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Metas Threads app is leaning into impermanence. Starting Monday, the platform is rolling out ghost posts, a new post format for sharing fleeting thoughts that automatically disappear after 24 hours. Think Snapchat or Instagram Storiesexcept, for text. Unlike regular Threads posts, replies to ghost posts go straight to the users messaging inbox rather than inline, and only the author will be able to see who liked or responded to them. Its a subtle but significant shift toward private engagement within a public feed, providing a middle ground of sorts between Twitters public discourse model and Instagrams close-friends Stories. Meta says the feature is aimed at reducing the pressure of permanence and sparking more spontaneous conversation. Disappearing posts, reappearing trend If this sounds familiar, its because social media has been flirting with ephemerality for years. Snapchat built an empire on vanishing messages, and Instagram Stories borrowed the format and made it mainstream. Even X (formerly Twitter) experimented with Fleets, its own 24-hour post format, before quietly shelving the feature in 2021 after low engagement. Threads take, however, differs in intent. Rather than mimic Story-style content, ghost posts appear directly in the main feed where conversations actually happen and fade quietly after a day. Its a move that positions Threads as both reflective of older, text-driven social media, and responsive to users increasing desire for less performative spaces. Building a more flexible feed Ghost posts join a growing list of new Threads features designed to broaden the platforms creative range. Over the past few months, Meta has added support for 10,000-character text attachments, and a Spoilers toggle that hides media or text until tapped. Together, the updates seem to position Threads as a kind of social sandbox, one where both the long-form essay and the fleeting thought can coexist.
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Trust is the essence of collaboration: as Yuval Harari eloquently noted, we as a species would not exist if it werent for our superior ability to collaborate so effectivelyand its largely down to trust. In the days of our hunter-gatherer ancestors, decisions on trust were relatively straightforward, even when it came to appointing leaders. Indeed, our ancestors lived in small groups of closely related individuals and spent all of their time together. Furthermore, the key attributes they were interested in evaluating or judging were easy to observe: courage, practical knowledge, hunting and fishing dexterity, and physical strength. There was no need then for psychometric assessments, AI, or scientific tools to assess either leadership potential or integrity, and mistakes were extremely costly because if they picked the wrong leader the whole group would just vanish at the expense of better led rival groups. {"blockType":"mv-promo-block","data":{"imageDesktopUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/10\/tcp-photo-syndey-16X9.jpg","imageMobileUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/10\/tcp-photo-syndey-1x1-2.jpg","eyebrow":"","headline":"Get more insights from Tomas Chamorro-Premuzic","dek":"Dr. Tomas Chamorro-Premuzic is a professor of organizational psychology at UCL and Columbia University, and the co-founder of DeeperSignals. He has authored 15 books and over 250 scientific articles on the psychology of talent, leadership, AI, and entrepreneurship. ","ctaText":"Learn More","ctaUrl":"https:\/\/drtomas.com\/intro\/","theme":{"bg":"#2b2d30","text":"#ffffff","eyebrow":"#9aa2aa","buttonBg":"#3b3f46","buttonText":"#ffffff"},"imageDesktopId":91424798,"imageMobileId":91424800}} But, fast-forward to our modern times, things are uncomfortably complex and hard for everyone. At work we must infer whether we can trust our colleagues, coworkers, and bosses, even when we never met them in personthey are, in physical terms, purely pixels on the screen of our Zoom calls. In politics voters are asked to pick between shrewd politicians who have mastered the art of deceit and manipulation and specialize in telling people what they want to hear, irrespective of their actual leadership capabilities. Unsurprisingly, the world is led by heads of states who enjoy dismal levels of popular approval, even when they rose to power with legitimate voter support. As I illustrate in my latest book, politicians are the ultimate example of the disconnect between our perceptions of leaders authenticity, and their actual honesty or genuineness. And yet, there is still reason to be hopeful and no reason to give up. Fortunately, science provides serious lessons for improving our ability to trust the right person and minimize the risk that we end up trusting the wrong person. In fact, the science of trust includes hundreds of robust studies decoding the predictors or determinants of individual differences in trust, as well as practical learnings on how to infer them in the most objective, reliable, and risk-free way. Here are five key lessons to consider: 1) Despite the complexity of trust inferences, people make trust evaluations and decisions in a fraction of a second: As Amos Trervsky and Daniel