting off and sharing the trust is built right from the start? That's a great question, Melanie. I think Melanie starts small is always a really great way to go. So pick one area where trust really matters. And again, let's look at Everlane. Everlane decided, look, we're gonna offer we're a vertically integrated company. We're gonna offer something at a lower price and we're gonna demonstrate why that price is low and make that part of our brain. That was sort of my read of the Everlane strategy. But if you're starting with your own organizations and you don't have a tangible product where you can say, well, this is how we landed at our pricing or here's how we're demonstrating why when you buy this product that the larger social purpose that we've connected to that actually how we're following through in that commitment which I think is another really good opportunity if you're doing any bundling of like social purpose or social impact and a product or service demonstrate that link. How can how what transparency can you provide around that connection between what you're selling and the bigger impact that you're claiming to make in the world? Because there will be skeptics I'm one of the greatest ones having been in both the nonprofit and private sector. So think about how you tell that story and provide data that gives your customers and stakeholders the assurance that you're following through on what you're claiming you're going to do. So, but Melanie, I would suggest start small. Take one thing where you think it's gonna make a big difference. And if you're not sure what that is, ask your customers ask your stakeholders, the communities in which you operate ask your employees. They'll tell you, they'll tell you where it really matters. How do you move your enterprise clients from seeing their database land on ESG metric to actually taking action to improve on those baselines? Oh, Evan, we could do a whole other conversation about that one. Love, that's a great question. I think sometimes Evan that in my experience, the action, the taking action can come from a few different places. One is a crisis. Like sadly, sometimes we only see action after there has been a major crisis. For example, in the apparel industry the collapse of Rana Plaza really shook up the apparel industry and made some new, like generated some new commitments to improving factory conditions. So a crisis is one short of a crisis. I think there's gotta be some kind of a business case. Can you share data? Customers need this expectations have changed. And how do you pull the data to show that the expectations that yes, it's great that you're measuring this, but here's where you need to be. Like businesses have finite, we all have finite resources. So figuring out how to commit to those resources, to moving the needle on a particular ESG metric always has to come from a business case. Yes, Mark, that is right. Peef is Patrick at OneTrust.com. Anyone can reach me at that email address. Melanie is the mayor's of storytelling and metrics, I'll share how you're working in a way that trust, yes, that's a great way of saying it. Melanie, you should be good to giving this presentation next time. Nice summary. So just so everyone sees, Melanie's kind of sharing that storytelling and metrics can help kind of put together a story of how you're working in a way that shareholders can trust right from the start. Melanie, I would add to that and showing that over time. So if you say we're making this change in this area, does the data actually show that over time? And I think trust also comes from being willing to say we didn't figure it out yet, we didn't get it right, we fell, our data this year shows that we didn't achieve the results that we wanted to and here's why we think that happened and here's what we're going to do. So admitting failures, I think showing vulnerability is another great way to show trust and you can do that safely from your organizational or corporate perspective. It takes some finessing, but it's doable. So I'd encourage you to think about that. We're about at time and I really appreciate all the comments and questions that came in. Thank you so much for joining today and I look forward to reconnecting with you. Enjoy the rest of SoCAP.


