Executive Coaching FACT SHEET

• 57% of Fortune 500's Most Admired Companies use 1-1 Coaching vs. 22% of their Fortune 500 peers.
  FORTUNE/ Hay Group Executive Survey of Leadership Effectiveness
  
  
• "The kind of training that really makes a difference has nothing to do with programs and everything to do with the informal training that goes on within companies in the form of feedback, coaching, and mentoring."
  McKinsey Quarterly, 2000, Number 1
  
  
• "I never cease to be amazed at the power of the coaching process to draw out the skills or talent that was previously hidden within an individual, and which invariably finds a way to solve a problem previously thought unsolvable."
  John Russell, Managing Director, Harley-Davidson Europe Ltd.
  
  
• "I absolutely believe that people, unless coached, never reach their maximum capabilities."
  Bob Nardelli, CEO, Home Depot
  
  
• "Between 25 percent and 40 percent of Fortune 500 companies use executive coaches."
  The Hay Group, an International Human Resources consultancy
  
  
• At L'Oreal, sales agents selected on the basis of certain emotional competencies significantly outsold salespeople selected using the company's old selection procedure. On an annual basis, salespeople selected on the basis of emotional competence sold $91,370 more than other salespeople did, for a net revenue increase of $2,558,360. Salespeople selected on the basis of emotional competence also had 63% less turnover during the first year than those selected in the typical way.
  Spencer & Spencer, 1993; Spencer, McClelland, & Kelner, 1997.
  
  
• "Asked for a conservative estimate of the monetary payoff from the coaching they got, these managers described an average return of more than $100,000, or about six times what the coaching had cost their companies."
  FORTUNE 2/19/01, "Executive Coaching -- With Returns a CFO Could Love"
  
  
• "Companies are increasingly turning to coaching for leadership development, style issues and talent retention, so it makes sense that 55% of respondents said that their organization uses coaching as a one-on-one process intended to maximize management and leadership potential and 54% do so to change behaviors."
  Lee Hecht Harrison survey
  
  
• In a national insurance company, insurance sales agents who were weak in emotional competencies such as self-confidence, initiative, and empathy sold policies with an average premium of $54,000. Those who were very strong in at least 5 of 8 key emotional competencies sold policies worth $114,000.
  Hay/McBer Research and Innovation Group, 1997.
  
  
• "Executive coaches are not for the meek. They're for people who value unambiguous feedback. All coaches have one thing in common, it's that they are ruthlessly results-oriented."
  FAST COMPANY Magazine
  
  
• "If ever stressed-out corporate America could use a little couch-time, it's now. Trust in big companies is at an all-time low. Baby-boomers have been burned; Gen Xers aren't expecting the Corporation to take care of them. Under the circumstances, employees are much likelier to go outside and get independent advice to help them be better managers"
  Karen Cates, Assistant Professor of Organizational Behavior, Northwestern's Kellogg Graduate School of Management
  
  
• "Across corporate America, coaching sessions at many companies have become as routine for executives as budget forecasts and quota meetings."
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