If you're not following Gravity Payments CEO Dan Price on Twitter, do it now.

An anomaly in the world of highly-paid C-levels, Price veered off the money-paved path and decided his employees deserve more. He gave up more than $1 million in annual compensation to guarantee a minimum $70,000 salary for each of his employees.

This isn't a promo for the trailblazing CEO, though. It's a treatise on trust. Since overturning the money-making apple cart in 2015, he's been vocal about the painful discrepancy between the income of C-levels and the financial lack of many employees. That's key -- especially since most of us (myself included) don't fully appreciate the schism that exists. 

All of Price's stats-driven observation are astounding, but this recent Tweet opened the door to a new realization: 

The second half is what struck me -- "Half the workers have been convinced they're poor because of 'China.' "

Let me reframe: The spotlight is continually shifted from CEO compensation to employee compensation -- and where those numbers lag, outside forces are scapegoated. All of this avoids the damning question: Why do CEOs make in one day what an employee makes in a year? Is that justified by what they do?

Most of the time, no, though I encourage you to read more in The New York Times's recent article on the subject. More importantly, the shifty finger-pointing that happens when compensation talk arises damages employee trust. How can an employee have faith in a CEO when he or she refuses to even acknowledge a question about fair compensation? 

Price is bringing this all to light. Transparency is key. Acknowledgement of pay discrepancy is part of modeling honesty. And answering questions about fair remuneration is not only good, it's necessary.

We no longer live in a time when C-levels can escape the limelight when it suits them. Equity and fair pay are top of mind for generations flooding the workforce, and business leaders need to be able to look them in the eye and tell them: 

"I have no obligation to share what I make or explain what I do to earn that money, but I understand how important it is to trust me. That trust begins with transparency. So I will lead with honesty and equity, understanding that your work makes our collective success possible."

This begins at the beginning -- with nascent startups and early-stage business owners. Set the expectation now that you will be open about what you do, why you do it, and how you compensate yourself for that work. Explain your compensation philosophy. And in the years to come, as you enjoy growth and mounting profits, be honest about who made that growth possible and pay accordingly.

Take a cue from Price, who recently tweeted: "I'm called a 'self-made' millionaire. I got money through luck and hard-working employees."