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!


At a glance, a survey of 200 CEOs and senior executives by Stanford University/Miles Group indicates that it is truer than ever to say that “It’s lonely at the top.” The study found that nearly two-thirds of CEOs and almost half of senior executives do not receive outside coaching or leadership advice to enhance their leadership skills.

"What’s interesting is that nearly 100% of CEOs in the study said they would welcome being coached, so there is a real opportunity for their companies to fill that gap,” said David F. Larcker, the leader of the survey team. He concluded, “If CEOs want to be coached and make changes based on coaching, it stands to reason that companies and boards should make this happen. It is a win-win.”


So the question is, if 100% of the CEOs say they welcome coaching, what's the hold up? My guess, after over thirty-five years experience, is that there is a concern that coaching may 'sap' a senior leader's scarcest resource — TIME!

Time is a critical factor because virtually all executives are perpetually busy with calendars brimming with work, social, and family commitments, and adding an extra activity like coaching could well upset the status quo.

However, when it comes to time management, I recall one of my best friends and colleagues at California Polytechnic University, Professor Larry Gay, saying to students who made excuses for late or incomplete assignments, "You really do what you want to do, and if you don't, you didn't" (let that sink in — it may take a second to process). The phrase impressed so much I have used it all my life.


In essence, fulfilling personal and professional lives are all about owning your time and choosing growth — And growth takes time. Leadership success is “Leaders transforming the quality of their lives’ by making authentic choices, and living courageously towards a new more empowering future,” according to Grant Wattie, founder of Aroha Leadership in New Zealand. Consider that for a moment — and realize that is why top CEOs like Oprah, Steve Jobs, Theresia Gouw, Eric Schmidt, Therese Tucker, Bill Gates, Margaret (Meg) Whitman, and others make executive coaching a way of life to keep themselves sharp and maintain their peak performance.


Peak performance is a perishable skill because the bar is constantly getting higher. Coaching becomes a high priority for those who want to stay at the top of their game. For example, try to imagine a scenario where, after winning his first Super Bowl Championship, New England Patriots quarterback Tom Brady said to head coach Bill Belichick, "I've reached the pinnacle of my game, and I don't want to be coached anymore."

Had Brady stopped growing as a quarterback it is unfathomable to think that he would become the first player in history to have won six Super Bowls, three league MVP awards, and four Super Bowl MVP Awards. The best of the best always want coaching to maintain leadership in their field — Should senior executives be any different?


Great coaches see and hear things that you can't. Most senior leaders rarely get unvarnished feedback on company and personal matters from inside their company. This is probably because people are taught 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. Whatever the cause, there is consternation about giving feedback to executives, and people have learned the Old West proverb, "If you speak the truth, have a foot in the stirrup."

Also, there is the reality of corporate politics. It is natural for people to be focused on their enlightened self-interest; however, when their political agenda promotes their personal motives, their advice may be skewed to their benefit and not the leader or organizations. Internal politics can often lead to either flattery or attempts to distract the leader from unwanted scrutiny.

The benefit of an outside, seasoned master executive coach who has worked in the corporate trenches, is their first priority is the CEO’s and senior executive's success. This allows the executive to receive unfiltered feedback and coaching in a safe, confidential environment to address various topics that are in the leader's best interest.


If you have read this far, you may be getting a subconscious nudge to seriously consider executive coaching; Acknowledge it. It is possible that if you ignore it and wait until you hit the wall, it may be too late. Remember what Mark Twain said, "The secret of getting ahead is getting started!"


If you are up for the challenge of becoming part of the elite senior leaders who embrace coaching, that's where I come in. I am a master executive coach with almost four decades of experience helping good leaders become great leaders.

My practice is small, exclusive, and my clients are known for their significant personal, professional, and organizational success. The executives that hire me call me the 'Wizard,' 'Yoda,' 'Ninja,' 'Silver Bullet,' 'Colombo,' 'Best Kept Secret,' and the 'Leadership Whisperer,' because of my unique approach to creating positive change in people and organizations.

I specialize in working with ethical leaders and organizations in flux, and my expertise is bringing people together to achieve a unified vision. I am an unabashed idealist with a strong pragmatic streak, and I have built my career on the old fashioned principles of honesty, integrity, fairness, accountability, commitment, and pure grit. My motto is, "I will find a way, or I will make one!" — I never quit.

What my clients have discovered, as you may, is what I do is not taught in business school or found in the latest management best seller — It comes from 'the School of Hard Knocks,' and it works.

My vision and promise to you:

I Coach and Foster Ethical Leadership and High-Performance Teams based on the principles of Good Faith and Fair Dealing.


After reading this, you may be curious about how I work. First of all, if you've seen my picture you know I've been around the block a bit. In fact, I've been in the coaching business long enough to be considered an éminence grise (gray eminence).

In any given year most of my executive clients come to me as referrals from past clients. However, I am an evangelist for good faith and fair dealing in business, and I do accept a few select coaching clients each year who stumble across my name or website. I am always eager to assist motivated executives who are committed to ethical leadership and who want to make a bigger difference in peoples' lives.

I keep a low profile (except this minimalist website) to keep my coaching docket small enough to provide high quality, customized attention to each client. I am an 'on-call' resource, and the coaching process involves frequent and abundant face, phone, and Skype time to hone your leadership skills and improve your quality of life. You should expect significant progress in your personal and professional life (or, why do it at all, right?).

I am the Gold Standard of CEO and executive coaching as reflected by the success of my clients (check Clients Results page), and the referrals they send me. My fees are high, commensurate with my results, and the exclusivity of my practice. Engagements are long-term partnerships (usually a year or more) secured with a professional services retainer agreement including professional fees and services, which are paid in advance and billed quarterly. Expenses (travel, materials, etc.) are billed separately and are paid monthly. All travel, including airfare, lodging, etc., are Business Class.

To date, every client I have worked with as a coach and/or consultant has said, “You are worth ten times more than what I paid you.” Imagine how you will feel.

If you are committed to ethical leadership and making a bigger difference in peoples' lives, and you want the best master executive coach in the business, let's talk.

Call me at


No obligation; No sales pitch; Just good common sense.

John A. Brady, Ph.D.

«Consider the case of Mr. William C. Ferguson, (below) retired Chairman and CEO of NYNEX Corporation»


WILLIAM C. FERGUSON, Chairman and CEO of NYNEX Corporation

Dr. John Brady came to NYNEX when we were at a critical crossroad. He came highly recommended by Fortune 500 CEO of an 80,000 employee multinational corporation after John helped him pilot 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, he's the one. He's a remarkable coach and a wizard at bringing people together. "

John wasn't your typical consultant; He didn’t have any preconceived notions or assumptions about our situation, and what he did have was an intense curiosity and personal interest in what made NYNEX ‘tick’ that reminded me of Colombo, the T.V. detective. From the outset, Brady was a steady force and a knowledgeable voice, and his calm assurance gave us the confidence that our goal to transform the company would succeed.

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 to lead 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 a 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). 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. The result was a fully engaged and aligned management team ready to lead our turn around.

After helping me align 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 the New York 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 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, dedication, 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 learned 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 over three 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. The three most significant imperatives Brady learned about successful organizational change at AT&T were: 1) Extraordinary senior executive commitment, visibility, and involvement with the rank and file is indispensable,' 2) Full employee buy-in and participation is essential, and 3) Management must lead by example and always 'Walk the Talk. — Everything else is just window dressing!

Marine Corps Leadership

../picts/marine-emblem 4 half inch.pngBrady has spent more years in business pin-stripes than his Marine Dress Blues and considers his business leadership an extension of his leadership training as a U.S. Marine. He learned the key leadership principles of Ductus Exemplo (Lead by Example) and Semper Fidelis (Always Faithful), and they are the cornerstone of his personal and professional relationships today.

'Horse Sense'

John's formative years were spent as a young cowboy in California's High Sierra Nevada mountains. Running pack trains and hustling ranch work gave him a strong work ethic and toughened him up working outdoors in all kinds of weather breaking mustang horses, being kicked by belligerent mules, and trampled by cranky cattle. Brady learned first hand that there are no excuses and no quitting; You 'cowboy up' and get the job done no matter what!