But have we failed? The mother cut a pitiful picture. I wondered if I had been the mother. Would I have been a picture of composure? As she relate to the whole world, the heinous crime that had befallen her daughter, referring to a viral video. The interview blew the scandal white open and the viewing of the video skyrocketed. I was outraged. I wondered how 10-year-olds could be involved in, well, for their age, such despicable acts. The mother must have been distraught as she referred to the contents of the video as rape of her daughter. The law would only prosecute the boys involved as participating in juvenile sex and send them off to some reform house. It was just 10 seconds that turned out to be 10 seconds too long for me. I didn't sleep that night. I was shocked by what I had watched and could not watch the rest of the 36-second video. These 10-year-olds, I still find it hard to believe the ages of these children involved, just as others do, were presently engaging in acts that are reserved for adults. I was deeply hurt as I watched this 10-year-old child engage in acts that will haunt her spirit, her soul, her self-worth, and much more if she ever understood the import of what she had done. I wonder painfully, what had happened in her childhood that made her numb, made her think that she was of no worth dignity value and that what she was engaged in, including having it filmed, was worthy of good viewing. It hurt to think that she had once more been filled by the adults in her life as her mother told the world and untruth and exposed the fact that she had been left to her devices for too long, that someone had grown her to the point that her innocence had been cruelly taken away from her. The mother's media miscarried led to self-appointed investigators to indig and they found the girl on social media with a healthy following as she seductively directed her way into more and more followers. The final tragedy was when she released the statement asking for forgiveness, that is the girl and announcing that she will be off social media for some while. They said that there's always a silver lining in bad situations if you look for it. If the mother had not made that video crying rape and people had not watched it and debunked the rape story, what would have happened to the boys? Really, what would have happened to the boys? What will happen? Who failed this girl? Have we failed our children? Can we find our way back home? If yes, how soon? When this happens again, because oh boy it will, will we be ready to help these children psychologically, emotionally, physically and spiritually who have been caught up in the wickedness of adults. As it is, there's no playbook to deal with the aftermath of such devastation. Okay, over to you guys. Yeah, I've said my mind. Hi there. Nigeria has one problem. And that is the failure. Among the many. Among the many. I believe we can tackle this singular problem. A lot of other things will fall in place. And that's the failure of the community. Community leadership. You see, when we were growing up, I told people, and let me link this to all the corruption and everything we speak about in Nigeria, when we were growing up, I told people that listen, corruption has always existed. Not just in Nigeria, everywhere in the world. People have always embezzled. But they had this concern that if I go back home or my name is mentioned, how will the guys in my community treat me? You see, there's that self-worth, that camaraderie, that togetherness that is missing now. It is, parents need to look for food, like we say. We need to go to work. But in your absence, is that uncle and uncle? Just after this incident that we're talking about, a few, about last week there about, I was taking a walk down my estate and I saw this guy, he should be in his 30s or late 20s. There was this school that was having their entire sports, so they were using a field next door. And because of that, the students were all walking, some were walking and stuff. And these girls, they were clad, they were wearing sportswear, not tights. But they were young girls, maybe 15 or so. And this guy that was walking ahead of me worked for about 20 feet, so about 50 yards, let's say. And all he did was look back and stare at the girls. And that is somebody's uncle. It's just messed up. The community now, so many things are wrong. Absolutely, I mean, to answer your question, comfort. I mean, the simple answer is yes. Okay, that's the question. We are filled, we are all filled. And you know, I had this conversation with my wife, it was, I mean, even just thinking about it now, it still breaks my heart. I didn't watch those videos. I didn't watch any of those things. I couldn't get myself to, I mean, I have an eight year old. I mean, she'll be 10 in two years. Well, you know, close my eyes, she'll be 10. So, I mean, I couldn't get myself to watch. But you know, I remember a phrase growing up. This is why I say we are filled, the answer is yes.  Remember the child of who you are. You know, just that sentence, that phrase was enough to keep you in check. But all they were saying to you is, as you leave this house, remember everything we have taught you. Remember the values. Remember the discipline. Remember the things we have taught you. How many of us parents today, parents, guardians, uncles, aunts, can say that confidently to our children as they go out.  Remember the daughter of who you are. The reason is simple. We haven't taught them anything. What have we taught them? We haven't taught them anything. Yeah, personally, I agree. The thing we have done is, sorry. The thing we have done is expose them to YouTube, TV, and the madness of the world. Get them busy. While you do your search yourself out. Get them busy. We've shocked in our responsibilities. It's really that simple. It's not blessing. And because we have shocked in our responsibilities, we must go back and pick up these responsibilities and just do the right thing. It's as simple as that. And let me just ask what you're saying that.  They don't even reflect.  Yeah, exactly. Let's say to my daughter, act the way exactly the way I act when you go out.  