Brandon Pipkin


As an author, business consultant, and master facilitator, I specialize in helping people reach their potential at work and in life.

My focus is on creating premier leaders, high performance individuals & teams, and world-class sales organizations.

Having trained and coached individuals from 400+ global organizations, I’ve seen firsthand the severe negative consequences of a trust deficit. When a team doesn’t trust each other or their leader, productivity declines, culture sours, and people get bitter and leave. And think of how difficult (or non-existent) the sales process is if customers don’t trust a sales person.

I have a bachelors degree in Organizational Leadership, with a specialization in organizational development and HR. I hold an MBA in Healthcare Management. My certifications include FranklinCovey FOCUS, Blanchard Situational Leadership II, SOCIAL STYLES, Caliper Assessments, Critical Negotiation Skills, Critical Selling Skills, Critical Coaching Skills, and a multitude of sales courses. 

My Trust Story

I worked for a consulting organization focused on creating championship mindsets.

As a prospective client, the general manager of a major league baseball team and I were in discussions about how we could help the team win more games through our services.

We scoped out their needs and a potential solution which I took that back to my team. Two senior leaders of my organization took what I said the client wanted and turned it into a proposal 15 times larger than the original scope.

I pushed back. I knew what wasn’t what the client wanted. Though I protested twice, I was clearly told I needed to present that solution.

As I did, the general manager stopped me and asked, “Brandon, did you listen to me the last time we talked?”

“Yes,” I replied.

“Then why are you presenting this to me?”

I did my best to tactfully give an answer without ‘throwing anyone under the bus,’ then restarted the presentation.

Again, the client stopped me and asked, “Brandon, did you listen to me last time we talked?”

“Yes, Dan, I did.”

“Then why are you presenting this to me?”

Dan was clearly and kindly requesting honesty.

I had a choice to make. Tell the truth when it might hurt or continue the façade.

I came clean. I told him I was aware this wasn’t what he wanted and why leadership had inflated the proposal.

What followed was unexpected. Dan asked if he could meet with my team and let them know exactly what he wanted. He told them the initial scope should have been what we presented to him, not the inflated proposal.

I’m glad I pushed back on my organization when I knew we weren’t serving the client. What I wish I had done differently, however, was immediately acknowledged to Dan the proposal wasn’t what he wanted.

My Trust Temperament

The Professor

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