On my way home, I saw a hitchhiker. Should I stop? Beyond traffic safety, this split-second decision reflected the same issues I see every day in team coaching: trust. A simple model from Harvard Business Review* helps me make sense of it. It’s built on three pillars of trust: Logic, Authenticity, and Empathy. These are the filters I apply, whether on the road… or in a meeting.
So shall I take the hitchhicker in my car?My 3 Criteria Check
✅ Logic: There aren’t many public transport options in this area.
✅ Authenticity: The hitchhiker seems genuine, posture and expectations aligned.
❓ Empathy: Hard to tell, but no threats detected.
Every day, in our professional lives, we make similar judgments—consciously or unconsciously. We decide who to trust with delegation, collaboration, or innovation.
Trust is organic. It’s not a given. It’s a fragile, precious thread we constantly weave with colleagues, clients, and teams. It can grow stronger, thinner, or break entirely.
How to Apply the Pillars in Your Work
1️⃣ Logic: Does this make sense?
Signals you might be missing logic: misaligned context, disconnected analysis, unclear communication.
- Example: A colleague expects feedback, but you know he/she is a poor listener.
- “What is the expected outcome?”
- “Could you explain how you got from X to Z?”
- “What data led to that conclusion?”
Trust in logic doesn’t mean you have to agree—it means you validate the relevance of the statement.
2️⃣ Authenticity: Is this real?
Signals you might doubt authenticity: non-verbal cues don’t match speech, intuition signals something is off, emotions cloud judgment.
- Example: Someone questions your expertise in a domain you master.
- “What are you trying to achieve for the team or project with this proposal?”
- “How would you measure success for the team?”
- “What has shifted on your end to reach this conclusion?”
Trust in authenticity doesn’t require agreement—it ensures there’s no hidden agenda.
3️⃣ Empathy: Do they care?
Signals you might sense a lack of empathy: interactions are transactional, effort is one-sided, no personal connection.
- Example: You try to share an idea in a meeting but never get space to voice it.
- “What’s in it for you and for me—now and in the weeks ahead?”
- “How would you support me in doing this?”
- “What risks do you anticipate on your side?”
Trust in empathy doesn’t mean giving in—it keeps the connection intact.
Reflection for Leaders
Ask yourself:
- Which pillar do I overvalue?
- Which pillar do I underinvest in?
- What does that bias cost my team?
Want to read further?
* Published in “Begin With Trust” (June 2020)
Another useful framework is the Trust Equation (Maister, Green & Galford, 2000):
Trust = (Credibility + Reliability + Intimacy) ÷ Self-Orientation
Both models show the same truth: trust isn’t granted automatically. It’s built carefully, intentionally, and continuously.