Kahneman put it, humans may be capable of thinking slow or rationally, yet most of the time we think fast, which is a euphemism for not thinking at all. Indeed, not only do we make rapid, careless, and furiously fast inferences of other peoples character traits, we are also overconfident about the accuracy of our inferences, and stubbornly wedded to them to the point that no amount of evidence will change our mind. This may be the best explanation for why no amount of facts or evidence may change voters preferences even after its blatantly obvious that they chose poorly (not least because they themselves are disadvantaged by their own choices). The solution? Well, we must learn to distrust our instincts and refrain from following our gut feeling. It is only through gathering reliable and predictive data, and following the facts, that we can hope to focus on substance rather than style. This is particularly important when we are assessing potential candidates for leadership roles, whether its the president of a country or a senior leader in a firm. 2) Leaders who are just being themselves ought not to be trusted: As I illustrate in my latest book, there is a paradoxical relationship between how authentic we feel and how authentic other people think we are. In particular, behaving without any pressures to conform and displaying your uninhibited and uncensored thoughts and feelings to others will feel authentic to you while polarizing, alienating, and annoying others (it is, alas, what powerful and entitled leaders do when they stop caring about how others see them). In contrast, the leaders who are seen as not just trustworthy, but also competent by others, know how to manage their reputation, engage in strategic impression management, and go to great lengths to show only the best version of themselvesthat is, the elements of their character and identity that align with the situational demands. In other words, they know where the right to be themselves ends and their obligation to others begins. This is why empathy, self-control, conscientiousness, agreeableness, and EQ are far better predictors of leadership integrity and performance than self-perceived authenticity is. 3) Charisma is a dangerous signal. Although charisma is a clear enabler of effective leadership, not least because it helps people to emerge as leaders, it can also help leaders to mask their incompetence or unethical motives. In that sense, you can think of charisma as an amplifier: when leaders are honest and competent, it will help them in their quest to turn a group of people into a high-performing team; but when they are dishonest or incompetent (or even worse, both), their charisma will turn them into pretty harmful, destructive, and toxic creatures. Since charisma is often conflated with trustworthinesswe like and admire people who seem charismatic and therefore gravitate towards them, including when it comes to trusting themit would be usefl to resist the allure of charisma when we infer integrity or competence in leaders. Quiet, low key, serious, and intelligent people make excellent leaders even if they dont seem entertaining. Charismatic, charming, entertaining, and attention-seeking leaders may use their social skills to manipulate, influence, and seduce, especially when they have psychopathic, narcissistic, or Machiavellian tendencies. 4) Our ability to trust is significantly reduced under stress, anxiety, or pressure. This is obviously a huge problem, since in these instances it is usually imperative to trust the right person. In other words, the more we need to trust people, the more vulnerable we are to trusting the wrong person. The lesson here is obvious: dont make trust-related decisions when your emotions are clouding your judgment; first relax, breathe, look for the right moment and the right mental zone, then try to think rationally. 5) Some people are naturally more trusting than others: this depends not just on their personality, but also the culture in which they grew up. Paradoxically, prosocial and healthy cultures are more likely to engender trust, since free riders and imposters are less likely to emergebut this also makes those cultures more vulnerable and susceptible to such toxic agents. In contrast, corrupt, antisocial, and failed cultures will have low levels of trust, since everybody is rightly paranoid of being cheated or deceived by others. However, this will make it impossible to cooperate and collaborate in such cultures, which further contributes to their downfall. At the individual level, it is helpful to understand whether your bias is too much trust or too much skepticism, so you can always recalibrate or adjust your impressions towards a more objective center point. In the end, trust remains the ultimate leadership currency: hard to earn, easy to lose, and impossible to fake for long. Titles, charisma, or confidence may help leaders gain followers, but only integrity, a reputational accolade that must be gained through long-term actions rather than short-term impressions, keeps them there (unless they decide to keep themselves there through excessive force, power, or unlawful means). In an age where image routinely outpaces substance, the most trustworthy leaders will be those who act as if someone were always watching; not because they fear being caught, but because they dont need to hide. {"blockType":"mv-promo-block","data":{"imageDesktopUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/10\/tcp-photo-syndey-16X9.jpg","imageMobileUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/10\/tcp-photo-syndey-1x1-2.jpg","eyebrow":"","headline":"Get more insights from Tomas Chamorro-Premuzic","dek":"Dr. Tomas Chamorro-Premuzic is a professor of organizational psychology at UCL and Columbia University, and the co-founder of DeeperSignals. He has authored 15 books and over 250 scientific articles on the psychology of talent, leadership, AI, and entrepreneurship. 