That's what it means when you say remember the son of who you are. But he printed a picture. They gave us something to look up to. Do we still have those kind of parents? No, that's old school now. You know what I mean? You know what I mean? No, that's the way it's branded. I'm not agreeing with it. I'm just telling you, when you desk it at outside, it's that old school. I'm sorry. There's so much on my mind. There's so much on my mind. Talking about Aviv Field, yes, we have failed. Now, while growing up, we had mothers that really, we had mothers and fathers really, not just about mothers now, because these days we need to realize that parenting is joint effort, not just the mother or just the father. So while growing up, we had mothers, teachers setting things. It was just automatic. It was, you just get to grow into it. I taught people the kind of secondary school I went to and people ask me, how are you a good girl? Because a lot of ladies in my school were smoking, but I didn't smoke. Now, it goes back to your kind of foundation I had. Yes. My mom never told me don't smoke, but I just knew that it was not something that I should do. You know, just knew that it was something I should do. And now these days, we have the internet, like you mentioned YouTube and all of that. So while growing up, I remember I never watched cartoons. I think I watched Super Ted and maybe Voltron. You can pretty much say what day you're born. Yes, yes. The cartoons you watch. Or Sesame Street, you know. I really know, you know, and these days even cartoons need, you need to watch cartoons. Like, I was watching a cartoon on. I was even working, I was at home. I was working on my laptop and my kids were watching TV. And I just saw that the cartoon they were watching on Disney Junior, they actually kissed. And I was like, what did I, yeah, I was surprised because I don't even watch cartoons. They're doing way worse things now. Yeah, and they kissed.   You're excited about being lesbians. And even this lady, there's this Nickelodeon program. This popular Nickelodeon program, she's a superstar. She's one of the stars of Nickelodeon. She went online to say she's now part of the LGBT community. And that she really liked. Hannah Montana is in there. Yes, exactly, Hannah Montana. And you know, I was so disappointed. Like a lot of young girls today in Nigeria, 13, 14, look up to this girl, like Hannah Montana is a role model.  It's the, in fact, she expressed with so much joy that her life has changed and she's been so happy with it, with the new face of her life. And you know, you're looking at her like, are you normal? Are you okay? We don't know what plus TV stand is on these issues, however, because clearly the media has an agenda. Exactly. And it's very clear. You know, the agenda is very clear. It's now a question of you as a parent, or you as a guardian, or you that has been put in charge of the child to determine what you want for your child.  Of course. But monitoring your values. I can tell you what, I can tell my child what she should do, what she shouldn't do. You know, I expect that, like you said, without having been told comfort is gone. Let me let you guys start it.  As you said, the parenting had never been taken away. We just became, as you said, we just lost it. And we lost it because one thing, we're following what is money. That's the truth. It's the issue of money. And because we want to go to those places where the shoe and travel look, slay look, everything, we sacrifice the children on that altar. Parenting had always been between, had always been, I don't know where the narrative is coming that we are leaving parenting to the mothers. It was supporting women are the ones at the primary. We can fight it all we want, but women are the ones that are endowed to nurture. What the man will do is, you will do the nurturing when it is time for the big gun to come in, to go to the father. Yeah. So we balanced, balanced it absolutely. Yeah, it was a balanced approach. Yeah. Yeah. It's not the children that will say that they knew that they could not sit in head and made it look as if parenting is one new, both parents have been involved. It's just that because the world has decided that all of us should just come out and leave the children at home, men too are checking their responsibilities. Number three, this issue of technology is a monster. I don't understand why we just decided to outsource our children to TV, tablet, iPhone. You actually hear parents give us what you are made to do. It's the world, it's where they should be at home. I don't understand that as you said. How many, we were controlled even TV when we were growing up. Because parents knew that you needed to read, you had to ask before you go on TV. You needed to socialize and I wasn't TV.  In the hands of these children, the mother in this case is who I want to flow because she had no idea what was going on with this girl. Comfort, I know if you continue. Sorry, sorry, sorry. All right, so may God help, I don't know what that is, may God help all of us or whatever may be anyway. Up next is Shalan still with us.


The story being told here, kind of a forced sale technique. We got a phone call from an adoption agency. They had reached out to us and they said, hey, we've got the perfect child for you. We think you should adopt this girl, Natalia. You have 24 hours to tell us whether or not you want to adopt her. In my mind, if anybody ever rings you up out of the blue and says I've done a bit of research for you and I think I have a child for you, I understand the pressure to have somebody to look after in that way and be yours. But here's some adults who already have some of that. I don't understand why they'd be taking this cold call and entertaining this. I wouldn't even do that with a dog, let alone a human being. Already, my radar is on high alert as to what on earth has gone on here. This is already an extraordinary story. I'm not saying it didn't happen, but if it did happen, this is outrageous.


Translational research has become increasingly popular due to its ability to bridge the gap between theory and practice. However, this type of research requires collaboration among multiple disciplines, which can be challenging due to differences in language, culture, and values. To address this issue, it is important to develop strategies to improve team science effectiveness. This paper reviews the existing literature on barriers to team science effectiveness and provides recommendations for how to improve team science effectiveness through the application of best practices from the teams and groups literature. This article was authored by Sydney Arbekarowski, Allison M. Trailer, Marisa L. Shuffler, and others.


