Human interactions are fascinating. Why do we 'click' with some people? Do we make all our business decisions rationally or is there an element of, "well, she/he seemed a really trustworthy person"?

And in this context, what's the best way of looking at our industry's relationship with Trustees? Love at first sight? Marriage made in heaven (or hell)?! A one-night stand or is it purely platonic? Are we guilty of too many shotgun weddings and teenage elopements?

My view is that we have a slightly one-sided affair where Trustees are (almost) unchallenged. Let me redress that balance a little.

The problem: how do you improve Trustee behaviour and performance, particularly in my field, member communications?

Most Trustees really are very good at the process of making investment decisions, ensuring good governance, engaging and responding to an actuarial review, selecting suppliers and agreeing administrator SLAs.

But when it comes to member outcomes and member communications, many seem to switch right off. In relationship terms, it's the bloke turning on the football when his girlfriend enters the room in new lingerie.

Before I really do spoil your mental image of Trustees you know, let's take a reality check. What is the typical Trustee like?

I met a real Trustee recently from a large actuarial firm. Let's call him David from GloboCon. David is a new Trustee, late 20s, actuarially qualified - a bright bunny. He mentioned member communications and his desire to push the Trustee board to do more. "I'm a lone voice," he said. "All they are interested in is investment choice. But a lot of people my age, even actuaries, don't pay much attention to the member communications they send out."

"Why not?" I asked.

"Well, some believe that once they are in the scheme, it must be doing the right things for them. They work for an actuarial firm, so it must be a good scheme and delivering the right level of benefits. But not everyone is an actuary; we have lots of people who wouldn't have the background to work it out on their own!" He smiled grimly. "But the rest of the Trustees don't listen to me. They're mostly older and can't believe that the rest of the employees aren't exactly like them."

I reflected back later on this conversation and recalled a wise saying from a former boss: "The problem is, most Trustees think the rest of the world IS like them. They read the FT but the workforce read The Sun. No wonder no-one reads the Trustee Report newsletter."

So challenge your Trustees to begin to think like your members, to look at the world through their eyes and to ask hard questions of themselves and their colleagues:

- Are we focussed on member outcomes?

- Are we really carrying out our duty of care (to all members) to ensure that everyone understands and can act on the options available? Or are we simply complying with legislation?

- Do we care what happens to individuals at the end of work? Or is it solely "their responsibility"?

- Is there anything you could do better to ensure that the end result is good retirement, not just 'no liability'?

Here's a call to the industry to try harder. After all, we'll all pay one way if we don't - through taxes to support the un-pensioned!

Written by Alex Thurley-Ratcliff, strategic consultant, SHILLING Communication