| What you’ve seen | What you’ll build |
|---|---|
| Good people worn down by sub‑optimal managers | All managers skilled at relationship management |
| Politics, silos and pointless friction | Fighting silos and friction is in the DNA of every team |
| Leaders: “People are fungible (except me, of course)” | Leaders: “Relationships are the best part of the job” |
With C‑FASTR™, the way your people treat each other becomes
visible, measurable, and an advantage you can grow.
New companies need new playbooks.
Bain asked executives what stands between their companies and profitable growth. 85 percent named something internal rather than something in the market. Among the largest companies it reached 94 percent. The two most common answers were losing the mission that made the company matter, and the slow arrival of bureaucracy.
Internal is the part you can still reach.
Bain & Company, Founder's MentalityEvery company has to handle disagreement, missed commitments, and news nobody wants to deliver. Handling those well is a skill, which means it can be taught, practiced, and measured like any other capability you invest in. A company whose people are good at it moves faster, decides once, and keeps the people it spent a year recruiting.
Your people also keep the skill. It produces outstanding results at work, and it contributes to their lives beyond a paycheck, which is a reason to be here that a compensation band does not reach.
Feelings need interpretation before anyone knows what to do with them. Behavior points at something specific. When a dimension scores low, you know which behavior to work on, and your team practices it in the same engagement.
Whether the real conversation happens in the room, or afterward with different people.
A high score means the meeting is where it gets said.
Whether people can tell each other the truth, and take it when it comes back.
A high score means hard news arrives early and lands well.
Whether commitments hold, and what happens when they do not.
A high score means a missed commitment gets addressed, not absorbed.
Whether people understand each other's situations well enough to find answers that work for both sides.
A high score means people solve for both sides, not for their own side.
Whether people can rely on each other when it counts.
A high score means people extend it before it is earned twice over.
Whether the quality of working relationships is treated as part of the work rather than as something extra.
A high score means the relationship is part of the job, not a break from it.
An engagement survey measures how people feel about working for you, which is worth knowing and which usually needs focus groups and listening sessions before anyone can act on it. C-FASTR™ measures what happens between people: whether disagreement reaches the room, whether commitments hold, whether anyone says the hard thing. The two sit at different layers, and running C-FASTR does not mean giving up the survey you already have.
C-FASTR was built by a software engineer, over a 25 year career spanning organizational culture, process engineering, and program management, including seven years inside The Coca-Cola Company. That is why it produces a reading rather than an impression. Every CCS consultant is trained in the method and mentored through delivery before leading an engagement.
You see where the friction is concentrated, what it is costing you in execution, and which behavior to work first. Then the same measure runs again, so the second reading answers the question that matters to you: did it move.
| Eng | Product | Sales | Ops | Leadership | Avg | |
|---|---|---|---|---|---|---|
| Trust | 71% | 58% | 44% | 62% | 76% | 62% |
| Collusion | 47% | 38% | 31% | 52% | 44% | 42% |
| Feedback: Giving | 74% | 69% | 81% | 66% | 84% | 75% |
| Feedback: Receiving | 52% | 48% | 39% | 57% | 41% | 47% |
| Accountability | 68% | 55% | 79% | 72% | 63% | 67% |
| Sensitivity | 46% | 61% | 54% | 49% | 58% | 54% |
| Relationship Focus | 59% | 66% | 47% | 70% | 73% | 63% |
On every dimension a higher score is better. Collusion scores high when the real conversation happens in the room. Illustrative sample, not client data.
Feedback goes out easily and comes back hard, in every group. That gap is the first thing to work, and it is a teachable skill.
Sales reads low on trust and low on collusion. That is usually one problem showing up under two names, and it is the group closest to your revenue.
Leadership scores highest on trust and lowest on taking feedback. Worth a conversation now, while it is still a reading and not yet a reputation.
Your results come to you first. Individual responses are never attributed to anyone.
"C-FASTR is a practical, repeatable system that can help teams build trust fast. As trust rises, alignment happens sooner: priorities get clearer, decisions speed up, and cross-functional execution tightens. The result is tangible business impact through more predictable delivery, higher engagement, and stronger customer outcomes."
Pick the one that matches where you are. Each one stands on its own.
$24,500
You want the numbers before you commit to a program.
Credits in full toward an engagement started within three months.
From $60,000
You want the skills built, and evidence that they moved.
From $80,000
You want the culture to reach the people you never meet.
Managers build culture on their own teams rather than waiting for you.
$90,000
Your leadership team is ready to decide, together and out loud, what kind of company this is.
Continue into The Build within three months and it is reduced by $10,000.
Starting prices cover up to 25 people. Beyond that, price follows the number of groups, because the work is delivered in rooms of 25 and the assessment happens once regardless of size. Cost per person falls steadily as the company grows. CCS will price your company in the first conversation.
Companies in the top quartile of organizational health return three times more to shareholders than those in the bottom quartile, and twice the return on invested capital.
McKinsey Organizational Health IndexAbout ten hours of each person's time, spread across several months. Two surveys at fifteen to twenty minutes each, two half day sessions, and a two hour check-in. A handful of leaders are also interviewed, which adds about an hour for them.
Roughly double that, since the three additional sessions reach every group in the company rather than one.
Two full days for your senior leadership team, and a survey for everyone else.
What senior leaders live and what a team lead lives cannot differ at the soul level. Same structure, same contours, shaped by the people carrying it.
Relationship skills are learned in rooms with people in them, where someone is present to make sure everyone comes out of a hard moment better than they went in. Whether that room is physical or on video is your call.
In every session your people learn the six dimensions and how to read the report first, and see their own results second. A leader is never handed difficult numbers about their team and left alone with them.
Skills this difficult need a second pass. Every engagement comes back to the same rooms with new data and new material, because one session teaches a model and two build a habit.
"The session was engaging and thoughtfully facilitated, helping us identify areas of strength as well as those that need attention and improvement. The situational examples were especially effective. They really resonated with the team and made the content both relatable and impactful. It's a resource I would recommend to other organizations seeking to strengthen their culture and performance."
"I've sat through trainings that triggered more resistance than progress. C-FASTR was completely different. It addresses hard topics through relationship skills everyone can get behind, regardless of their politics. It gave us a way to talk about hard things without the room splitting apart."
"C-FASTR gave us language and tools for things we knew mattered but didn't know how to address systematically."
If that’s the company you want to build, then let’s talk.