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Friday, 31 January 2014 00:00

Executive 911- A Wakeup Call for Executives

Do you feel like this guy? Rest assured, you are not alone!

Please listen to this podcast. It was originally provided to people who purchased my book, Coming UnScrooged. I feel so passionate about the content that I wanted to make it available to everyone.

It's a wakeup call for all business people!


CEO - Executive Coaching University

Click on the link below to access the recording.


Please know that we are here to help!. You can find out how we can assist here.
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© 2014 and beyond Executive Coaching University. All rights reserved.

Friday, 27 January 2012 23:39

ICF Certification!

ICF Certification!


We just received word that our flagship Executive Coaching Training Program (CMEC) was approved by the International Coach Federation! We can now award 15 CCEUs (credit hours) toward coaching certifications with the ICF. This is a wonderful compliment to our SHRM certifications.

This is such a beautiful reflection on our entire team. Congratulations to all of you!

Many thanks to all of you for your support over the years. We are so blessed…

You can find details here:



Founder and CEO

Friday, 18 January 2013 21:46

Coaching in the Workplace

All of your employees are happy and productive, right?  Thought so…

According to Gallop (and other leading survey firms) here is the reality:

  1. 75% of people wished they had a different job.
  2. 51% of “A” workers are actively looking for a different job.
  3. Worker productivity is only at 33%.
  4. Lack of engagement costs U.S. businesses over $385 BILLION a year!
  5. 80% of people NEVER use their greatest gifts at work.

What do you think of these smelling salts?!

Coaching can address all of these issues…in fact; it may well be the ONLY thing that can cure these workplace “ills.”

If you don’t have a coaching strategy in your organization, I can guarantee you one thing—these statistics will not go down…

Coaching is the “cure.” Isn’t it time you used coaching to focus on your most important asset…your people?


A. Drayton Boylston

Founder and CEO

Executive Coaching University

© 2013 and beyond Executive Coaching University. All rights reserved.


Wednesday, 19 February 2014 00:00

Do You Lead or Manage?

Are Leading or just Managing?

  • More than two million workers say their bosses are so overworked they don’t really have time to manage their staff properly.
  • 75% of people wished they had another job.
  • 80% of people never use their greatest gifts at work.

Pretty sad facts.  

Guess what? They more than likely apply to your organization too.


If you manage people, you own this!

What’s happening within our workforce to make these statistics a reality? 

In the United States employee engagement only averages 30%. That's it.  


It comes down to poor leadership. 

We have spent so much energy creating “good managers” that we have become disengaged with what it means to be a good leader.

Managing comes from a need to produce an outcome, which of course, is important. However, when we can move to a place of leading those around us the organizational momentum transforms.  More than anything employees want to make a contribution. Once they feel that they are, they stay...and they stay engaged. Which boosts your bottom line.

  • Leading is about developing the soft skills that are required to inspire and motivate people.
    • Managing is about possessing the technical skills required in order to get a job done.

    If you have the management skills without the leadership skills your career will plateau at some point. That is a fact.

    The soft skills that good leaders possess are going to be in high demand as the battle for top talent continues to increase. Are you ready?


    Click here to find out more about Jenna.

    Want to learn how to become a better leader? Click here for details.

    Coaching In The Workplace - Training for Executives, Managers, and HR Professionals

    © 2014 and beyond Executive Coaching University. All rights reserved.

    Tuesday, 12 February 2013 03:54

    Multitasking to Success? Not Likely!

    I was meeting the other day with a new corporate client.  This young woman was an up and coming executive within the health care industry.  We had just begun our work together, with this being our second meeting.

    While our time together progressed, my client must have glanced towards, or checked in some way, her “smart phone” three or four times over the course of our first fifteen minutes.

    I commented on her split attention and asked her to turn off the phone and just be focused on our time together for the next forty five minutes – fully focused upon our work.  The look on her face would have lead someone not knowing my request, to think I had asked her to do something exceptionally distasteful…maybe even illegal!

    Through our discussion around my request it became quite clear that she had NEVER turned off her phone – it was always on.  This meant she was always connected, always available, always “on.”

    She explained that this level of being available and connected was the status quo at her corporation and essentially had been the status quo since she was at University.  “What if I miss something really important?” she asked. “I’m not productive if I’m not juggling a number of issues, projects, or conversations at once!” she stated.

    This multitasking misconception arises quite often, especially with high performers who see their success as driven by the ability to do many tasks at the same time.

    Yet, there is a downside to always being “on.”  Consider:

    • “Attention Deficit Trait,” a new condition rampant in the business world, which mimics Attention Deficit Disorder and results from extreme multitasking behavior.
    • Researchers at the University of California found it took workers on average, 25 minutes to recover focus and attention after interruptions such as phone calls or answering email.
    • Dr. Rene Marois of Vanderbilt University found evidence of a “response selection bottleneck” that occurs in the brain when it is forced to respond to multiple tasks.  This results in diminished productivity.
    • In a 2008, a piece within the New York Times by Jonathan B. Spira, an analyst with the business research firm Basex, “estimated that extreme multitasking – information overload – costs the U.S. economy $ 650 billion a year in lost productivity.”  And that was in 2008!

    Is it possible that any of the above might contribute to the 33% worker productivity rate in the U.S? 33%!!!

    There are also other, more personal costs.  This particular client was referred to me due to increasing conflicts between her staff and those in her chain of command – she had become “hard to work with” and was close to losing the job she so valued.

    Additionally, her marriage was on the verge of divorce and she had been diagnosed with digestive/intestinal issues primarily caused by stress.

    Coincidence?  Not likely!

    Sound familiar?  Chances are if you are reading this then you have experienced, or know someone close to you who has experienced, a very similar chain of events.

    Take time to focus within the moment, express gratitude, and disconnect at least once daily.  You will find you are actually more productive, healthier, and happier.  Then lead all those around you to do the same!


    Greg Styles

    Director of Special Projects

    Executive Coaching University

    Multitasking to Success? Not Likely!

    © 2013 and beyond Executive Coaching University. All rights reserved.

    Tuesday, 28 August 2012 08:00

    Turning Leaders and Managers into Coaches

    What skills does it take? How is it done? What would a “Coaching Culture” look like? What kind of manager can make the transition?

    The question is often asked - “Could our Managers/Leaders become good Coaches?” The answer is - Maybe.

    Here’s the reality - Most managers in corporate America are good technicians at what they do. They typically have deficiencies in the “soft skills” area.

    Here is where a big distinction needs to be made:

    There is a HUGE difference between Leaders and Managers. The difference is that Leaders have mastered the soft/people skills necessary to inspire people to work up to their full potential. Managers often have solid technical skills but don’t inspire others to work toward a collective goal. A symptom of a typical manager is that their people are often in need of a “task with consequences” approach to their work vs. leaders who inspire self motivation for the good of the cause.

    Here are the skills that Coaching takes:

    1. Desire - a true desire to help others succeed.

    2. Awareness - a trust in ones’ intuitive “gut.”
    3. Focus - on the individual and their challenges vs. a need to “solve” things for others.

    4. Listening - a sincere desire to truly hear what others are saying.

    A Coaching culture is typified by these attributes:

    1. Respect - you would see interactions that respect the word of the individual.

    2. Worth - individuals within these cultures feel valued and appreciated.

    3. Real Communication - not your typical “force fed” communication. You would see fully duplexed communication throughout the ranks.

    4. Stability and progress - these cultures display more stability and retain their best people better than others. That leads to greater personal and business success.

    Corporate Leaders that can make the transition to Coach are those that truly believe in investing in the individual - in time and money. It takes a sincere desire and belief that investments made in people pay off for the company.

    Does this resonate with you?

    Take good care,

    drayton blue sig

    Drayton Boylston

    Founder and CEO - Executive Coaching University

    © 2013 and beyond Executive Coaching University. All rights reserved.
    Published in Leadership Lantern

    How can you really measure the effectiveness of Coaching?

    Results. Plain and simple.

    It is common in companies to think that you can’t measure the impact of “soft” (people) related initiatives, like Coaching.

    Until now…

    I am a firm believer in tracking any initiative that you invest in. That goes for a Coaching initiative as well. We conduct a detailed, metrics centric 360 Degree Assessment early on in our Coaching work with each client. We then circle back every 6 months and test for progress. This, for the first time, measures the effectiveness of Coaching. We can show individuals and organizations what progress is being made in very specific areas. This delivers metrics to an initiative that heretofore have been absent. The organization, and the individual, can now see verification of tangible results.

    Coaching can be extremeley quantifiable!

    The return on investment of Coaching can range from 50-500% and more. It depends on how committed an organization is to the initiative. The companies that have truly embraced Coaching have seen a return in the neighborhood of 300%. What other human capital initiatives have paid off like that?

    Take a moment to focus on turnover statistics. Imagine if you could lower turnover (of “A” players) by even 4-5%. Bradford Smart in his book “Top Grading” states that turning over good people can cost an organization up to 24 times their salary! His math is compelling and I believe it to be true. Even if you put a more modest figure of 4 times a person’s salary as the cost to the organization, imagine what dollars can be realized if you reduce turnover by 4-5%.

    When you invest in people with powerful initiatives like Coaching, they stay and produce. It’s that simple.

    How will you know if Coaching is working? Well, the math will tell you (as noted above) but you will also “feel” it. You will sense a new energy and vitality in your organization. Also, your employees will tell you. They will appreciate the investment you have made in them and will feel compelled to give thanks... and stay. And, by the way, these people will also become your best recruiters of new talent. They will share their experiences with others and this will help attract even better talent to the organization in the future.

    Good, productive people, with the right values, will be drawn to your organization. They will stay and produce extraordinary results. All through a properly deployed Coaching initiative, which you can measure.

    Find out more about Drayton here.


    Are you ready to boost your career...and earnings? Coaching skills are the answer! Gain these skills with this program:

    Coaching In The Workplace

    © 2014 and beyond Executive Coaching University. All rights reserved.

    by Drayton Boylston

    There is much confusion about what Coaching is- and isn’t. Many consulting firms have simply gone through their marketing materials and changed the word “consulting” to “coaching.” For many in the business world, that sums up what they perceive Coaching to be, a new word for consulting.

    Nothing could be farther from the truth!

    .. Coaching IS NOT about giving advice or consulting. It is not about mentoring. It is not about “helping” others by providing solutions to problems.

    .. It IS about working intensely with people, utilizing provocative and powerful questions, to enable people to find answers themselves. At its essence, Coaching is about equipping people with the tools to discern the real issues at work and then to employ the right actions to best deal with the realities that they face.

    .. Coaching is not therapy. Coaching should not go anywhere near what is considered the domain of therapists and psychologists. If it does, it’s not coaching. Coaching is not about the past- it is about the present- and the future. Good Coaches know when they are getting near the areas where others need to be called in- and do so.

    .. While some Coaching can appear to be ethereal and too “out there” for companies, that is a much different type of Coaching (Life Coaching). There is a distinct form of Executive Coaching that is used in the corporate environment. It is directly tied to personal improvement and increased productivity that in turn pays off handsomely for the organization.

    .. Coaching does not “fix” people. It is rare that Coaching can be deployed to “fix” those that deem to be in need of a quick change by their manager.

    .. Coaching can have dramatic short term impact. But the reality is that it will take from 6-12 months of quality Coaching to make sustainable changes. Those that tell you that it can be done quicker are not well informed.

    .. Coaching is about individual planning, goal setting, and achievement. It’s also about personal discovery and enlightenment. It is about realizing one’s full potential.

    With all that being said, Coaching is about so many things that would benefit every company. Coaching helps create stronger and more productive people that are more valuable to the organization!

    Be well,

    Drayton Boylston
    Founder and CEO - Rescue Institute, Executive Coaching University

    © 2013 and beyond Executive Coaching University. All rights reserved.
    Published in Leadership Lantern
    Page 7 of 7

    About Us

    The Executive Coaching University is one of the leading Executive Coaching Training and Leadership Development firms in the world. We have trained thousands of individuals in 39 countries in our proprietary MasterMind Executive Coaching Process™ as well as many other leadership skills. Our programs are approved by the International Coach Federation (ICF), Society for Human Resource Management (SHRM), and Chartered Institute of Personnel and Development (CIPD) in the UK.


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