John A. Brady, Ph.D.


Congratulations! — By finding your way here, you have proven that you are one of the best and brightest executives pursuing leadership excellence!


Nearly 66% of CEOs and over half of other senior executives don't receive high-quality outside coaching of any kind to enhance their leadership skills according to the findings of a Miles Group/Stanford University survey conducted by Stephen Miles, CEO of The Miles Group.

Mr. Miles stated that “Given how vitally important it is for senior leaders to get the best possible counsel, independent of their board, it’s disconcerting that so many of them are ‘going it alone.’ Even the best-of-the-best CEOs have their blind spots, and a good coach can dramatically improve their performance by weighing with an outside perspective, and it is an obvious win-win for the CEOs and their companies."


If coaching is an 'obvious win-win for senior executives and their companies,' why don't more of them seek it out? My guess, after four decades in the corporate trenches, is it is perceived as a drag on a leader's scarcest resource — TIME!

TIME IS PRECIOUS — Time is precious, so choosing how to spend it is critical to our success. I learned a simple lesson about time from my best friend and colleague at California Polytechnic University, Dr. Larry Gay. At the advent of each new graduate class, he explained his on-time standard for projects saying, "You really do what you want to do, and if you don't, you didn't. I grade accordingly." (Let that sink in — it may take a second).

SETTING PRIORITIES — The simple fact is, as executives, we have to make choices based on priorities. It stands to reason that any activity that helps us perform better saves us time and expedites our other pressing activities. If you believe that coaching will improve your performance, then you will make it happen.


RAISING THE BAR — Wouldn't it be wonderful if we could achieve a high measure of success and then rest on our laurels! The reality, however, is that peak performance is a perishable skill, and the bar is continuously getting higher. Winston Churchill reminded us that, "Success is not final . . . it is the courage to continue that counts."

Try to imagine a scenario where, after winning his first Super Bowl Championship in 2001, New England Patriots quarterback Tom Brady said to coach Bill Belichick, "I've reached the pinnacle of my game, and I don't need coaching any more." Ludicrous, right?

Of course, Brady wasn't a 'one-hit wonder,' and it is unfathomable to think that he would go on to become the first player in history to have won six Super Bowls, three league MVP awards, and four Super Bowl MVP Awards without ramping up his coaching.

Like Tom Brady, big-hitter CEOs like Oprah, Marilyn Hewson, Frank D'Souza, Theresia Gouw, Eric Schmidt, Therese Tucker, Larry Page, Margaret (Meg) Whitman, and others consider coaching an excellent use of their time and make it a way of life to maintain their sharpness and peak performance.


PERSPECTIVE — Great coaches see and hear things that you can't. Most senior leaders rarely get unvarnished feedback from inside their company. This is probably because people believe that 'the boss is always right,' or fear that giving feedback to the leader may lead to 'killing the messenger;' — Don't laugh, it happens. The fact is there is an Old West proverb about giving feedback to executives, "Have one foot in the stirrup if you speak the truth."

CORPORATE POLITICS — One of the most compelling reasons to retain a veteran outside coach with executive experience is they know the reality of corporate politics. Politics is present in almost all human endeavors, and it diminishes the chances of getting effective coaching from folks inside the company. It is natural for people to focus on their own enlightened self-interest, and their advice may be skewed for their benefit and not the leaders. The result, of course, is that the leader isn't getting the straight scoop.

If you have read this far, you may be getting a subconscious nudge to take executive coaching seriously — That is where I come in! Mark Twain's advice was, "The secret of getting ahead is getting started!"


SEASONED CORPORATE VETERAN — Looking at my picture, you'll see I've been around the block a bit. I have worked in the corporate 'trenches' for four decades, and I have the scars to prove it.

THE REALITIES OF SENIOR LEADERSHIP — I know the challenges facing senior executives. It means more people depend on you; it's very difficult to "turn it off," and it's very tough to get a good night's sleep most days of the week. Weekends don't mean anything anymore, and the stress on you and your family strains relationships in ways that most 9-to-5er's can’t appreciate. You know what 'lonely at the top’ means at a gut level!

PROVEN LEADERSHIP • PROVEN RESULTS — There is an answer! I have a track record as a master executive coach of helping good leaders become great leaders. I use a 'real-world' approach learned in the 'School of Hard Knocks,' and it works! It includes personal and professional coaching to restore a healthy work-life balance, and it improves the quality of your leadership and relationships.

