Executive Coaching works! Break Through Consulting delivers bottom-line business results. Our clients experience P&L impact and personal transformation.

Break Through Consulting's Clients Recognize ROI for Coaching:

• "Coaching was one factor that contributed to my group exceeding all service, profitability and expense management objectives in '04." ^-1

• "Coaching with Break Through Consulting had a huge impact. It supported me and my team in turning around the Communications division - preserving 200 jobs and saving the company $1 million a month."^-2

• "I highly recommend working with a Break Through Consulting coach. Coaching clearly delivered business results and returned Accenture's investment many times over."^-3

• "Coaching with Merry Marcus has definitely impacted my bottom-line business results. Merry really is a business coach. It's her experience as a business executive and entrepreneur, added to her skill as a coach, that really helps me to broaden my thinking." ^-4

• "My boss and I agree that coaching supported a $15 million better budget allocation due to my improved ability to communicate at the CFO level."^-5

• During Break Through Consulting's coaching engagement, a Human Resources Executive successfully created a shared services business model that streamlined and consolidated operations and reporting requirements, saving his company $968,000 annually with no deterioration in service satisfaction.

• CEO recognized that during the tenure of coaching with Break Through Consulting, a VP of Sales/General Manager moved his business unit from 5 years of fade, to profitability. CEO further recognized that "coaching contributed to the business unit exceeding goal by $30 million in revenue."

A study of 100 executives receiving executive coaching between 1996 and 2000 found that^-6:

• "Seventy-five percent of the sample (participants and stakeholders) indicated that the value of coaching was 'considerably greater' or 'far greater' than the money and time invested." Page 7.
• "When calculated conservatively, ROI...averaged 5.7 times the initial investment in coaching." Page 7.
• An overwhelming 93% said that they would recommend coaching to others. Page 8.

Developing Emotional Intelligence Produces Dollars & Cents:

• A study of 62 CEO's and their executive teams found that: "the more positive the overall moods of people in the top management team, the more cooperatively they worked together - and the better the company's business results. Put differently, the longer the company was run by a management team that did not get along, the poorer that company's market return."^-7 Page 15.

• "For every 1 percent improvement in service climate, there's a 2 percent increase in revenue."^-7 Page 15.

• "...interviews with 2 million employees at 700 American companies found that what determines how long employees stay - and how productive they are - is the quality of their relationship with their immediate boss. 'People join companies and leave managers', observes Marcus Buckingham of the Gallup Organization...."^-7 Page 83.

• "...consider an analysis of the partners' contributions to the profits of a large accounting firm. If the partner had significant strengths in the self-management competencies, he or she added 78 percent more incremental profit than did partners without those strengths. Likewise, the added profits for partners with strengths in social skills were 110 percent greater, and those with strengths in the self-management competencies added a whopping 390 percent incremental profit - in this case, $1,465,000 more per year. By contrast, significant strengths in analytical reasoning abilities added just 50 percent more profit. Thus, purely cognitive abilities help - but the EI (Emotional Intelligence) competencies help far more."^-7 Page 251.

Going from Good to Great:

• "Yes, leadership is about vision. But leadership is equally about creating a climate where the truth is heard and the brutal facts confronted. There's a huge difference between the opportunity to "have your say" and the opportunity to be heard. The good-to-great leaders understood this distinction, creating a culture wherein people had a tremendous opportunity to be heard and, ultimately, for the truth to be heard."^-8 Page 74.

• "Leading from good to great does not mean coming up with the answers and then motivating everyone to follow your messianic vision. It means having the humility to grasp the fact that you do not yet understand enough to have the answers and then to ask the questions that will lead to the best possible insights."^-8 Page 75.

Accenture's Institute for High Performance Business:

• Research conducted by the Accenture Institute for High Performance Business and Science Magazine sheds new light on the link between human capital management and financial performance.... Findings from this study of pharmaceutical companies suggest that organizations considered to be better human capital managers also experience higher revenue growth rates. In fact, effective management of some human capital areas account for up to 27 percent of the variation in revenue growth rates across companies in this study.^-9

1 - Lisa Lasky, CPCU; Vice President, Policy Services - High Point Safety and Insurance Management Corporation
2 - Susan Kuchta, Vice President & General Manager - Flint Ink
3 - Mary Birks, Associate Partner - Accenture
4 - Dan McKinney, Managing Partner - Next Stage Advisors
5 - William J. Drucker, Executive Director - Verizon
6 - "Maximizing the Impact of Executive Coaching: Behavioral Change, Organizational Outcomes and Return on Investment." Joy McGovern, et al. The Manchester Review. Volume 6, Number 1, 2001.
7 - Daniel Goleman, Primal Leadership: Realizing the Power of Emotional Intelligence (Boston: Harvard Business School Press, 2002).
8 - Jim Collins, Good To Great: Why Some Companies Make the Leap and Others Don't. (New York, Harper Collins Publishers, 2001).
9 - "Achieving High Performance through Human Capital Development: A Look at the Pharmaceutical Industry." Meredith A. Vey and Susan Cantrell. Human Capital Development. Issue Three, January 15, 2004