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Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach posted thisOvercoming Fear and Control - From Richard Rohr Our natural tendency in showing up to our situations are reactive behaviors defined as controlling, protecting, and complying for the sake of winning and keeping our fears hidden. We are wrapped and sometimes even trapped in our fear. We want to go beyond it and yet somehow it controls us. We fear what we do not know and do not understand. We fear that what we are afraid of will control us, while we long to control our own lives. Deep down, we long for freedom, but if we want to be free from fear, we must be willing to gaze into ourselves and even into God’s eyes. We must be willing to ask ourselves the right questions: What is it that we desire? What is it that we’re trying to protect? What is it that we’re afraid is going to overtake us and control us? We can’t attack fear head on. We can’t simply say to ourselves, “Don’t be afraid” because it doesn’t work. It isn’t that simple. We have to go deeper, be curious about where the fear is coming from, and trust God with it. #leadership -
Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach posted this#Leaders, the human condition and delusion seems to be this: We think someone else is always the problem, not ourselves. Human nature always wants either to play the victim or to create victims—and both for the purposes of control. #leadership #selfawareness -
Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach posted thisA Harmful Delusion - From Richard Rohr Father Richard Rohr identifies the human impulse to solve problems by blaming others: The human delusion seems to be this: We think someone else is always the problem, not ourselves. We tend to export our hate and evil elsewhere. In fact, this problem is so central to human nature and human history that its overcoming is at the heart of all spiritual teachings. Human nature always wants either to play the victim or to create victims—and both for the purposes of control. In fact, the second follows from the first. Once we start feeling sorry for ourselves, we will soon find someone else to blame, accuse, or attack—and with impunity! It settles the dust quickly, and it takes away any immediate shame, guilt, or anxiety. In other words, it works—at least for a while. So, for untransformed people, there is no reason to stop creating victims or playing the victim. If we read today’s news, we see the pattern has not changed. Hating, fearing, or diminishing someone else holds us together, for some reason. The creating of necessary victims is in our hardwiring. Philosopher René Girard called this “scapegoat mechanism” the central pattern for the creation and maintenance of cultures worldwide since the beginning. It’s hard for us to hear, but the most persistent violence in human history has been sacred violence, or more accurately, sacralized violence. Human beings have found a most effective way to legitimate their instinct toward fear and hatred. We imagine we are fearing and hating on behalf of something holy and noble like God, religion, truth, morality, our children, or love of country. It takes away our guilt. As a result, we can even think of ourselves as representing the moral high ground or as being responsible and prudent. It never occurs to most people that they can become what they fear and hate. It’s a well-kept secret. Without wisdom, we justify violent and even immoral actions for the sake of something honorable like “protecting the children.” Unless scapegoating can be consciously seen and named through concrete development, owned mistakes, shadow work, or repentance, the pattern will usually remain unconscious and unchallenged. #leadership #leadershipdevelopment -
Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach shared thisLet this post soak in….does this sound too close to home?Brad Parcells, Certified Executive and Leadership Coach shared thisVibhas Ratanjee and Otto Scharmer on why the billions spent on #leadershipdevelopment don't yield the leadership that is needed: "Leaders usually know what needs to shift. "They’ve read the books. They can articulate the principles. #Psychologicalsafety. #Growthmindset. #Servantleadership. #Empathy. #Collectiveintelligence. The gap isn’t knowledge. 'It’s the capacity to operate from that knowledge under pressure,' Scharmer said. 'You can know intellectually that you should listen without interrupting. But when anxiety rises, when timelines compress, when your own performance is being evaluated, you default to habitual response.' "That default isn’t conscious choice. It’s conditioned reflex shaped by years of organizational life. "It’s #absencing as survival strategy. "Most leadership development treats this as a skill gap. More training. Better frameworks. Clearer competencies. "But you cannot #skill your way out of a #consciousness problem. You cannot train someone to presence while systems reward absencing." -
Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach posted thisI was recently reading a story about Stuart Scott, the ESPN broadcaster, and fellow UNC Tarheel, who just did not report, but ushered in a revelation blending culture with the broadcast booth, he said this that resonates with me about resilience, perseverance and having a vision and purpose for yourself, " Don't downgrade your dream just to fit your reality. Upgrade your conviction to match your destiny." Leaders, how are you upgrading your convictions to match your destiny? #leadership -
Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach posted thisLeader's, how are you building your organization culture? Leaders build great work cultures by having and communicating (or setting) clear values and consistently modeling them through their actions and behaviors. Culture is shaped less by slogans and more by daily behaviors -- how leaders communicate, make decisions and treat people. Trust grows when leaders are transparent, listen actively and follow through on commitments. Empowering employees with autonomy and accountability creates ownership and innovation, while recognition reinforces positive behaviors. Strong leaders also prioritize psychological safety, allowing people to share ideas and learn from mistakes without fear. By aligning purpose, people and performance, leaders create environments where individuals feel valued, motivated and inspired to do their best work together. #leadership -
Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach posted thisWhy Change is Hard! Understanding and changing #Leadership behaviors always starts at the surface level (that upper part of the iceberg seen from the surface). Staying at the surface reveals changes that last a few weeks or months, but sustainable and transformational change requires going deeply below the surface (where three quarters of the monster iceberg resides) and staying there as a journey, not a destination to navigate, to touch, to understand, to experiment on new behaviors and outcomes. This is not easy as it requires us to be conscious, intentional, observant and curious about our leadership development and the motivations that drive our behaviors and outcomes. My colleagues call this taking a "Hero's Journey" and it is hard, slow and diligent work. The word "Repent” (or metanoia in Greek) comes to mind that means to turn around, to change. I believe, most of us want to change our leadership impact. So, I ask you, are you willing to take this journey; to open yourself up and to peel back the layers of who you are and to better understand the gaps in your leadership? Many of us are not willing to change, simply because we’re not willing to turn away from ourselves! Usually, we’re in love with our way of thinking, our way of explaining, our way of doing things, our identity. One of the greatest ways to protect ourselves from truth is simply to buy into some kind of surface level or cheap conventionalism and call it tradition. But great traditions always call people on a journey of faith to keep changing. There’s no other way we can open up to all that we are asking of ourself. There’s no way we can open up to all we have to learn or experience, unless we are willing to let go of the idols of yesterday and the idols of today. The best protection inhibiting deep change, typically come from authority figures and experiences in our first half of life as we have built a whole system around it—and then we sit there for the rest of our lives. The way we are transformed doesn’t happen quickly, the way that Saul did when he met Jesus on the way to Damascus. Most of us, though, would prefer some process of surface conversion, a series of conversations, trials and examples over a few weeks, with messaging saying, “Hey, I’m into something new. Do I want to be a part of it? Let’s go.” I hope you realize that we’re all called to change. That point comes when we’re ready to let go of our nets: our sense of self, our security systems, and the way it’s always been. Are you inspired to ask, What am I asking myself to do? Where am I asking myself to go? Am I ready and willing for a Hero's Journey? #transformation #leadershipdevelopment #selfawareness -
Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach
Brad Parcells, Certified Executive and Leadership Coach posted thisLeaders, Listen Up ~ Are You Worthy of Trust? Effective leaders are trustworthy people. If folks don’t trust you, it’s very hard to influence them. For over twenty years, Barry Posner and Jim Kouzes have conducted research to learn what people expect in their leaders. Since 1987, they’ve published their results in four editions of The Leadership Challenge. The primary item that individuals report that they expect in their leaders is honesty. We want and need our leaders to be truthful, ethical, principled, and of high integrity ~ authentic sums it up. Have you ever resolved conflict between two individuals who don’t trust each other? How easy was that? Exactly! “Trust” is a conclusion we tend to draw subconsciously. Rarely do we understand the facts that lead us to that conclusion. When someone says, “I don’t trust him,” you may ask, “Why is that?” Here is a tool for answer that question: Start by thinking of someone you deeply trust. Also, think of someone you don’t trust. You need both to do this simple three-element model to test your relationships with these two individuals who represent the extremes of people you know: 1st element for trust to exist is “competence”. The question is, “Do I believe that this person is capable of doing whatever he or she claims to do?” 2nd element is “honorable motive”. The question is, “Do I believe that this person offering help is doing so from a genuine desire to serve? Or is there some intent there that is more selfish?” 