Charlene Reynolds, who has served as the director of John Wayne Airport in unincorporated Orange County for over four years, recently shared insights from her career journey as a keynote speaker at a local business awards event. Reynolds, also a 2024 award recipient, highlighted that her path has been defined by learning when to change direction, rather than a traditional climb up a ladder.
Reflecting on her six decades, Reynolds recalled growing up in a working-class family in Detroit. After her parents divorced and her mother fell ill, her grandmother became the primary caregiver. A seventh- and eighth-grade teacher, Miss Johnson, recognized Reynolds' potential and encouraged her to "use your power to advance others" throughout life. Reynolds stated she has carried these words with her throughout her career.
Her early career began in the 1980s in Phoenix, where she started as a receptionist at a bank. She noted it was an era when women often faced expectations to conform, including specific dress codes. This experience taught her that individuals ultimately decide who they become, even when others try to define them.
In her 30s, Reynolds joined an engineering firm, working her way into management and corporate contracts. She found herself as the sole woman at the decision-making table, leading her to become an overachiever, working 50- and 60-hour weeks. This period of intense effort, while appearing successful externally, led to significant personal strain, including health issues. After medical advice suggested a life change, Reynolds made what she described as one of her best business decisions: taking several months off. During this time, she reconnected with family and friends and learned the value of pausing, taking stock, and restarting.
This pivotal experience reshaped her approach to leadership. Upon returning to work, she became more deliberate about her learning and contributions. At the City of Phoenix, Reynolds moved through various departments, taking on projects that were outside her previous experience, such as leading the city’s first bike-share program and overseeing the replacement of 92,000 streetlights. She emphasized that the best opportunities often present themselves as problems needing a willing learner, rather than jobs for which one is perfectly qualified.
This philosophy eventually led her into aviation, where she joined Phoenix Sky Harbor International Airport, ultimately becoming assistant aviation director. Reynolds observed that an airport functions as an economic engine, a customer-experience business, a workplace, and a critical piece of regional infrastructure, beyond just being a place for planes. When she was prevented from seeking the permanent CEO position, she chose to find another route, which ultimately brought her to Orange County.
At John Wayne Airport, Reynolds set a goal to continually improve the business of running the organization. This includes investing in the customer experience, recognizing restaurants and retail as integral to the airport environment, supporting employees, and creating opportunities for small businesses. She noted that innovation can sometimes encounter resistance before yielding results. Over the past two years, the airport has worked on terminal improvements such as new escalators, expanded food and beverage options, and a children’s play area, while maintaining focus on efficiency, cleanliness, service, and reliability for travelers. These efforts have led to John Wayne Airport receiving back-to-back recognition from J.D. Power as the top-ranked large airport in its customer satisfaction study.
Reynolds also shared a personal challenge, revealing that her husband of 36 years died suddenly eight months after her arrival at John Wayne Airport. She initially returned to work quickly, believing it was the expectation for strong leaders. However, she learned that true resilience involves acknowledging when one is not fine and having the courage to seek help. She applies this lesson to organizations, suggesting that real resilience requires honest assessment, trusted relationships, and a willingness to change, rather than solely focusing on appearing strong.
Today, at 60, Reynolds often reflects on Miss Johnson’s message. She believes leadership is not defined by a title, organization size, or number of direct reports, but by how one uses their given power and opportunity. For Reynolds, starting over is not a failure; it can be the path meant to be taken. She concluded that a significant privilege of leadership is not just reaching a decision-making table, but also making space for others to join.
