Imagine this:
You’re 35,000 feet in the sky.
The flight hits sudden turbulence. The plane shakes violently. Passengers grip their seats.
Your heart thumps—but you don’t run to the cockpit.
You don’t ask, “Hey, are you actually trained to fly this thing?”
You just trust.
Not because you know the pilot. Not because you saw their license.
But because you trust the airline that put them there.
This is the world we live in—built on silent, invisible trust.
Every day, we hand over control of our safety, health, and future to strangers—without asking a single question.
- We board buses without seeing the driver’s credentials.
- We enter hospitals without verifying the doctor’s degree.
- We vote for leaders without truly knowing how they’ll handle a storm.
What allows us to do this?
Something called information asymmetry—where one party knows more than the other, and the rest of us just have to believe.
But the truth is—we’re not really trusting the person.
We’re trusting the system that chose them.
We believe the transport company hired a safe driver.
We believe the hospital selected a qualified doctor.
We believe the airline wouldn’t let anyone untrained fly a jet.
But what about leadership?
That’s where the risk gets real.
We don’t see their skill until a crisis erupts.
We don’t know their strength until they’re tested.
By the time we do—it’s too late. We’re already on the ride, midair, seatbelts locked.
So what can we do?
- Build institutions that are accountable, not just functional.
- Demand transparency, not just titles.
- Support systems that test leadership, not just reward it.
Because life, like flying, isn’t always smooth.
Turbulence will come. Crises will hit. Leadership will be tested—not in calm, but in chaos.
Final Thought:
Trust is not the absence of doubt—it’s the presence of belief backed by strong systems.
We may not always see the test.
We may not always know the qualifications.
But we must make sure they were earned—not assumed.
Because one day, when it matters most, we’ll all be passengers in someone else’s hands.
And when that moment comes—we need to believe that the one in charge truly belongs in that seat.
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