Welcome, and Congratulations! — You are among an elite few exploring the benefits of Executive Coaching — Let me explain ...
C-SUITE TURNOVER — Chief executives are leaving their companies in record numbers this year, with more than 1,300 stepping aside in the period from January through the end of October, according to new data released this week. Last month, 172 chief executives left their jobs, according to executive placement firm Challenger, Gray & Christmas.
The current monthly exodus of 172 CEOs is the highest number on record, and we all know that executive turnover is a severe jolt to a company's morale and productivity in the short term. The year-to-date numbers outpace even the worst wave of executive exits during the 2008 Great Recession, and something needs to be done to stanch the bleeding. Perhaps the right executive coach could help CEOs and other senior executives reverse the trend?
Ironically almost all CEOs, C-Suite, and Senior Executives would like an outside coach, but 65% don't follow through and get one according to a Miles Group/Stanford University survey. This is puzzling behavior considering the demanding challenges confronting senior leaders today! Maybe top execs feel like getting a coach is somewhat like the adage, "When you're up to your neck in alligators, you forget your goal was to drain the swamp."
Getting a seasoned executive coach will help you drain the swamp, eliminate the alligators, and help you and your team pull together to lead and manage during challenging times. The truth is, "Two heads are better than one," and you don't have to go it alone.
THE SHAKY BUSINESS CLIMATE
BUSINESS CYCLE CONCERNS — Two particularly vexing issues creating anxiety and heartburn for senior execs are the unpredictability of the current business climate and worries about a recession. Chief Executive Magazine’s October poll found confidence in both the current and future business environment is stagnating amid heightened political and economic uncertainty. In the August CEO Confidence Index, almost two-thirds of CEOs polled believed business conditions were continuing a year-long slide.
RECESSION ANXIETY — Recessions are a part of life, and painful as they are, they are a natural part of the business and economic cycle. Make no mistake; a recession is coming (eventually). Experts don’t know when the decade-long expansion will end, but they do know the harbingers that precipitate its demise. Below are observations of what key players are saying about a looming economic downturn — It seems the economic ground is already shifting under our feet!.
HERE ARE SOME OF THE HEADLINES
THE FED — According to the Federal Reserve's September minutes, the odds of a recession in the medium term "increased notably" in recent months. There is a good chance the FED will ease interest rates to address signs of a slowdown, but odds are it will only create a soft landing for the coming downturn.
ECONOMISTS — Economists are divided about when the next U.S. recession will arrive, but they largely agree on this: the country will need to fight it with a massive fiscal program, and be ready to swallow deficits that may eclipse the trillion-dollar shortfall run up by the current administration.
Economist, author, and Nobel laureate Robert Shiller predicted a recession on FOX Business, “We're on a tipping point now.” Harvard University economics professor, and former treasury secretary Larry Summers exclaimed in the Wall Street Journal, “I haven’t been this alarmed since the 2008 financial crisis.”
WEALTHY INVESTORS — More than half of the world’s wealthiest investors are preparing for a drop in financial markets before the end of next year, according to a November report by UBS Global Wealth Management. UBS said, about 55% of respondents said they expect a "significant drop" in the markets before the end of 2020, and investors are cautious about geopolitical risks as they reposition their portfolios into the new year.
BANKERS — JPMorgan Chase CEO Jamie Dimon warned recently, "Of course there’s a recession ahead.” He may see the signs of a market bubble, or declining consumer spending (a key indicator), and his certainty regarding a downturn should be taken seriously. Kristalina Georgieva, the International Monetary Fund's (IMF) new managing director, captured recession concerns when she described the chill in the worldwide economy as an “unfortunately appropriate” line from the Russian poet Alexander Pushkin; “The breath of autumn begins to ice the roadway.” Put in Game of Thrones terms; "Winter is coming."
The Mortgage Bankers Association (MBA) feels that a recession could be a real possibility in 2020. MBA Chief Economist Mike Fratantoni said recently, “We could absolutely get a recession in the first half of next year...” at the MBA Annual conference in Austin. This is obviously bad news for the housing market, and would create a negative domino effect in all other critical components of the economy, including lower tax receipts for local governments.
AMERICAN CITIES — Nearly two-thirds of finance officers in major U.S. cities predict a recession will hit the U.S. by the end of 2020, according to a new report. City officials are fearing the worst from the economy as general fund revenue, business investment and housing market growth slow nationwide.
INTERNATIONAL — According to official data released this month, Hong Kong slid into recession for the first time in a decade in the third quarter, weighed down by increasingly violent anti-government protests and the protracted US-China trade war. Hong Kong's first recession since 2009 is worse than feared with its economy shrinking 3.2%; a sharp slowdown from the 0.5% contraction recorded in the second quarter. Germany and other European countries are not far behind.
THE MORAL OF THE STORY
DON'T BE A 'BOILED FROG' CEO — Don't ignore the obvious — The U.S. economy is showing troubling signs and many companies say they’re not prepared for what is coming. It's critically important for Senior Leaders to be proactive and take action now.
The First Rule of physics states, "An object (company) will remain at rest unless that state is changed by an external force (leadership)." As a leader it is your responsibility and opportunity to implement a viable strategy to 'move' your company into a posture to successfully deal with the economic downturn. Keep in mind that if you don't have a strategy, you're part of someone else's strategy. Your efforts require a sense of urgency, and any delay on your part favors the status quo.