Are you willing to undertake a dangerous mission behind the enemy lines, knowing you may never return alive? What you have just heard is the question asked during the war to agents of the OSS. Ordinary citizens who do this question answered, yes. This is Cloak and Dagger. Black warfare, espionage, international intrigue. These are the weapons of the OSS. Today's story, the Black Radio, concerns an OSS agent who broadcast a lied propaganda from behind the enemy lines and is suggested by actual incidents recorded in the Washington files of the Office of Strategic Services. A story that can now be told. It was one of those quiet days. The sun was splashing into the windows and I was marking time until lunch in the cafeteria. And a date I had with the red-headed secretary. There were just the two of us in the big gadget room of the OSS in Washington. Just me and Hank Morton. Then all of a sudden Hank grabbed my arm. Mark, get down! Okay, okay, what's the big idea? Oh boy, I wish I had a camera just then. Brother, did you look scared? All right, what was that thing you just threw in a wastebasket? Just a little noise maker. Great if you get in a tight spot and want to start a riot. All right, look, let's start from the beginning, huh? How does it work? Well, like you see, it's not very big. Just about the size of a lemon. Easy to slip into your pocket. All you do is pull out the cap and throw it. And when it explodes, pow! We call it the Hedy Lamar. Major Langer, I have a job for you. Yes, sir. When our armies cross the Rhine into Germany, the Freiburg will become a strategic city. The less resistance we get from the people when we make that advance, the less lives we'll be lost. Up to date, we have no report of any underground or partisan movement there. And OSS wants me to go in there with a black radio and soften them up, is that it, sir? Right. Cut in on the Nazi local stations. Broadcast the information we want them to get. Another of our agents infiltrated that area over three months ago to get acquainted with the city and locate suitable hiding places for the radio. Of course, sir, it'll have to be moved every time we use it. Yes, that's right. Now, we haven't heard from our agent since she was sent in. We didn't want her to run the risk of trying to contact us. Uh, did you say she, Colonel? That's right. Have you any objection to working with a woman, Major? Oh, no, sir. Uh, I mean, no, sir. Her name was Lucille, Colonel said. I wondered if she was anything like the redhead. Yes, Lucille. Nobody had heard from her for months. Maybe she'd been caught.  Maybe, maybe I'd have a reception committee of Germans waiting for me. It gave me something to think about on the plane flying over the Black Forest in Germany a few weeks later. There's your rendezvous point straight ahead, Major. Uh, straight ahead and straight down, you mean? Running in. Ready? Ready. Go. Good luck. I tossed the radio out first, and I jumped after it. No matter how many times I jumped, it was always the first time. The feeling of falling, sick feeling, like a dream I came to with a jolt, a sharp pain across my thighs from the pull of the strap and the crack of the chute. Then air all around me. I looked down on a Black Forest that was blacker than ever at 0400, four o'clock in the morning. There were no Germans waiting, but no Lucille either. There was nothing but a foreign country, and up above the plane faded away. Then it was gone, and I was alone. The radio had floated to Earth about 50 feet away. I checked it, made sure it was all right, buried my parachute, and wondered what to do next. There was a milk wagon coming down the road. I could hear the milk can swaying with the movement of the cart. I could see a shadowy figure holding the reins. I dragged the radio behind a clump of bushes, and then I waited for the wagon to pass. For a moment I didn't recognize the song, and then all of a sudden the words wrote themselves in my head. Come away with me, Lucille, in my merry old... Lucille. Lucille. I'm sorry I was late, Major Langer. During my soldier I knew stuff to talk. I couldn't break away without being impolite. Well, just as long as you got here. Hurry, Major, let's go. Yes, I was ever so glad to see anyone in my life. But I didn't quite expect to meet the milkman. What did you think I'd be like, huh? Oh, I... Come, come, Major. Well, I had no idea. No doubt you picture the slim young thing who'd at interest your intrigue. I've been either slim or young for longer than I'd like to remember. Tell me, what did you do before the war, Lucille? Taught history in grade school. Now I'm helping to make it. It's a good feeling until you consider the possibility of getting caught. We've got to make sure we don't get caught. There is always that possibility, Major. Accept it. And it's much easier to take it if it comes. Yeah? Who is it? May I come in? Well, what do you want? It's your neighbor across the hall. I wish only to make you our acquaintance. My name is Gruber. Am I disturbing you, eh, Langer? Well, you know my name, I see. As a poor old widower, alone in this world with very few interests of the future of the fatherland, that