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U.S. President Donald Trump received a royal welcome on Monday in Japan, the latest leg of a five-day Asia trip which he hopes to cap with an agreement on a trade war truce with Chinese President Xi Jinping. Trump, making his longest journey abroad since taking office in January, announced deals with four Southeast Asian countries during the first stop in Malaysia and is expected to meet Xi in South Korea on Thursday. Negotiators from the world’s top two economies hashed out a framework on Sunday for a deal to pause steeper American tariffs and Chinese rare earths export controls, U.S. officials said. The news sent Asian stocks soaring to record peaks. “I’ve got a lot of respect for President Xi and I think we’re going to come away with a deal,” Trump told reporters on Air Force One before landing in the Japanese capital Tokyo. TRUMP MEETS JAPANESE EMPEROR Wearing a gold tie and blue suit, Trump shook hands with officials on the tarmac and gave a few fist pumps, before his helicopter whisked him off for a scenic night tour of Tokyo. His motorcade was later seen entering the Imperial Palace grounds, where he met Japanese Emperor Naruhito. Trump has already won a $550-billion investment pledge from Tokyo in exchange for respite from punishing import tariffs. Japan’s newly elected prime minister, Sanae Takaichi, is hoping to further impress Trump with promises to purchase U.S. pickup trucks, soybeans and gas, and announce an agreement on shipbuilding, sources with knowledge of the plans told Reuters. Takaichi, who became Japan’s first female premier last week, told Trump that strengthening their countries’ alliance was her “top priority” in a telephone call on Saturday. Trump said he was looking forward to meeting Takaichi, a close ally of his late friend and golfing partner, former Prime Minister Shinzo Abe, adding: “I think she’s going to be great.” Thousands of police are guarding Tokyo. A knife-wielding man was arrested on Friday outside the U.S. embassy and an anti-Trump protest is planned in downtown Shinjuku. Commerce Secretary Howard Lutnick and Japanese counterpart Ryosei Akazawa, architects of the tariff deal agreed in July, are set to hold a working lunch on Monday. Treasury Secretary Scott Bessent, travelling with Trump alongside Secretary of State Marco Rubio, is also expected to meet his new counterpart, Satsuki Katayama, for the first time. IMPERIAL WELCOME FOR TRUMP’S RETURN Trump was the first foreign leader to meet Naruhito after he came to the throne in 2019, continuing an imperial line that some say is the world’s oldest hereditary monarchy. Naruhito’s role, however, is purely symbolic, and the key diplomacy will take place with Takaichi on Tuesday. Trump and Takaichi are set to meet at the nearby Akasaka Palace, where he met Abe six years ago, and will be welcomed by a military honour guard. Among the investment pledges, the two countries will sign a memorandum of understanding on Tuesday on investment in shipbuilding, a source with knowledge of the plans said. Takaichi is also expected to reassure Trump that Tokyo is willing to do more on security after telling lawmakers on Friday she plans to accelerate Japan’s biggest defence build-up since World War Two. Japan hosts the largest concentration of U.S. military power abroad. Trump has said previously Tokyo is not spending enough to defend its islands from an increasingly assertive China. While Takaichi has said she will speed plans to boost defence spending to 2% of GDP, she may struggle to commit Japan to any further increases that Trump seeks, as her ruling coalition does not have a majority in parliament. Trump is due to leave on Wednesday for Gyeongju in South Korea, where he will hold talks with President Lee Jae Myung. Bessent told reporters the overall framework of a deal with South Korea was also done but would not be finalised this week. Thursday’s expected meeting with Xi will come after Washington and Beijing have raised tariffs on each other’s exports and threatened to halt trade involving critical minerals and technologies. Neither side expects a breakthrough that would restore the terms of trade that existed before Trump’s return to power. Talks to prepare for the meeting have focused on managing disagreements and modest improvements, before a visit by Trump to China expected early next year. Additional reporting by Antoni Slodkowski, Laurie Chen, Jihoon Lee and Ju-min Park Trevor Hunnicutt, John Geddie and Tim Kelly, Reuters
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