NO MANAGEMENT FADS, FASHIONS, OR FOLDERAL — Like my colleague Peter Drucker, I put no stock in academic theories, management bestsellers, or pat business school solutions. Unfortunately, the fad approach compels many coaches to peddle bookish, programmatic one-size-fits-all coaching solutions that simply don't work long-term.

The infatuation with the latest management 'fashions' comes at the expense of experience, and is an extraordinary waste of time, money, and opportunity costs for clients. My process gives you an approach that is tailored specifically to your needs, your goals, and your level of commitment. I give you the unfiltered feedback you need, sans management fads and corporate politics, to help you meet the heavy burdens and responsibilities of senior leadership in the real world!

MY VALUES — I am an unabashed idealist with a deep-seated pragmatic streak, and I am a square shooter. My practice is built on the principles of honesty, integrity, and pure grit. I never quit, and my motto is, "I will find a way, or I will make one." That means you and I will conquer any challenge during the coaching process, guaranteed.

MY FORTÉ — My forté is working with ethical leaders to build organizations based on the principles of good faith and fair dealing. I've been coaching long enough that my clients consider me an éminence grise (fr. Grey Eminence) — That's a fancy term that means I'm a trusted senior adviser who keeps a low profile and operates behind the scenes to achieve positive, long-term change. My sole purpose is providing you with the personal and professional growth you want in a safe, confidential environment.

EXCLUSIVE CLIENTELE — I maintain a small coaching docket so that I can provide clients with personal, high quality, customized attention. I am an 'on-call' resource, and you should expect significant progress in your personal and professional life (or, why do it at all, right?). The coaching process involves frequent and abundant face, phone, and Skype time to improve your quality of life and hone your leadership skills.


ARE YOU A CANDIDATE? — Ordinarily, my new clients come from referrals. However, I am an evangelist for ethical leadership, and I often consider new senior executives who are sincerely seeking personal and professional growth, and who are willing to make a long-term coaching commitment. If you feel that you may be a candidate, let’s discuss your needs, determine if we have good chemistry, and confirm that we're on the same page when it comes to your expectations of the coaching process.

FIVE-STAR COACHING — I am considered the Gold Standard of executive coaches, and my premium fees are commensurate with my clients' success (check Clients Results page), and the exclusivity of my practice.

Depending on the circumstances, coaching is routinely funded by the CEOs and Senior Executives' companies at their request, but ofttimes executives privately engage my services. My clients tell me, “You are worth ten times what you charge!”


1) The coaching process is a long-term partnership (usually a year and more);

2) Engagements are secured with a Professional Services Agreement (Retainer) which includes;

a) Professional fees and services paid are paid in advance and billed on a-half year basis.

b) Expenses (travel, materials, etc.) are billed separately, submitted monthly, and are payable upon receipt of the invoice.

c) All travel related expenses are strictly Business Class, including airfare, lodging, etc.


If you are committed to ethical leadership, personal and professional growth, making a significant difference in peoples' lives, and want the best master executive coach in the business, let's talk — No obligation; No sales pitch; Just a good common sense confidential chat.

SHORT TERM NEED? — If you or your company are at a crucial leadership or business juncture and want my advice, I am available to meet with you at your location to discuss your situation (see list of services). Advance payment is required, which includes my fees and Business Class travel expenses. If you choose to retain my services, your advance payment will be applied to our long-term retainer agreement.

This may be one of the most important decisions of your life.*

Call, text, or drop me an email at:


Phone: 805.748.9000 — Please leave a voice mail.

John A. Brady, Ph.D.

*Consider the success story of the late Mr. William C. Ferguson, (below),

retired Chairman and CEO of NYNEX Corporation, and others.


WILLIAM C. FERGUSON, Chairman and CEO of NYNEX Corporation

Dr. John Brady came to NYNEX when we were at a critical crossroad. He was highly recommended by the CEO of an 80,000 employee multinational Fortune 500 corporation after John piloted his company through a challenging leadership and corporate culture transformation.

This CEO's endorsement was short and sweet, "If you need someone who specializes in the impossible, Brady's the one. He's a remarkable coach and a wizard at bringing people together. "

John wasn't your typical consultant; He didn’t come with any preconceived notions or assumptions about our situation. He reminded me of Colombo, the T.V. detective because he was intensely curious and inquisitive about what made NYNEX ‘tick.’ I was impressed with how quickly he understood the dynamics of our company, and adapted and tailored his approach to match our culture.