is, I make it my business to know everyone in this roomy house. Oh, do you? You arrived in Freiburg only a few days ago, right? That's right. You have a medical discharge from the army. You are wounded at Anzio. Is there anything about me you don't know? Oh, no, no, no. Do not take offense, my friend. I asked the landlady about you. It was she who told me. Your information is right, Herr Gruber. I was wounded. I spent two months in a hospital. And I'd like to be left alone. Oh, you are bitter. Yeah. In a civilian life will not be easy, but you must mix with people, make friends. Don't keep too much to yourself. Now, here, I brought with me this bottle of schnapps and two small glasses. Will you not join me? Well, uh... Yes, yes. Do the future, Herr Langer. Well, I'll drink to that. There was something about the old windbag rented the room next door to me on a third floor that I didn't like. I couldn't put my finger on it. Maybe it was the way his eyes, like patent leather buttons, kept darting around the room. Good schnapps, nine, Herr Langer. Yeah, very good. Not like we used to get before the war. Of course, I'm not complaining. It's such a little sacrifice to make for the right. Yes, of course. Yes, of course. What are you planning to do here in Freiburg, Herr Langer? Well, I have my craft card as a Union motion picture projectionist. I worked in a film house in Berlin before the war and was hoping to find a position here. You had no success yet? No, no, not yet. The motion picture house. A block from the mining university. Have you tried there? Well, no, I haven't. Oh, do, do, do, do, do try it. Tell the manager, Herr Schmidt, that you are a friend of mine. He's always complaining to me about being short of help. That also is just a little sacrifice to make for the right, of course. Yes, of course. I'll go there tomorrow. Oh, tell me, what is your business? I am a clerk. A clerk? Yes, in the administration building of Gestapo headquarters. Moschnaps? Yeah, Moschnaps. I may not have liked the old windbag, but I took his lead anyway. I went to the movie house near the university and got myself a job there on a day shift. And I counted the hours until the Thursday when I'd meet Lucille at the deserted car barn we'd agreed on. On Wednesday, I was in the projection room running a half-hour newsreel, most of which was a close-up of Hitler making a speech in Berlin and foaming at the mound. I looked down over the heads of the audience, wondered if all of them were as enthusiastic about the furs they pretended to be, wondered how much it would take to push them into starting their own underground, wondered how many of them would be listening to their radio the next night, listening to me. How long ago? I came to tell you... I came to tell you you only have tomorrow afternoon off. Tomorrow afternoon, but I don't understand. I will want you tomorrow night instead. But tomorrow night is impossible. How long ago? You have a good job here. I'll ask you to take the night shift this once. I see no need for arguments. Is what you have to do that important that it cannot be postponed? Uh, nine. Schmidt? Not so important. I'll be here. The next night at twenty minutes past ten the feature film went off. I set the machine. The newsreel would run by itself for half an hour. No more. That didn't give me much time before the reel would run out. Just a half hour to get to the car barn, broadcast, and get back. Now that's it, Lucille. I've been thirty kilo cycles, but I can't seem to get an exception. Ah, they are signing off. This is Reichsstation KLDA signing off. Until tomorrow morning, Heil Hitler. Well, here we go. Keep your fingers crossed. Don't turn off your radios. People of Freiburg. This is for you. I am your voice of freedom. Bringing you news as it actually exists. Not as the propaganda ministry would like you to believe. Mark, that's good. Wonderful. It wasn't fifty sons of Freiburg who died at the Anzio beachhead, but five hundred. You, mothers, wives, sweethearts who have not heard from your men. You think the males are slow? Is that why you haven't received letters? Your men will never write again. They were killed at Anzio. Then they are taking your men away. What do you have for compensation? You have no food. You're cold. The leaders want to sacrifice everything but themselves. Haven't you sacrificed enough? Mark, it's late. It's all right. And now, until another time soon, this is the voice of freedom. Good night. I will not say Heil Hitler. He said, God be with you. The first of many. God be with us both. We dismantled the radio. I lifted it into the back of the milk wagon, ran as fast as I could back to the theater, and slid in through the side door. And then I heard it. Hey, Lange! Lange! Where were you? Schmidt? Well, I... What business had you to leave the protection during the newsreel of the Fuhrer? Our leader cut off in the middle of his speech. Where were you? Where was I? I was in the washroom. I was just going up to see if you had fallen asleep. When did this happen? Just a minute ago, of course. It's a wonder you couldn't hear the disturbance from the washroom. I ran up the stairs to the