William Brantley

I thrive in Volatile, Uncertain, Complex, and Ambiguous (VUCA) environments - much like the environment the federal government is facing. My success stems from blending a diversity of talent and ideas to reframe problems and create novel solutions. I am the person my management calls on to operationalize a mission or vision. Whether it is creating a coaching culture at a 13,000+ person Federal agency, building a government-wide "consultancy" to help agencies recruit and train mission-critical occupations, or reinvigorating an Executive Coaching Program around "leadership branding." My passion is to help transform government to serve citizens and the government workforce better. I excel at identifying and conceptualizing innovative programs and initiatives that significantly affect organizational goals while helping employees achieve more in their work. I leverage my well-developed project management, design thinking, and evaluation skills to manage programs efficiently and effectively. I build high-performing teams by bringing together people with diverse talents and ideas and creating the team members' psychological safety and trust to flourish and innovate. I excel at bringing together people with various skills and ideas and developing the team members' psychological safety and trust to thrive and innovate. I am the author of two books, one on government transformation and the other on project management communication. I am a regular contributor to several online publications. I have been an adjunct professor for over twenty years. I have released online courses on project management communication and digital transformation viewed by thousands of students worldwide. In 2019, I was one of 25 Emerging Training Professionals recognized by Training Magazine. My professional goal is to be a chief learning officer, chief talent officer, or chief transformation officer for an organization - preferably a government agency. I have assembled a variety of skills that make me an asset to any organization.



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