No matter how you cut it, don't allow yourself to be the leader who became the 'boiled frog,' and joined the record number of over 1,300 chief executives who have left their companies this year!
MEET Dr. JOHN BRADY
If you have read this far, you probably know that the difficult times ahead will be a defining moment for your leadership career. You have two choices — you can either define the moment or let the moment define you. — If you choose the former, that is where I come in!
EXPERIENCE MATTERS — I have the experience and street smarts to help you bring your team together to meet the emerging challenges successfully. Looking at my picture you'll see I've been around the block a bit. My clients refer to me as an éminence grise (fr. Grey Eminence or Grey Beard) — A fancy French term meaning CEOs and other senior leaders consider me a wise, trusted advisor. The value of such a coach, according to a Chinese proverb is, “A single conversation with a wise man is better than ten years of study.”
SEASONED VETERAN — I know the tough challenges facing senior executives because I've worked in the corporate 'trenches' for four decades, and I've managed the most significant and complex organizational transformations in the U.S. I have also been a trusted advisor and coach on some of the hairiest and most consequential corporate crises in diverse industries worldwide. I personally lead and take a 'hands-on' approach on every engagement, and my team and I are involved with every level of an organization until we exceed our clients' expectations.
THE BOTTOM LINE — If I were you, I'd ask myself, "If this guy is for real and has spent a career running the senior executive gauntlet, why does he hang in there to help other senior execs?" — The answer is simple — I am an evangelist for ethical leadership because I believe that a leader's character matters. My experience has taught me that leaders who Deliberate with Wisdom, Speak with Honesty, and Lead with Integrity change the world for the better. In short, I believe every leader and every organization should do business on the square — No exceptions!
MY COACHING PROCESS
THE BRADY COACHING APPROACH — I have redefined executive coaching with an experientially-based process specifically designed around your unique leadership style and aspirations. My approach creates awareness, expedites learning, and generates action that produces significant personal and professional growth.
PERSONALIZED AND CUSTOMIZED — My clientele is small and exclusive to enable me to provide each executive personalized and customized coaching to achieve their personal and professional goals. I also help my clients identify and build on their team's potential, and integrate the team’s strengths with the vision and mission of the organization.
GOLD STANDARD COACHING
My clients consider me the Gold Standard of executive coaching, and my premium fees reflect my clients' success. CEOs and senior executives tell me, “You are worth ten times what you charge!”
Read my Client Results page for the real-life narratives of senior executives who have partnered with me as their coach. Discover the inspiring stories of leaders who put in the work to significantly improve the quality of their personal and professional lives, successfully transform their companies, and achieve greater recognition and respect from their employees, peers, shareholders, and customers in the process.
THE T's & C's — Coaching is an investment in quality leadership, and fees and expenses are customarily funded by the CEOs and Senior Executives' companies; however, I am often retained directly by my clients. Below is a brief description of the Terms and Conditions of the coaching engagement:
1) LONG-TERM PARTNERSHIP — The coaching process is a long-term partnership (usually a year or more; the average being eighteen months to two years). I have clients that have retained me for over ten years.
2) PROFESSIONAL SERVICES AGREEMENT — Engagements are secured with a Professional Services Agreement (Retainer) which includes;
a) Professional fees: These are paid in advance on a six-month (half-year) basis.
b) Expenses: Travel, materials, etc., are invoiced monthly, payable upon receipt.
c) All travel-related expenses are strictly Business Class, including airfare, lodging, etc.
SERIOUS CANDIDATE? — If you are serious about making significant forward progress and momentum in your personal and professional life and feel that you are a viable candidate, let’s discuss your situation, expectations, and level of commitment to determine if we are a good fit for a long-term partnership.
Please consider this a personal invitation to chat about your needs...
No sales pitch — No obligation
Call, text, or drop me an email at:
Phone: 805.748.9000 — Please leave a voice mail or Text.
John A. Brady, Ph.D.
If you or your company are in a crunch, crucial crossroad, or leadership/business emergency, I am available on a short-term basis (see Services Page).
Services are provided on a flat rate basis, no matter how long it takes to deal with your immediate need. A short-term retainer and advance payment are required that cover my fee and Business Class travel, and other expenses.
After your immediate challenge dealt with and you wish to extend my services, consideration may be made to discount a new long-term agreement.
JOHN A. BRADY — BONA FIDES
John Brady graduated from the California Polytechnic University in San Luis Obispo, California, one of the country’s leading universities in the West widely known and respected for its "learn-by-doing" ethos. Owen Servatius's tenure as the Dean of the School of Business and Social Sciences focused students' abilities on 'hitting the ground running' upon graduation. Brady earned his B.S. and MBA in Organizational Behavior and began his management career with AT&T. Brady continued his graduate education as an AT&T Fellow earning an M.S. and Ph.D. in Applied Psychology to assist with Bell System divestiture.
John has worked in the corporate trenches for four decades. His varied management experience in information systems, marketing, engineering, and construction functions gave him well-rounded experience in corporate operations.
Brady began his leadership and organizational consulting career after leaving AT&T, and his first-hand experience during the 1983-84 AT&T divestiture has proven invaluable in assisting senior leaders and their companies in navigating challenging organizational change. John's organizational expertise has been instrumental in the most successful, large-scale corporate transformations in the U.S.
U.S. MARINE CORPS LEADERSHIP