Building Trust in Leadership: Applying the Trust Equation
Trust is the foundation of any successful working relationship — whether it’s between colleagues, managers and their teams, or across leadership teams themselves. But trust isn’t a vague, intangible concept; it can actually be broken down into clear, practical components. This is where the Trust Equation comes into play — a powerful framework that helps leaders understand how to build, maintain, and repair trust in the workplace.
What is the Trust Equation?
The Trust Equation was introduced by David Maister, Charles Green, and Robert Galford in their book The Trusted Advisor. It defines trustworthiness as a formula, made up of four key factors:
Trustworthiness=Credibility+Reliability+Intimacy / Self-Orientation
In plain terms, the more credible, reliable, and personally connected you are, the more trustworthy you become. However, if others perceive you as highly self-serving (high self-orientation), trust quickly erodes.
1. Credibility – Do you know your stuff?
Credibility is all about the words you use — how well you demonstrate expertise and knowledge in your field. Do others believe you know what you’re talking about? Do you communicate with clarity and confidence?
Credibility isn’t about knowing everything — it’s about being honest about what you know and what you don’t. Being upfront when you’re not the expert can actually increase credibility, as it demonstrates self-awareness and a commitment to accuracy.
Best Practice Tip:
Regularly reflect on how you present your expertise. Are you clear and confident in your communication? Do you own your gaps and bring in others when needed?
2. Reliability – Do you do what you say you’ll do?
Reliability is about your actions. Are you someone who follows through? Can people depend on you to keep your commitments, meet deadlines, and honour promises?
Even small slip-ups, like missing minor deadlines or failing to follow up, can damage reliability. Over time, this creates an impression that you can’t be counted on — and that’s a major hit to trust.
Best Practice Tip:
Think carefully before you say ‘yes’. It’s better to set realistic expectations and over-deliver than to overpromise and under-deliver.
3. Personal Connection – Do you foster psychological safety?
Originally called “intimacy” in the Trust Equation, this element refers to the personal connection you build with others. Do you create a safe environment where people feel comfortable sharing ideas, asking for help, or even admitting mistakes?
This is about moving beyond surface-level interactions and showing genuine care and curiosity about the people you work with. It doesn’t mean oversharing, but it does mean showing humanity.
Best Practice Tip:
Make time for personal check-ins. Show you care about people’s wellbeing and not just their output. Use their names, remember small details they’ve shared, and actively listen.
4. Self-Orientation – Whose agenda comes first?
This is the denominator of the equation, and the lower it is, the better. Self-orientation refers to how much you are focused on your own interests rather than those of the team or organisation. If people sense you are acting purely in your own self-interest, trust suffers — no matter how credible or reliable you may appear.
Best Practice Tip:
Actively demonstrate that you’re interested in others’ success, not just your own. Ask about their priorities, listen to their concerns, and show you value collective success over personal gain.
Applying the Trust Equation to Your Own Leadership
As a leader, your trustworthiness is constantly being assessed by those around you. Use the Trust Equation to reflect on your own practice:
Are you clear and confident when sharing your expertise?
Do you follow through on promises?
Do you build personal connections and foster psychological safety?
Do you genuinely care about others’ success, or are you perceived as self-serving?
Trust is not built overnight — but understanding its components gives you a clear roadmap for improving your own trustworthiness and, by extension, the effectiveness of your leadership.