3rd element is “reliability”. The question is, “Do I believe that this person is committed to doing (and actually does) whatever it takes to keep his or her promise, even if the going gets rough?” All three areas are required for trustworthiness! This model is also helpful in providing feedback to your reports for their growth. A person can improve the first characteristic, competence, by seeking additional training and experience (practice). The second and third criteria can be improved if people receive genuine and loving feedback and make different choices about their future behaviors. The best way to apply these three criteria, however, is to your own behaviors. Do you claim competence only in areas where you really have it? Are you careful that your motives are pure, genuinely desiring to serve those you influence? And do you make promises sparingly, making sure to follow up on every expectation you generate? As a leader, your behaviors are watched all the time, and people are making judgments about your trustworthiness based on what they observe. I encourage you to build your competencies continually through personal growth, to think through why and how you are contributing your services, and to follow-through on every commitment you make! #leadership #leadershipdevelopment #trust -
Brad Parcells, Certified Executive and Leadership Coach reposted thisBrad Parcells, Certified Executive and Leadership Coach reposted thisCrucial conversations are an operational skill NOT just a people one. Most leaders don’t avoid hard conversations because they don’t care, they avoid them because they don’t want to damage trust, morale, or relationships. However, avoiding the conversation doesn’t protect the team, it usually does the opposite. Across growing teams, the moments that most impact performance, culture, and retention aren’t the big announcements…they are the quiet, uncomfortable conversations that either happen well or don’t happen at all. Crucial conversations tend to show up when: - Expectations weren’t as clear as assumed - Performance has slipped, but the context matters - Tension is building between teammates - Accountability is needed, but trust must be preserved The strongest leaders approach these moments with structure, not emotion. A few principles that consistently make these conversations productive: 1. Be clear on the outcome, not just the issue: The goal isn’t to “be right”, it is to align on what needs to change, why it matters, and what good looks like going forward. 2. Separate intent from impact: Most misalignment isn’t malicious, name the impact without assigning blame to keep the conversation grounded and constructive. 3. Anchor to shared expectations: Hard conversations land better when they reference agreed-upon standards, not personal frustration. 4. Make it safe to respond: The best conversations aren’t lectures, they create space for perspective, context, and dialogue. 5. Close with clarity What’s changing? What support exists? What happens next? For emerging leaders especially, this is important to remember…crucial conversations aren’t a sign something is broken, they are a sign leadership is happening. When handled well these conversations build trust, strengthen teams, and prevent much bigger problems later. That’s people LEADERSHIP and OPERATIONAL DISCIPLINE working together. #YourWorkbench #Leadership #PeopleLeadership #CrucialConversations #TeamEffectiveness #ManagerDevelopment
Brad Parcells, Certified Executive and Leadership Coach commented on a post
2w
I-Wen, such a beautiful post. Thank you for including me and the others who have been instrumental in your growth as a leader and coach. It was a privilege to partner with you. Call on me anytime. Please stay well.
Brad Parcells, Certified Executive and Leadership Coach commented on a post
1mo
To all at Turknett Leadership well done on these recent awards of being best coaches in Atlanta 2026. Congratulations to all and a deep thank you for including me in this honor. I am very grateful.
Brad Parcells, Certified Executive and Leadership Coach replied to a comment
3mo
Ramon Ricabal Hi Ramon, so sorry that I did not see your message until now. Yes, I am well and hope you are too. I appreciate you and all the credit from working together all goes to you, Ramon.
