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Rebecca Zucker

Stanford University | Graduate School of Business

The Coaches Training Institute
Myers Briggs Type Indicator®
Minds at Work Immunity to Change
Leadership Circle Profile
Leadership Circle Culture Survey
Hay Group Inventory of Leadership Styles and Organizational Climate Survey
Team Coaching International's Team Diagnostic™

Selected Clients
Amazon, Clorox, DocuSign, Dropbox, The Skoll Foundation, The James Irvine Foundation, Morrison Foerster, Norwest Venture Partners, Hall Capital Partners, Exabeam

Anything French, international travel, photography and good coffee

Growth requires both vision and action. Rebecca’s clients rely on her intelligence, pragmatism, and unwavering professionalism to demystify the process of growth and achieve their goals.

As an expert in both leadership development and career transition, Rebecca has coached leaders across the globe, from high-potential managers to CEOs. Rebecca has worked with Genentech, Google, eBay, Expedia, First Republic Bank, Nielsen, Quizlet, The Hewlett Foundation, the Stanford Graduate School of Business, and the Wharton School, among other organizations. She has conducted hundreds of workshops in the United States and abroad on leadership and career development, is a contributor to Harvard Business review and, and is frequently quoted in the press on career issues.

Rebecca graduated as valedictorian from the Leonard N. Stern School of Business at NYU and later received her MBA from Stanford. She then worked as an investment banker for Goldman Sachs in New York and held leadership positions at Disney EMEA in Paris and at Robertson Stephens.

Leadership Insights | Recent Posts by Rebecca

Cultivate Resilience: How to Get Back on the Horse

When you cultivate resilience, you prepare yourself to bounce back from tough challenges, setbacks, difficult experiences or failures.


Getting Under Your Skin: How To Respond?

As a leader, what you say and do when someone triggers you can either motivate others and build relationships or demoralize and alienate people.

Next Step Partners How Not to Get Defensive During Feedback

Giving Feedback: Dealing with Defensiveness

A simple model to help you have fruitful feedback conversations and deal skillfully with defensiveness.


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