CEO Helen Martin was thinking about discontinuing the executive coaching program that she introduced two years ago. The charges had been a considerable proportion on the employee improvement budget and, despite asking greater than once, the HR department had however to give any hard proof on the returns. Even her senior managers could not give a great deal tangible proof of returns, citing things like "clearer thinking", "more private time" and "improved team relationships" as the most apparent rewards. These had been clearly worthwhile but seemed like "nice to haves" in such a challenging economic climate, when budgets had been getting cut and folks not getting replaced after they left the enterprise.