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Brad Parcells, Certified Executive and Leadership Coach liked thisBrad Parcells, Certified Executive and Leadership Coach liked thisMost leaders say they want innovation and fresh thinking... But sometimes, we unintentionally hire, promote, and develop people who think, behave, communicate, and operate exactly like we do. Nolan Bushnell, the founder of Atari back in the late 70s/early 80s created a culture in which he saw potential in unconventional people who didn’t always fit the traditional mold. One of those employees was a young technician who was difficult, brash, and very unconventional, ...and is now a household name. While results, values, and leadership character are foundationally important to organizational culture, sometimes extraordinary leadership potential arrives in a quirky package. If every future leader in the organization acts and thinks exactly like the current leaders… You may not be building a leadership pipeline; you may just be cloning yourself. Turknett Leadership Group #Leadership #LeadershipDevelopment #TalentManagement #ExecutiveCoaching #SuccessionPlanning
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Brad Parcells, Certified Executive and Leadership Coach liked thisBrad Parcells, Certified Executive and Leadership Coach liked thisTaking legal advice from FRIENDS? The fastest way to create unrealistic expectations is comparing your case to someone else’s settlement. Real value comes from facts, insurance coverage, and legal strategy. Shaun Young Wisehart Wright Trial Lawyers
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Brad Parcells, Certified Executive and Leadership Coach liked thisBrad Parcells, Certified Executive and Leadership Coach liked thisIf you can only succeed in your role by overextending yourself, that’s not ambition—it’s misdesign. And in most teams, it shows up quietly. Work gets done through personal stretch, not clear structure. “Above and beyond” becomes the baseline. And exhaustion gets reframed as commitment. But strong teams don’t rely on stretch. They rely on precision. Clarity around what’s required. Clarity around capacity. Clarity around boundaries. Without that, trust breaks down. Because trust isn’t just about people—it’s about predictability in how work flows. When that disappears, risk increases silently: missed signals, inconsistent standards, last-minute fixes, hidden overload. This is where ego is often misunderstood. Unhealthy ego can silence people and inflate overreach. But healthy ego is what protects standards. It’s what allows someone to say: “This isn’t scoped properly.” “This won’t work as planned.” “This needs to be reset.” Without that, teams become too accommodating. And misdesign gets reinforced. Because no one challenges it early enough to matter. Real teamwork isn’t people doing more. It’s a system where no one has to consistently operate outside design just to keep things working. #Leadership #Teamwork #WorkCulture #Performance #PsychologicalSafety
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Brad Parcells, Certified Executive and Leadership Coach liked thisBrad Parcells, Certified Executive and Leadership Coach liked thisYesterday marked my 30-year sobriety birthday, and I wanted to celebrate by sharing one gratitude for each decade. 1. My sobriety will always be the most important thing I do, because it allows me to fully love—and be loved by—the people who matter most in my life. I’m grateful for it every single day, even when it feels like a street fight. 2. Five years ago, a woman approached me in an airport and thanked me for writing about sobriety as a superpower. She said it helped her get sober. I’m grateful for all the people whose words helped me along the way. Before boarding her flight, she asked if I’d accept a gift from a stranger. I said yes. She handed me her first AA chip. I carry it in my purse every day. We were never strangers. 3. My favorite line from the AA Big Book reads: "That is the miracle of it. We are not fighting it, neither are we avoiding temptation. We feel as though we have been placed in a position of neutrality—safe and protected. We have not even sworn off. Instead, the problem has been removed. It does not exist for us. We are neither cocky nor afraid. That is our experience. That is how we react so long as we keep in fit spiritual condition." Understanding and keeping in fit spiritual condition has been a decades-long challenge for me. I wrote about it in the final chapter of Strong Ground and I thought I'd share that full chapter with you today as a "thank you." To read, go to the home page of brenebrown.com. Today I am sober af and I am grateful. ❤️
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Brad Parcells, Certified Executive and Leadership Coach liked thisBrad Parcells, Certified Executive and Leadership Coach liked thisJust another reason why I love EZRA. They know that their most valuable assets are the coaches and they take good care of them, making sure to acknowledge all the hard work. Happy International Coaching Week 🎉
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Brad Parcells, Certified Executive and Leadership Coach liked thisBrad Parcells, Certified Executive and Leadership Coach liked thisThe comfort zone is a beautiful place, but nothing ever grows there. In leadership and in life, there is a haunting reality we must all face: the scariest place to be is the exact same place you were last year. Stagnation is the silent killer of potential. When we stop evolving, stop learning, and stop challenging the status quo, we don't just stand still—we fall behind. Growth requires the courage to be uncomfortable. It demands that we trade the safety of the "known" for the possibility of the "new." As leaders, we have a sacred responsibility to ensure our teams aren't just repeating the same year over and over again, but are consistently stretching toward their higher selves. To lead for a new era, you must be the catalyst for that evolution. You must be willing to shed old habits, embrace "reverse mentorship" from your failures, and move toward a more human-centric way of leading. Don't let another year pass in the shadows of the familiar. Choose to grow, choose to change, and choose to lead with heart. Ready to break the cycle of stagnation and lead your team to new heights? Transform your organization’s mindset by ordering copies of my Amazon Bestseller, "The Blueprint of Leadership," for your entire team today. Let’s build a future where growth is the only standard. Invest in your team’s growth. Order on Amazon today: https://geni.us/s2nooOD
