David Knapp, PhD, is the president of a consulting firm which specializes in leadership training, management development, and coaching.
With nearly 20 years of experience in the corporate boardroom and the university classroom, Dr. Knapp's passion is helping clients improve their communication,
management, and leadership skills through the practical application of the most current research findings in those areas.
Dr. Knapp's diverse background - which includes stints as the Manager of North American Training & Development for an international IT consulting firm,
a college professor, and a professional actor - gives him a broad range of experiences from which to draw. He has worked with local, national, and
international organizations in nearly all areas of organizational development.
His representative clients include: IBM, J.D. Edwards Software (PeopleSoft), Sybase, Tanning Technology, Qwest, RH Donnelley, Bank of America, H &
R Block, Washington Mutual, Wells Fargo, Bank of Tokyo Mitsubishi, Regis University, University of Denver, U.S. Air Force, Valero, Dynegy, Novartis,
and Schering Plough.
Dr. Knapp earned his PhD in Human Communication Studies from the University of Denver and is a nationally recognized public speaker and author, whose writings
have appeared in a number of publications, including Speaker & Gavel, The Southern Forensics Journal, The Covenant Companion, Progenitor, Sports
Collectors Digest, and the book, "Earthtalk: Communication Empowerment for Environmental Action" (part of the Praeger Series in Political Communication).
- Strategic Planning. Dr. Knapp worked with a large regional communications company to help guide a group of over 40 mid- to upper-level
managers through the decision-making process on a number of critical business decisions, including the test implementation of a new service for
its customers. For the implementation, the group had to consider two diametrically opposed courses of action: a more conservative but technologically
inferior approach that would cost far less but provide fewer services to their customers, and a more risky but technologically superior approach
that would cost the corporation over $300 million to implement. Because of the high risk involved in the decision, the managers were reluctant
to make any decision, delaying a critical strategic initiative that was crucial to the company's competitive future.
Based on the decision-making process David helped facilitate, the managers chose the more risky and more expensive option. While the implementation did indeed cost the corporation well over $300 million, it is still considered one of the company's greatest success stories, with articles touting the success of the implementation appearing in regional and national publications.
- Employee Development. An international IT consulting firm asked Dr. Knapp to revamp their North American employee mentoring program.
The original program, which had been mandatory for all employees, was highly bureaucratic, structured, and too closely tied into the company's
performance management plan. David redesigned the program, changing nearly every aspect of it in the process, including making it voluntary, with
a new focus on development and away from performance management.
In its first year, the program attracted nearly 25 percent of the North American staff who reported greater satisfaction and rewards from their mentoring relationship now that they, not the company, were in charge of how the mentoring relationship developed.
- Communication Skills. A regional accounting organization asked Dr. Knapp to work with 55 business and government professionals
from different organizations on improving their communication skills by better understanding their own communication styles, as well as those of
In post-session evaluations, 40 of the 55 participants responded that the work with David had been "highly valuable" to their careers, and the other 15 reported that it had been "valuable." Furthermore, all but one of the participants indicated that they would like to work with Dr. Knapp in the future, while all 55 participants said they would recommend David's work to others.