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The article does touch on the two things that are realistically within your locus of control.

There's only so much you can do to change how trustworthy someone else is, but you can a) change how trustworthy you are to others, and b) identify how trustworthy someone else is. Those two points are what the article chooses to focus on.

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I'd argue that trying to be most trustworthy to untrustworthy people is often a way to get screwed even harder. On that project, since I was the most productive people who showed regular progress meant that the project manager rode me to get more stuff done rather than fixing the broken parts of the team. I was forced to pick up dropped balls constantly.

Identifying the untrustworthy people is super easy and doesn't help. It takes a only a few weeks to see that someone isn't putting the effort in. If you're on a project with that person, you're often stuck with it with no recourse if the organization and managers aren't willing to do something.

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