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Brad Parcells, Certified Executive and Leadership Coach liked thisBrad Parcells, Certified Executive and Leadership Coach liked thisEverything looks right on paper. Your job’s fine. Your relationships are solid. But something still feels . . . off? What if that feeling isn’t a problem to fix, but a clue to follow? 🔎 Sometimes returning to the basics (your passions, your talents, your values) can point you toward your true calling. Have you discovered your calling? Let us know in the comments so we can cheer you on 🎉
Experience & Education
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Turknett Leadership Group
View Brad Parcells,’s full experience
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Licenses & Certifications
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Enneagram Certified Practitioner
CrossPoint Ministry
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The McKinnon Way of Executive and Leadership Development
The McKinnon Company
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Certified Professional Coach
Institute for Professional Excellence in Coaching (iPEC)
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Energy Leadership Index Master Practitioner
Institute for Professional Excellence in Coaching (iPEC)
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Volunteer Experience
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Guest Speaker & Lecturer
Georgia College and State University
- 4 years 1 month
Education
Annual Fall lecture on the art of selling to senior undergraduate students in an advanced marketing and selling techniques under Dr. Amit Poddar, Assistant Professor of Marketing.
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Guest Speaker & Lecturer
Chattahoochee Technical College
- Present 9 years 9 months
Understanding and Mitigating Conflict Management to class of senior nursing students.
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Member
CEO Netweavers
- Present 7 years 4 months
An engaged and diverse community of current and former CEO’s and select group of trusted advisors committed to freely sharing their relationships, knowledge and skills while cultivating trusted relationships.
This is accomplished by actively engaging in outreach programs that help the business community as well as programs that help each other as we grow and expand our businesses. -
Mentor to EMBA Students
Kennesaw State University - Michael J. Coles College of Business
- Present 7 years 4 months
Education
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Mentor to EMBA Students
Georgia State University - J. Mack Robinson College of Business
- Present 5 years 1 month
Education
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Mentor to EMBA Students
Georgia Tech University Scheller College of Business
- Present 7 years 4 months
Education
Publications
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What is Authentic Leadership?
The e.MILE People Development Magazine
See publicationIt continues to surprise me how many leaders attempt to be one way at work, while their “true” personality emerges outside of work. Once a CEO said to me, “Leadership is acting.” I thought that was a very interesting perspective and asked, “how is that working for you?” He said, he knew no other way that effectively got him through his day. I wondered what his associates would say. It should not surprise us when these same leaders seem shocked or confused when their employees don’t trust them…
It continues to surprise me how many leaders attempt to be one way at work, while their “true” personality emerges outside of work. Once a CEO said to me, “Leadership is acting.” I thought that was a very interesting perspective and asked, “how is that working for you?” He said, he knew no other way that effectively got him through his day. I wondered what his associates would say. It should not surprise us when these same leaders seem shocked or confused when their employees don’t trust them, don’t like them, and can’t really wait to work elsewhere.
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What Does What Does Emotional Intelligence Have To Do With Creating Better Leaders?
The e.MILE People Development Magazine
See publicationWhen corporate leaders struggle with team relationships, it’s often a question of people taking the time to understand one another. In order to overcome this common leadership challenge, it’s often helpful to take a look at a leader’s “emotional intelligence.” While companies look for intelligent, capable individuals to promote into leadership positions, sometimes awareness of emotional factors can play a huge role in how effectively that person leads a team of people.
Courses
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Certified Energy Leadership Index™ Master Practitioner
iPEC
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Core Strengths Accountability
Facilitator Certification
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Enneagram Certification
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MindShift Practionier
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Sandler Management Training
Leadership
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Sandler Sales Training
President's Club
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Sandler Strategic Customer Care Training
Strategic Customer Care
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The Leadership Circle Profile
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iPEC Institute for Professional Excellence in Coaching
iPEC
Honors & Awards
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Member
CEO Netweavers
Servant Leadership Organization
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Certified Professional Coach & Energy Leadership Master Practitioner
iPEC ~ The Institute for Professional Excellence in Coaching
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