T3 certification

Training professionals have one of the most challenging roles in any organization—managing expectations from the executive team and the staff at large. The Speed of Trust is uniquely designed to align the pragmatic results oriented focus of the executives with the quality of life and contribution orientations of the workforce at large. As Al Carey CEO of FritoLay expressed it:
“The Speed of Trust is the best training program I have seen—it is not a training program, it is a process of managing, it is the only program I have seen that I have seen that spans all the functions, this can be used in each of the functions whether it be our engineers, our marketing people, our sales or our finance people and I have not seen any programs that work well across all the functions.”
The Speed of Trust was conceived and developed by a CEO practitioner, and its pragmatic results-oriented approach appeals to executives and workers alike.
Whether a training professional or a line leader, the Speed of Trust multimedia materials are world class in their design. Our train the trainer approach equips leaders to quickly master and model the 4 cores of credibility and 13  behaviors of high trust leaders.

3 ways to certify:

  1. Attend a public workshop and train the trainer session.
  2. Engage us to bring the training and train the trainer session in house to certify several trainers or line leaders at once. Many clients combine this choice with simultaneously training additional managers or workers simultaneously to maximize the investment and jump start efforts.
  3. Online fast track certification. Contact us for more information.

    Attend Open Enrollment Leading at the Speed of Trust Workshop and Train The Trainer

Whether you are a learning professional or line leader and regardless of the way you certify and master The Speed of Trust curriculum you will play a influential role is transforming your organization into a high trust high performance enterprise.

Clients report that in a high-trust team or organization,
they typically observe behaviors, such as these:

  • Information is shared openly
  • Mistakes are tolerated and encouraged as a way of learning
  • The culture is innovative and creative
  • People are loyal to those who are absent
  • People talk straight and confront real issues
  • There is real communication and real collaboration
  • People share credit abundantly
  • There are few “meetings after the meetings”
  • Transparency is a practiced value
  • People are candid and authentic
  • There is a high degree of accountability
  • There is palpable vitality and energy—people can feel the positive momentum.

Clients tell us that in a low-trust, low-performance organization they typically see cultural behaviors like the following:

  • People manipulate or distort facts
  • People withhold and hoard information
  • People spin the truth to their advantage
  • Getting the credit is very important
  • New ideas are openly resisted and stifled
• Mistakes are covered up or covered over
  • Most people are involved in a blame game, badmouthing others
  • There is an abundance of “water cooler” talk
  • There are numerous “meetings after the meetings”
  • There are many “undiscussables”
  • People tend to over-promise and under-deliver
  • There are a lot of violated expectations for which people make many excuses
  • People pretend bad things aren’t happening or are in denial
  • The energy level is low
  • People often feel unproductive tension—sometimes even fear

When we ask client which of the above represents their organizations,

most are already looking at the low trust list — laughing and saying, “That is our company.
That’s exactly what happens in our organization.”
Then we ask them questions about the results of these behaviors, such as:
  • What is it like to work in your company?
  • What percentage of your time is focused on the real work?
  • What is your ability to partner—internally? . . . externally?
  • How are “sacred cows” dealt with?
  • How collaborative is your culture?
  • What is innovation like?
  • Are co-workers engaged?
  • How well are people able to execute the strategy?
  • Do people know what the organization’s priorities are?
  • Do the decision-makers get the data they need—unfiltered?
  • What are meetings like?
  • What about ethics? Is it a matter of compliance or of doing-the-right-thing?
  • What is the span of control?
  • What kinds of systems and processes are in place?
  • What is the impact on speed?
  • What is the impact on cost?
Organizational design expert, Arthur W. Jones, has said, “All organizations are perfectly aligned to get the results they get.” We at The Speed of Trust Practice we would add: “All organizations are perfectly aligned to get the level of trust they get.”
“The ability to establish, grow, extend, and restore trust with all stakeholders—customers, business partners, investors and co-workers—is the key leadership competency of the new, global economy.” Stephen M R Covey
The opportunity at hand is to transform our teams and collectively our organizations at large to increase the dividends of high trust behavior and reduce or eliminate the behaviors that exact a low trust tax.