Google Ad #1 - desktop - 728x90

Google Ad #3 - desktop - 728x90

Google Ad #1 - mobile - 300x200

Google Ad #3 - mobile - 300x200

ATD_Half_Page

Googel Ad #1 - Side Bar - Content pages

ATD Footer Logo

Megan Marshall is the chief customer officer and head of executive coaching at AIIR Consulting, where she leads the organization’s executive coaching strategy globally. In her role, Marshall ensures that AIIR offers best-in-class coaching that delivers measurable results. She collaborates with both clients and the internal team to implement and scale leadership initiatives for maximum impact.Marshall graduated Summa Cum Laude from the College of Charleston with a BA. in corporate communication and earned her master’s degree in talent and organization development and executive coaching from the McColl School of Business at Queen’s University.

Megan Marshall

March 2025 - TD Magazine

Build a leadership succession pipeline that flows from frontline management to the C-suite.

Who's Next in Line?

Pam Marshall Annitto is a professional adventurer at Leadership Adventure Strategies. She helps leaders and teams maximize their potential via coaching and experiential, adventure-based training. Jill's professional journey began when she joined the US Army, out of a desire for adventure and service, and discovered her passion for mentoring others. Since then, she has developed leaders and teams in a variety of organizations, including Booz Allen Hamilton, and FINRA (the Financial Industry Regulatory Authority). In 2015, Jill launched her firm, Leadership Adventure Strategies. Adventure and service remain important to her. As a challenge course facilitator, Jill uses outdoor and indoor experiential activities to help people become better leaders, communicators, and collaborative problem solvers. She is also a past president of the Metro DC ATD Chapter. Jill is an International Coach Federation Associate Credentialed Coach, and holds a number of other industry certifications. To learn more, visit www.leadershipadventurestrategies.com.

P. Jill Marshall Annitto

John Reed is an executive coach, a trusted advisor to senior leaders, and the leading advocate for more substantial standards and competencies for practicing coaches to professionalize the discipline. He is a MG100 Coaches member, helping talented people excel further. Reed specializes in serving C-level leaders, founders, partners, boards, teams, and other senior professionals. Three organizations, including Marshall Goldsmith Stakeholder Centered Coaching and the International Coaching Federation, designate him as a master coach.Reed integrates expertise in leadership, strategy, psychology, and coaching. He received an MBA from the Tuck School of Business at Dartmouth College and a PhD in psychology from the University of Georgia with an internship at Emory University. He serves as a licensed business psychologist. Reed is a US Navy veteran and previously worked in the Accenture strategy practice. In 2005, he began his coaching practice, Quinn Reed Associates, to help leaders reach new heights.Reed is a founding fellow and contributing author at the Institute of Coaching at McLean/Harvard Medical School. His latest book, released in 2022, is Pinpointing Excellence: Succeed with Great Executive Coaching and Steer Clear of the Rest. His most recent recognition is the Distinguished Psychologist in Leadership Award received in 2023 from the Society of Psychologists in Leadership.

John Reed

I was raised in Utah, where a cultural aversion to hard conversations often exists. People value harmony, so hard truths are sometimes softened to the point of marshmallow-like meaninglessness. Other cultures across the US—and throughout the world—have similar aversions.But I’ve learned that avoiding necessary conversations doesn’t preserve relationships—it erodes them. The challenge is not whether to have a conversation, but how to do so in a way that aligns with cultural values. Here’s how you can navigate this.Start With Warmth, Then Add CandorIn cultures that prize politeness, the key to effective conversations is blending truth with warmth. Start with a statement that affirms the relationship before raising the concern. Instead of jumping straight into the problem, say something like:“I really value working with you, and I want to make sure we’re both set up for success. I’ve noticed something I’d love to get your thoughts on.”This approach signals that your intent is not to attack but to strengthen the relationship.Lean On Shared ValuesIn cultures that place a high value on hospitality, kindness, and community, frame your concerns in a way that aligns with these values. For example:“Our team is important to me, and I want to make sure we’re supporting each other as a team. I think if we talk about this openly, we can find a solution that works for everyone.”When you connect the conversation to what people already care about, it feels less like conflict and more like collaboration.Respect the DanceIn some cultures, conversations are direct and quick. In others, they are more like a dance—gradual, measured, full of subtle cues. People may circle the issue before approaching it directly, testing the waters with humor, shared stories, or indirect hints. If you push too hard or move too quickly, it can feel like stepping on toes—disrupting the rhythm of the exchange. If the person you’re speaking with prefers a slower, more indirect approach, let them set the pace. Give them space to process.Silence isn’t always withdrawal—it’s often respect. By honoring the natural flow of the conversation, you make it more likely that both of you will stay engaged, rather than retreating into politeness or passive resistance.Remember: Kindness Without Honesty Isn’t KindnessMany people equate kindness with avoiding hard conversations. But real kindness isn’t about keeping the peace at all costs—it’s about caring enough to address issues before they grow into resentment. The most respectful thing you can do is to be clear in a way that preserves dignity.I have a colleague who grew up in the Deep South. She told me that in her family, disagreeing openly was considered a sign of bad manners. As she got older, she realized something—when people didn’t speak up, problems festered. Relationships suffered. And when someone did finally say something, it often came out in an explosion of long-suppressed frustration.She learned that being honest didn’t have to mean being harsh. She found ways to be clear and warm.Caring isn’t about avoiding crucial conversations. It’s about having them in a way that respects both the relationship and the truth. And when you do that, you’re not just honoring cultural norms—you’re elevating them. 

How to Respect Cultural Differences in Crucial Conversations

Laura Nagy began her professional journey with the US Department of Homeland Security’s Transportation Security Administration. During her time in the behavioral analysis unit, she developed foundational expertise in behavioral analysis, which later became a cornerstone for her transition into roles in L&D.For nearly 14 years, Nagy traveled across the US to establish new behavioral analysis training programs, execute basic training sessions, and manage both instructor development and curriculum development programs at the Federal Law Enforcement Training Center.The shift from the federal to the civilian sector marked a significant pivot in Nagy’s career. She is currently the IT training manager at Michigan State University, where she has led the training program for nearly four years. The position enables her to leverage her extensive background in leadership, training program startup, instructor development, facilitation, instructional design, and training administration within the higher education landscape.Nagy holds accredited certifications from the Federal Air Marshal Training Center in facilitation and instructor development. She also possesses the distinction of Certified Professional Training Management and is certified in Strategic Business Planning (C-SBP). Additionally, a former Israeli military officer taught and certified her in behavioral analysis and questioning techniques. Nagy also has conducted certification courses for NASA instructors at the Kennedy Space Center.

Search results for 'Megan Marshall'

Categories

Refine By