It was clear that Brady was a seasoned pro who had paid his dues in the corporate trenches and knew the realities of office politics. From the get-go, he told us there were no shortcuts or 'quick fixes' and that the transformation of NYNEX was a long-term process. He was forthright about the extraordinary amount of stress, energy, patience, and perseverance the senior team, and I would experience leading the change.

John advised us that the sacrifices we would have to make to transform the company would change our lives and the lives of all our employees. To make his point, he said it would be tougher than 'turning a whale in a bathtub.' In hindsight, I think he understated the challenge.

Brady was also good match for our rough-and-tumble, hard-nosed northeast business culture. We had two very different, competing sub-cultures; New York versus New England (i.e., New York Yankees vs. Boston Red Sox). I'm not sure where he got his grit; possibly from his experience as a U.S. Marine, but he became legendary in NYNEX management circles for his gift of coaching the diverse members of my senior team and dealing with acrimonious and skeptical executives.

John's skills resulted in a fully engaged and aligned management team ready to lead our turn around. After working with the senior team, Brady designed a company-wide program called "NYNEX Winning Ways," focused on our four core values; Quality, Ethics and Caring for the Individual. The results were amazing; there was a quantum leap in communication, cooperation, and collaboration across the board. Our employees had a new spirit of trust and mutual respect that measurably improved our results, and reduced interdepartmental turf battles. I received countless phone calls and notes from the rank and file telling me how much they appreciated what we were doing.

On a personal level, I consider John Brady's wisdom, coaching, and the Winning Ways process to be the most rewarding and challenging achievement of my business career. The results were dramatic and lasting, and Peter H. Bradford, the chairman of the New York State Public Service Commission, lauded our quick turnaround and our renewed commitment to high ethical standards, quality, and customer service. I was proud of our employees and our success story, so we made Winning Ways the centerpiece of our Annual Report as follows:

"For employees, NYNEX is becoming a new kind of company with completely new ways of getting the job done. Our corporate culture, embodied in a set of principles we call NYNEX Winning Ways, gives all of our people a stake in building and acting on our foundation of core values: Quality, Ethics and Caring for the Individual."

John's coaching, expertise, and never quit attitude were the force that motivated us turn NYNEX around. We all worked as a team, and I learned it takes an entire company to turn a whale in a bathtub — just as he promised!



John Brady graduated from the highly respected California Polytechnic University in San Luis Obispo, California. He was well grounded in the learn-by-doing dictum, "Tell me and I forget; Teach me and I learn; Engage me and I remember," during the Owen Servatius Era at the Cal Poly Business School. He earned his B.S. and MBA in 1970 and he began his management career with AT&T. Brady earned an M.S. and Ph.D. in Applied Psychology in 1982 as an AT&T Fellow at the Stanford University affiliated Pacific Graduate School of Psychology in Palo Alto, California. He is also a certified Master Life Coach, M.Lc.


../picts/marine-emblem 4 half inch.pngJohn has worked in the corporate trenches for four decades. His first-hand experience during the 1983-84 AT&T divestiture has proven invaluable in assisting senior leaders and their teams navigate challenging organizational change. Brady has been instrumental in guiding the largest, most successful corporate transformations in the U.S. The three imperatives Brady learned about successful organizational change are: 1) Extraordinary senior executive leadership is indispensable, 2) Full employee participation is critical, and 3) Leaders must always 'Walk the TalkEverything else is just window dressing!

Marine Corps Leadership

../picts/marine-emblem 4 half inch.pngBrady has spent more years in business pin-stripes than Marine Dress Blues, but considers his U.S. Marine Corps leadership training the foundation of his business leadership. The principles of Semper Fidelis (Always Faithful), and Ductus Exemplo (Lead by Example) are the cornerstone of his personal and professional relationships today. Honor, courage and commitment, the core values of the Marines, define how John conducts his life.

'Horse Sense'

John spent his formative years as a young cowboy in California's High Sierra Nevada mountains, where he developed a strong work ethic and was toughened up running pack trains, and hustling ranch work. He learned first hand that there are no excuses and no quitting while working outdoors in all kinds of weather breaking mustang horses, being kicked by belligerent mules, and trampled by cranky cattle. Lesson learned — "You 'cowboy up' and get the job done no matter what!"