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Did You Know?

Do you know that a recent article published in Harvard Business Review written by Matt Brubaker and Chris Mitchell (2018) puts the cost of a typical Executive Coaching engagement in the vicinity of US$100K per year, with no guarantee on the Executive participation or readiness? Here at Papillon MDC we always start with the assessment of the executive and his/her readiness and acceptance for coaching before we start or engage in any coaching program.

Source: Coaching, A Global Study of Successful Practices, Current Trends and Future Possibilities, 2008-2018, American Management Association, p.22. Reproduced with the permission of American Management Association International.

According to a survey of 140 professional coaches done by Harvard Business Review (Coutu & Kauffman, What can coaches do for you? January 2009; p. 31), the top five buying criteria for purchasers of executive coaching services are: (1) Experience in a similar setting; (2) Clear methodology; (3) Quality of the client list; (4) Ability to measure ROI; and (5) Certification in a proven coaching method.

Another study done by the American Management Association in 2008 puts business experience first followed quickly by recommendations and interviewing the prospective coach. What is most interesting is that many factors seem to be correlated somewhat with coaching success. It is possible to infer that the combination of these factors may drive the best result.

The team at Papillon MDC Inc., as well as its President and Founder Dr. De Civita, fulfill a number of key buying criteria in both surveys as evidenced by:

  • Clear methodology for all of its coaching program
  • Coaching experience across a variety of industries as noted by its client list
  • Quality of client list, mostly blue chip companies
  • Extensive recommendations as noted by testimonial postings
  • Extensive consulting experience as well as direct business experience
  • Certified Graduates from coaching schools recognized by ICF and credentialed coaches at ACC and PCC levels from ICF
  • Doctoral degrees in Psychology- Research and Clinical; Industrial Psychology
  • Exclusive and unique ROI methodology embedded in its coaching programs
  • All potential clients have the opportunity to meet and interview the coach for one hour at no cost to the organization.


All of our coaches have experienced coaching themselves and hold their own mindfulness practice. This makes them fully aware of your experience as a coachee. Moreover, working with a certified and credentialed coach ensures that confidentiality is upheld; therefore, allowing for a more powerful coaching experience. Papillon MDC Inc. firmly believes that progress is made when the leader feels, believes, and knows that confidentiality of sessions (and all topics discussed) is upheld at the highest level during and beyond the coaching partnership. Confidentiality also implies that the coach will not: (1) carry messages for anyone up or down the organization; (2) engage in conversations about the leader with any stakeholder during and beyond the coaching partnership; and (3) discuss progress with the leader’s manager outside the planned three-way sessions wherein the leader is involved. In fact, the leader (AND NOT THE COACH) speaks to his/her own progress during these meetings. All our coaches must adhere to the ICF code of ethics, which underscores the importance of confidentiality.

Equally important to note is the manner in which a credentialed coach operates. She/he is not opinionated, does not share the workload with the leader, and does not spend the majority of the coaching sessions giving advice on how to do the job. When you partner with Papillon MDC Inc., you partner with certified, credentialed coaches who share one common purpose: Help you transform… and take flight!

Impact of Turnover

  • Turnover is associated with high costs for your organization. Direct costs include loss of productivity and recruitment expenditures. Indirect cost include loss of tacit knowledge, with its impact felt by remaining employees as they struggle to deal with work overload and a sense of demoralization.


  • Turnover disrupts the viability of teams and productivity due to loss of team members, along with their tacit knowledge.

Turnover Causes

  • Turnover occurs when there is lack of fit between employees and their job and/or the organizational culture. Person-job fit is strongly and negatively linked to intention to quit and positively link to job performance.


  • Papillon MDC Inc.’s study on the effects of mentoring on turn-over intention (through its Development Strategies Model: An ExclusiveTM program) found that as mentee’s perception of fit with their job as well as fit with the organizational culture increased over the course of time, their intention to leave the organization decreased.

Optimizing Organizational EffectivenessTM

Shaping the organization in line with the business strategy requires focusing on all aspects of human capital management. One cannot pick and choose what is most obvious and easiest to address. There has to be a collective effort in ensuring that each aspect of managing human talent is thoroughly addressed in line with the values espoused by the corporation. Equally important, good talent management involves understanding how organization capabilities are connected to individual competencies. In so doing, the focus is not only on individual talent, but on what the organization has to offer to the individual to make the business strategy work. This implies paying attention to emerging organization capabilities and individual potential while not losing sight on how current capabilities and performance impact the current business strategy.


Human Capital Management 253 KB 5 downloads

Optimizing Organizational EffectivenessTM Shaping the organization in line with the...

Defining the Future of Human ResourcesTM

Human capital management is the Achilles’ heel to any business. Addressing this most vulnerable part requires HR to see itself as being more than an administrative or employee relations function. HR leaders have the opportunity to be strategic partners to executives by proactively aligning their services to impact business effectiveness beyond the administrative work HR has been traditionally seen to do. Research has consistently shown that when HR is a player in contributing to the business strategy, along with its implementation and measurement, executives and boards alike turn to HR leaders for help.


HR as Strategic Partner 323 KB 6 downloads

Defining the Future of Human ResourcesTM Human capital management is the Achilles'...
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