projection room. God must have been with me that first night. If the machine had broken down five minutes earlier, Schmidt would have known I'd left the theater. The next week, and the next, and the next, we were on the air. We moved the radio to a deserted warehouse, to a cave in the black forest, to a barn on the outskirts of town. As the voice of freedom I told the people of Freiburg, you are fighting a lost cause. The losses of the Luftwaffe are 75% higher than reported. Resistance and all German-occupied territories growing stronger. People in the city look the same, for as respectful as ever to the Nazi soldiers that walk the streets. None of them showed by so much as a look or a word that they ever heard those broadcasts. And then I received my first indication. I saw you through the window of the coffee shop. May I join you at your table? If you'd like. Thank you. So, have you been listening to your radio lately? I have no radio. If you get one then, I advise you not to listen to Reichstazion car a day. Why not? Because the Gestapo will arrest anyone caught listening to the man who calls himself the voice of freedom. What does he talk about this voice of freedom? It's nonsense, of course. A lied propaganda nonsense. You sure you have never heard him? I told you, Herr Gruber, I have no radio. Oh, but of course. I forgot. Why is it, Herr Lange, I have the feeling I've seen you somewhere before?  The people were listening, and the Gestapo was looking for me. I had never heard him before. And the Gestapo was looking for me. Unser Führer wird uns ziegreich aus den Klick brechen. Dürn it of Mark. Mark, with that cough of yours perhaps I'd better broadcast tonight. No, no, no, I'll be all right. People of Freiburg, this is your voice of freedom.  Step by step he has carried it out successfully. First he took our men and destroyed them. And now Hitler is destroying our cities and our factories. Allied bombings will destroy all Germany. Our men are already dead in a hundred battlefields. This is the Führer's greatest achievement for Germany. He is accomplishing it all in less than twelve short years. Twelve short years of Hitlerite's success. We are jamming the radio, Mark. You'd better sign off. It's all right. This is the voice of freedom saying good night. I will not say, Heil Hitler, I say instead God be with you. I'm afraid they may be closing in. Yes, it's the first time they've jammed our broadcast. We'll have to move fast. Dismantle the radio and get out of here. The wagon is right outside, hurry. Less than five minutes later we'd left the basement of the schoolhouse near the cathedral. It was quiet in the streets. Too quiet. As if the city were holding its breath, waiting for something to happen. Good night, until Friday. You know the place. Yes, let me take the radio tonight. Oh, back to your room with it under your arm. What foolishness. Yes, but Lucille, you always take the risk of being caught. I have the milk wagon to hide it and the barn to bury it. We'd better not stand here any longer. Good night again. And take care of that car. I started to walk quickly in the opposite direction. If German triangulation had found the general location of the radio, the neighborhood would be swarming with Gestapo any minute. The headlights of the official car came out of nowhere around a corner and blinded me. I started to run. I ducked into a doorway, up the stairs to the roof, across the roof, down some stairs again, back into the street. Somehow I'd shaken them. I was free of them. I had to find somewhere to go, somewhere to hide. The movie house where I worked was close by. I went in through the side door. Punched down in a seat, anonymous in the darkness. I was one of hundreds of people watching the travel. And then something happened to the film and the soundtrack went solid. Forged identification would pass inspection easily. But the men who were chasing me had a general idea of my height and weight. I couldn't take the chance. I put my hand in my pocket and pulled out a round disk about the size of a lemon. The noisemaker O.S.S. called the Heddy Lamar. I yanked out the cap and threw it. The soldiers couldn't hold them back. They practically walked over them and they rushed to get out. And I walked out too. Swept along in the tide of panic. Just on your way to work I see. I will walk with you partway. Well, if you'd like. Tonight when you get home from your work, listen to your radio. I told you I have no radio. I do keep forgetting. You are welcome to listen to mine then. There has to be an important announcement at seven o'clock. Announcement? About what? I learned about it this morning at the administration building where I work. There has to be a hanging in the square at noon tomorrow. An aligned spy who was caught with a radio. What did you say? A woman, a spy. She was picked up last night, driving a mill question. Can you imagine such a... Look, are you... I haven't been well. They haven't caught the man yet. The one who calls himself the voice of freedom. But I have no doubt they will soon. They're offering a large reward. Are they? That's a very bad call, Helanger. Tonight when you return from work, remind me to give you some of my cough medicines. It's very... I turn off here. I didn't stop by for the cough medicine. After work I locked myself in my room and stayed up all night. Looking out of the window. Up at the ice blue stars that hung over Germany. And I tried to think of something to do to help Lucille. Before noon the next day I went to the square. But I still didn't have the answer. Isn't it frightening, Helanger? The way an execution will draw the people like flies to honey? Is it fascination do you think of? Seeing someone else suffer? You tell me, her grubber, you should know you're here. Ah, so I am. But then, so are you. What?  