The Foundation of Influence: Understanding Trust
As a leader, your ability to influence others is directly proportional to the level of trust you’ve established. Without trust, even the most brilliant strategies falter, the most compelling visions go unfollowed, and the most well-intentioned feedback goes unheeded.
“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.”
But what exactly creates trust? Is it simply a matter of time and familiarity, or are there specific elements that we can intentionally develop? The Trust Equation, developed by Charles H. Green and his colleagues at Trusted Advisor Associates, offers a powerful framework for understanding and building trust as a leader.
Breaking Down the Trust Equation
The Trust Equation Formula
Trust = (Credibility + Reliability + Intimacy) ÷ Self-Orientation
This equation illustrates that trust is built by increasing credibility, reliability, and intimacy, while decreasing self-orientation. Let’s explore each component in depth.
The Four Components of Trust
Credibility
The “words” component: Can people believe what you say?
High Credibility Behaviors:
- Speaking with clarity and precision
- Acknowledging the limits of your knowledge
- Sharing relevant expertise appropriately
- Admitting mistakes and what you’ve learned
- Avoiding exaggeration or overstatement
Credibility Destroyers:
- Pretending to know what you don’t
- Making claims you can’t substantiate
- Sharing opinions as if they were facts
- Using jargon to mask uncertainty
- Failing to acknowledge errors
Reliability
The “actions” component: Can people depend on what you do?
High Reliability Behaviors:
- Keeping commitments consistently
- Being punctual and prepared
- Setting realistic expectations
- Following through on promises
- Communicating proactively about delays
Reliability Destroyers:
- Overpromising and underdelivering
- Inconsistent follow-through
- Chronic lateness or unpreparedness
- Changing priorities without explanation
- Failing to communicate about obstacles
Intimacy
The “emotional safety” component: Can people safely be vulnerable with you?
High Intimacy Behaviors:
- Creating psychological safety
- Demonstrating empathy and compassion
- Appropriate self-disclosure
- Maintaining confidentiality
- Showing genuine interest in others
Intimacy Destroyers:
- Dismissing or minimizing concerns
- Breaching confidentiality
- Emotional distance or detachment
- Judging or criticizing vulnerabilities
- Focusing only on tasks, never on people
Self-Orientation
The “focus” component: Are you primarily concerned with yourself or others?
Low Self-Orientation Behaviors:
- Listening to understand, not to respond
- Focusing on others’ needs and goals
- Asking questions from curiosity
- Sharing credit generously
- Making decisions for collective benefit
High Self-Orientation Signals:
- Dominating conversations
- Focusing primarily on personal gain
- Defensiveness when challenged
- Taking credit for others’ work
- Making decisions that primarily benefit you
Why Self-Orientation Is the Denominator
Notice that in the trust equation, self-orientation is in the denominator. This means that as self-orientation increases, trust decreases—even if you have high credibility, reliability, and intimacy.
A leader might be highly credible (knowledgeable and honest), reliable (consistent and dependable), and even create a sense of intimacy (psychological safety), but if others perceive that the leader is primarily focused on their own agenda, trust will be limited. This is why self-orientation is often the most powerful factor in the equation.
Trust Profiles: High vs. Low-Trust Leaders
The High-Trust Leader
Sarah: The Trust Builder
Sarah leads a product development team. She’s known for her technical expertise but is quick to say “I don’t know, but I’ll find out” when she’s uncertain (high credibility). She consistently delivers on her commitments and communicates proactively when obstacles arise (high reliability).
In one-on-ones, she creates space for team members to discuss both professional and personal challenges, sharing appropriate vulnerabilities from her own experience (high intimacy). When making decisions, she clearly considers the impact on her team and stakeholders, not just her own success metrics (low self-orientation).
Result: Her team takes risks, shares ideas openly, and embraces feedback—even during challenging times.
The Low-Trust Leader
Michael: The Trust Eroder
Michael leads a sales team. He’s knowledgeable but often exaggerates claims and rarely admits mistakes (low credibility). He makes ambitious promises about resources and support but frequently changes priorities without explanation (low reliability).
His interactions with team members focus almost exclusively on numbers and targets, with little attention to their development or wellbeing (low intimacy). In meetings, he dominates the conversation and takes credit for team successes while deflecting responsibility for setbacks (high self-orientation).
Result: His team withholds information, avoids taking risks, and operates from compliance rather than commitment.
Assessing Your Trust Equation
Self-Assessment: Where Do You Score?
Rate yourself on each component of the trust equation on a scale of 1-10:
Credibility (1-10)
Ask yourself:
- Do I speak with clarity and precision?
- Am I honest about the limits of my knowledge?
- Do I admit mistakes openly?
- Do I avoid exaggeration and overstatement?
- Do others seek out my perspective and expertise?
Reliability (1-10)
Ask yourself:
- Do I consistently keep my commitments?
- Am I punctual and prepared for meetings?
- Do I set realistic expectations?
- Do I communicate proactively about delays or obstacles?
- Can others count on me to follow through?
Intimacy (1-10)
Ask yourself:
- Do I create psychological safety for others?
- Do I demonstrate genuine empathy and compassion?
- Do I maintain appropriate confidentiality?
- Am I comfortable with appropriate vulnerability?
- Do others share concerns and challenges with me?
Self-Orientation (1-10)
Ask yourself (remember, lower is better here):
- Do I listen to understand rather than to respond?
- Do I focus primarily on others’ needs and goals?
- Do I share credit generously?
- Am I open to changing my mind based on new information?
- Do I make decisions that benefit the collective, not just myself?
Journaling: Where Do I Score Lowest?
“Based on my self-assessment, which component of the trust equation represents my greatest opportunity for growth? What specific behaviors could I adopt or modify to strengthen this area?”
Your reflection here…
Building Trust Through Feedback
The Trust Feedback Loop
Our self-perception often differs from how others experience us. To truly understand your trust profile, incorporate feedback from those you lead and work with.
Trust-Building Questions for 1:1s and Retrospectives
- ”What could I do to be more helpful or supportive to you?"
- "Is there anything I’ve committed to that you’re still waiting on?"
- "How comfortable do you feel bringing challenges or concerns to me?"
- "Do you feel I understand what matters most to you and your work?"
- "What’s one way I could be more effective in how we work together?”
Your Next Step: Take One Trust-Building Action
The Trust-Building Challenge
Choose one action to boost your credibility or intimacy this week:
Credibility Boosters
- Admit a knowledge gap and commit to learning
- Share the reasoning behind a decision
- Acknowledge a past mistake and what you learned
- Ask for input in an area outside your expertise
Intimacy Builders
- Share an appropriate professional challenge
- Ask about someone’s career aspirations
- Check in on wellbeing, not just work progress
- Express appreciation with specific examples
Remember: Trust isn’t built in grand gestures but in consistent, everyday interactions. Each conversation, decision, and action either deposits into or withdraws from your trust account.