Faculty Bio

Dr. Marcia Reynolds

  • Name:
    Dr. Marcia Reynolds
  • Dr. Marcia Reynolds works with clients around the world who seek to develop effective leaders. She understands organizational cultures, what blocks communication and innovation, and what is needed to bring people together for better results. She has coached leaders, taught leadership and coaching classes, and spoken at conferences in 34 countries. She has 33 years of experience in organizational training and development, with 18 years as an executive coach. In her last corporate position, Marcia’s greatest success story came as a result of designing the employee development program for a semiconductor manufacturing company facing bankruptcy. Working with the executive staff, the company turned around and became top performing IPO in the United States in 1993. Marcia focused on shifting leaders to engage in more two-way communications and empowering cross-functional teams to become the heart of the organization. Excerpts from her books have appeared in many places including Harvard Management Review, Employment Relations Today, Forbes.com, CNN.com, Psychology Today and numerous business publication in Europe and Asia, and she has appeared on ABC World News. Her newest book, The Discomfort Zone: How Leaders Turn Difficult Conversations into Breakthroughs, hit #2 on the hot new releases on Amazon two months before it was released.  Marcia was the 5th global president of the International Coach Federation and one of the first 25 people in the world to earn the Master Certified Coach designation. Her doctoral degree is in organizational psychology with a research focus on high-achievers in today’s corporations. She holds two masters degrees in education and communications.

  • Upcoming Seminars:
    Courageous Coaching:
    How Leaders Turn Difficult Conversations into Breakthroughs
    with Dr. Marcia Reynolds
        Leaders often face the challenge of helping employees see things differently. Helping others see their blind spots, gaps in logic, and barriers to change means you have to challenge how they think. You can’t tell them to think differently and expect results. You have to listen in a specific way to...

  • Previous Seminars: