Who is Anthony Washington Sr.?

Anthony Washington Sr. is a U.S. Army and Maryland Army National Guard veteran, a coach and official of more than twenty years, and the founder of After Today, LLC. He builds leadership training, athletic recruiting education, and people-first AI systems for student-athletes, families, schools, and organizations. He is based in Pennsylvania and works primarily across Pennsylvania and Maryland.

What does Anthony Washington Sr. do?

He works in three connected areas: athletic recruiting education that gives student-athletes and families a repeatable daily process, leadership training for first-time supervisors and public-sector leaders, and people-first AI and workflow implementation for organizations. He also speaks and runs workshops for schools, teams, and districts.

What is athletic recruiting infrastructure?

Athletic recruiting infrastructure is the repeatable system a family or program uses to manage recruiting — film, academics, communication with coaches, eligibility tracking, and follow-up — instead of relying on exposure events and luck. Anthony teaches recruiting as infrastructure so progress comes from a daily practice rather than a seasonal scramble.

What does people-first AI implementation mean?

People-first AI implementation means adopting AI to improve the work without displacing or sidelining the people who do it. In practice that means starting from the actual workflow, keeping a human accountable for decisions, training staff on the tools they will use, and setting guardrails before scale — not buying software and hoping the team adapts.

Who are Anthony's programs designed for?

Student-athletes and their parents, high school and grassroots coaches, athletic programs, schools and districts, first-time supervisors, public-sector leaders, and organizations that want leadership training or help implementing AI without leaving employees behind.

Does Anthony Washington Sr. provide leadership training?

Yes. He trains first-time supervisors and team leads on the first ninety days, difficult conversations, accountability, and building trust, drawing on his military service, public-sector supervision, and coaching experience. Training is delivered as courses, workshops, and organizational consulting.

How can a school, district, or organization work with Anthony?

Schools, districts, and organizations can book speaking engagements and workshops, bring in leadership training for supervisors and staff, or engage him on recruiting support and AI and workflow implementation. Start on the contact page and say which of those you need.

How can I book Anthony Washington Sr. to speak?

Send an inquiry through the contact page with your event date, audience, format, and location. The speaking page lists topics, session formats, and the audiences he speaks to most often.

Where is Anthony Washington Sr. based?

He is based in Pennsylvania and works primarily across Pennsylvania and Maryland, with virtual sessions available beyond that area.

Home › Blog › The Inherent Fallacy of Employee Assistance

The Inherent Fallacy of Employee Assistance

general-commentary · September 19, 2026

Providing an employee assistance benefit is different from ensuring an employee can successfully receive meaningful help.

The Inherent Fallacy of Employee Assistance

The inherent fallacy is simple: We have confused providing assistance with ensuring people can actually receive help.

Organizations can point to programs.

Employee assistance.

Counseling.

Wellness resources.

Hotlines.

Referral services.

Those resources matter.

But announcing that help exists is the easy part.

What happens when someone actually needs it?

Can the employee access care quickly?

Can the employee continue receiving care after the initial benefit ends?

Can they afford what comes next?

What happens if the professional they finally trust is not available through their regular insurance?

Do they have to start over with somebody new?

Those questions matter because seeking help is not an administrative transaction.

Trust matters.

Continuity matters.

Access matters.

The measure of an employee assistance program should therefore extend beyond whether assistance was technically offered.

The better question is whether the employee successfully reached meaningful, sustainable help.

A brochure can tell employees that the organization cares.

Their experience with the system will tell them whether that statement is true.

Unc's Point

A benefit described on paper and a benefit experienced by an employee can be two very different things.

The Question

What happens to the employee after the program says its part is finished?

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