Business success begins with trust. Trust is the basis for all that we do as leaders and as organizations. Employees who trust their employers are more productive and creative. Businesses that earn their customers' trust maintain better relationships and reap better results. Meanwhile, breaches of trust between companies and the public are becoming more frequent-and more costly. If you read nothing else on trust, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you build, maintain, and repair trust, both as a leader and as a company. This book will inspire you to: Develop trust through competence, legitimacy, and impact Understand the neuroscience of trust Follow through on your commitments to stakeholders Negotiate better with an untrustworthy counterpart See your company through the eyes of your customers Rebuild relationships after a breakdown of trust This collection of articles includes "Begin with Trust," by Frances X. Frei and Anne Morriss; "The Neuroscience of Trust," by Paul J. Zak; "Dig, Bridge, Collectively Act," by Tina Opie and Beth A. Livingston; "Rethinking Trust," by Roderick M. Kramer; "How to Negotiate with a Liar," by Leslie K. John; "The Enemies of Trust," by Robert M. Galford and Anne Seibold Drapeau; "Don't Let Cynicism Undermine Your Workplace," by Jamil Zaki; "The Trust Crisis," by Sandra J. Sucher and Shalene Gupta; "Customer Data: Designing for Transparency and Trust," by Timothy Morey, Theodore "Theo" Forbath, and Allison Schoop; "Operational Transparency," by Ryan W. Buell; and "The Organizational Apology," by Maurice E. Schweitzer, Alison Wood Brooks, and Adam D. Galinsky. HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever-changing business environment.

Empathy has been on people's mind a lot lately. Philosophers, evolutionary scientists and indeed former President Obama agree that an increase in empathy could advance us beyond the hatred, violence and polarization in which the world seems caught. Others disagree, arguing it is easiest to empathize with people who look, talk or think like us. As a result, empathy can inspire nepotism, racism and worse.

Having studied the neuroscience and psychology of empathy for over a decade, Jamil Zaki thinks both sides of this debate have a point. Empathy is sometimes an engine for moral progress, and other times for moral failure. But Zaki also thinks that both sides are wrong about how empathy works.

Both scientists and non-scientists commonly argue that empathy is something that happens to you, sort of like an emotional knee-jerk reflex. Second, they believe it happens more to some people than others. This lines people up along a spectrum, with deep empaths on one end and psychopaths on the other. What's more, wherever we are on that spectrum, we're stuck there.

In The War for Kindness, Zaki lays out a very different view of how empathy works, one that breaks these two assumptions. Empathy is not a reflex; it's a choice. We choose empathy (or apathy) constantly: when we read a tragic novel, or cross the street to avoid a homeless person, or ask a distraught friend what's the matter. This view has crucial consequences: if empathy is less a trait (like height), and more a skill (like being good at word games), then we can improve at it. By choosing it more often, we can flex our capabilities and grow more empathic over time. We can also "tune" empathy, ramping it up in situations where it will help and turning it down when it might backfire.

Zaki takes us from the world of doctors who train medical students to empathise better to social workers who help each other survive empathising too much. From police trainers who help cadets avoid becoming violent cops to political advocates who ask white Americans to literally walk a (dusty) mile in Mexican immigrants' shoes. This book will give you a deepened understanding of how empathy works, how to control it and how to become the type of empathiser you want to be.