Your radios. Remember what the voice of freedom told you. It was the truth. It was all over. And I hadn't done a thing to stop it. Yes, who is it? Only I. Here, grubber. Go away, will you please? Go away, I don't want to talk to anyone. You said how are you, my friend, about the hanging this afternoon? No. No, I... I just don't feel well. Now, don't torment yourself this way. There was nothing you could do to prevent it. What are you talking about? Trust me. You have no one else to trust. The Gestapo is going to check and cross-check every man's papers. Every man in Freiburg. Are you sure you can stand a thorough investigation?  Are you accusing me? You are the voice of freedom. I suspected it for a long time. I was never sure. I was afraid to step forward soon. No, listen to me. I know you don't like me. I have not liked myself for years. Afraid of my own shadow. Afraid to think. Afraid. But no longer. Grubber, look. I am a discharged soldier from the Wehrmacht. I have your face looked familiar. It was not your face. But it was something about your voice. I thought I recognized it. And then I started to think... I would have been afraid to think for years. You came to Freiburg. About the same time the broadcast began.  And then yesterday you coughed as he had. I was almost sure then. Now today I watched your face when she was hanged. And then I knew. Trust me. You have no one else. He was right. I had no one else. And I had to get out of Freiburg. Grubber offered to drive me across the bridge that night. From there it would be only a few miles to the border of France. With his official pass from Gestapo headquarters, Grubber would be able to get past the guard. I got into the trunk of the car. It was open just enough to let me breathe. I still didn't know whether to trust him. There was a pretty big price on my head. The car slowed down when we reached the bridge. Let me see your identification. There you are. What is your business outside of Freiburg? Official business for the administration. Fair. This looks all right. I have orders to search all cars. Well, you can see that. It's nothing in mind. Please, will you hurry? This is official business for the Gestapo. One moment. One moment. Not so fast. What's in your trunk? Well, go see for yourself. I have an American spy there. I'm smuggling him across the board. Don't be impudent.  I'm sorry. I was just having my little joke. Well, I don't like jokes. You work as a clerk for the administration so your head swells you think you're Himmler. All right, pass. All right, pass. I want to apologize for the things I thought when you told the guard what you did. It was the only thing I could think of at the moment that would prevent him from searching the trunk. Well, goodbye. Yes, and thank you. No, wait. Don't feel the woman died for nothing. She did not. You and she have given us the courage to look at ourselves in the mirror. We will continue to talk and whisper, but after you have gone, there will be many of us who will no longer think in whispers. Yes, well, you go, goodbye, goodbye. Be the same. Major Mark Langer made his way back to Allied lines, and when Freiburg was taken over some months later, he'd offered little resistance thanks to the strong underground that had been encouraged by the black radio. Thus once again, the report of another O.S.S. agent closes with the words, Mission accomplished. Listen again next week for another true adventure from the files of the O.S.S. on... Cloak and Dagger. Heard in today's Cloak and Dagger adventure is Mark was Larry Haynes, Lucille, Lily Darvoss, and Gruber, Barry Kroger. Others were Raymond Edward Johnson, Arnold Moss, Stefan Schnabel, Bob Weil, and Jerry Jerry. Script was written by Winifred Wolfe and Jack Gordon. The music was under the direction of John Garth. Sound effects by Chet Hill, Dick Gillespie, and Art Cooper. Today's O.S.S. adventure was based on the book, Cloak and Dagger by Corey Ford and Alistair McBain. This program was produced by Lewis G. Cowan and Alfred Hollander under the direction and supervision of Sherman Marks. Three times mean good times on NBC. There's mystery and music tonight on NBC. The mystery is Sam Spade's latest case in which the romantic private eye solves the caper of too many clients. The music is the NBC Symphony Summer Concert with Anton Dorati as guest conductor and the American album of familiar music, one of radio's best-loved musical programs which returns to the air tonight. Three times mean good times on NBC.