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Tuesday, May 28, 2002 

Today we highlight the stories of how six coaches made it big in coaching by securing Corporate Contracts.  Note: these are real success stories folks, of Coaches who know what it takes to land six figure coaching contracts and achieve great things coaching in Corporations!!  I hope you'll enjoy taking a cue or two from this group.

My thanks to each of the coaches who shared their stories with us.  Also included in today's issue is the agenda for CoachVille's Fall 2002 Business and Corporate Coaching Conference, below.

As always, your comments and suggestions are welcome!

Happy Reading,

Andrea Lee
GM, CoachVille
 

   
 


from

Six coaches share their own experiences on how they secured a corporate contract

Kathy O'Donnell:  Using assessments to kick off the coaching initiative

Hi Thomas,

My experience with securing corporate contracts is that it has happened for me through an individual client being so sold on the experience of coaching that they bring the suggestion in to the company. That person becomes the champion, and it requires little selling on my part to secure the contract. (The caution here is to make sure you, the coach, are clear what the expectations are of the executives around the goals of the coaching initiative. It’s really important to make sure that everyone is on the same page.)

I am a certified behavior and values analyst, and use these assessments to kick off the initiative. All participants of the program complete the assessments, and then come together for an off-site workshop to learn the behavioral model, see how they fit in with the model and start to understand the value of the diversity of the group. I have found that the DISC and PIAV assessments are a solid tool to demonstrate differences and similarities, and to open the conversation about what that all means, and how do we work together within this framework. For some participants, it is the first time that they have looked at their behavior, the perception of others, and their impact on others. These are valuable tool for self-discovery.

I have focused on coaching for enhanced communications and leadership skills. Again, I want to stress how important it is to level-set goals and expectations, and to check in on how the executive team is perceiving the coaching program. There are coaching opportunities throughout this process. Being sold on coaching really needs to trickle down from the top—if the executive team is not on board, it will be difficult to accomplish the goals. Imagine each person who isn’t sold on the process spreading doubts about coaching throughout the company, and you will see the magnitude of the problems this will cause. I have learned this lesson the hard way, and now offer a money back guarantee, as long as the company keeps it’s commitments: being up-front and honest about considerations, speaking them to the coach, “talking up” the program, being in coaching when promoting it to the rest of the company, and having the coaching initiative literally be a part of the company’s strategy for success.

Keep up the great work.
Warmly,
Kathy
Kathy O'Donnell, R.Ph., CPCC
O'Donnell & Associates
www.odonnellandassoc.com



Jim Donovan:  Coaching authors to succeed
Last year we secured an income of $A465,000 from Corporate coaching contracts and complementary programs.  We grew our team from two coaches to seven and developed a model we now use with other corporate clients. Here is how we achieved that.

We started off with a small group of 15 managers who headed up IT teams.  This followed as series of meetings which came from a public presentation I did on Coaching and its benefits to organizations. The initial meetings were exploratory where we clarified what they identified as learning goals and success criteria for any project which might be started. 

The Project:
We submitted a program outline which covered an Introductory residential workshop, skill seminars, presentations on management and leadership skills and trends as well as group and individual coaching.  An evaluation of this pilot was also agreed. The program was called an Executive Leadership Program or in another location a Personal Effectiveness Program.  At one time we were working with over 110 individual coaching clients in one organization This initial pilot project proved popular and the program was extended.

We coached and worked with over 250 individuals in three organizations using this approach.  It meant we engaged the services of other associate coaches during the 18 months the projects were underway.

The associates formed a team of seven. To ensure we provided a high quality service we held day long meetings most months to review progress, coordinate our clients and discuss project problems and improvements.

A significant number of these managers elected to continue for the full 18 months using the services of our coaches. A number also hired their own coach after the Program concluded. The coaching component was typically rated the most value in implementing the changes the project generated.

What we learnt:

1. Coordination with your client at all levels is critical when so much is happening. We employed a casual office manager for most of the time to ensure we were able to deliver on our project outcomes.

2. Your own team is critical to the success of large projects. Recruit only the best and do what you have to ensure you are all on the same page.

3. Allow for individual coaching styles, but ensure you are all clear on both the values you are working with and on the high quality delivery of all components of the project.

4. Deal with any problems yourself. We found some coaches were better in the training room than others. Utilize the skills of those whom you have as associates appropriately.
They are after all representing your company.

5. Be flexible in your strategy as both the people and the team/corporate culture changes the more you go deeper into the organization. Your both shaping and being shaped by the experience. Enlist the support of the CEO and senior managers so that you have COI and a commitment to what you are doing. Coaching works and people's behavior will change. 

6. Consider those who do not join the program and have a contingency plan to put to the Board when the benefits become know and there is talk of others wanting to join.

7. Often the organization is not clear on what they want or how best to achieve their goals. Be prepared to be bold and have an a clear outliner on exactly what you will do to meet their specific needs. First listen really well and then propose a solution. They will love you for it!

With best wishes,

Gary Russell
Managing Director
The Human Dimension Pty Ltd
'Developing People -Transforming Organizations'
Weston ACT
AUSTRALIA 2601 
Ph. 61 *2 6296 4133
Gary@humandimension.com.au
www.humandimension.com.au
 

Tania Parsley and Marceline Anderson: Implementing strategic change

Dear
Thomas, 

I have success with a couple of the areas that you are exploring. The success is a based on a replicable, disciplined process that has been co-developed and co-facilitated by myself, Tania Parsley of Parsley & Associates and Marceline Anderson of Raven Futuring Partners. 

The process is designed to implement strategic change and breakthrough results - implementation being the key, because it is frequently in the execution that many organizations fail. I am a certified Strategic Change Specialist and have incorporate group and individual coaching heavily into my process and practice 

Here is the high level story: I don't know how to shorten this but feel free to extract what you feel is relevant. If you use this, please let me see your final copy if you make changes.

The client: 
A small (60 people), Canadian division of a global, billion dollar, multi-national, multi business line organization - product driven

Background:
New General Manager with mandate to turn business results around. Had a talented team of executives and people, but they had not achieved their Annual Operating Plan for years.

The Issues:
Functional Silos - lack of cross functional communication and coordination resulted in missed deadlines and lost opportunities that could not be recouped.

Unclear Focus - merger situation and multiple brands led to far too may priorities - people in overwhelm

Lack of confidence - little belief in ability to deliver the plan

Poor execution - very sophisticated planning processes but did not execute well - no process or model for implementation that kept all the pieces and functions coordinated and on track.

Objective: 
To hit the plan for Fiscal Year 2002 (year end June 30) and have a better quality of experience

Solution:
A year long process was sold - value of contract was $70,000 - Project Name: Breakthrough 2002

Feb 200l - started with 3 day 'Breakthrough Launch' that integrated all functional areas and multiple levels - 
all key stakeholders involved (25 people). These people are participating throughout the entire process below.

3 dimensions in the Launch event:
1) knowing - preferred future visioning, creating focused priorities, barrier identification, etc
2) being - group coaching and exploration of individual and collective attitudes, assumptions, beliefs 
3) doing - 'Breakthrough Planning' 
Process resulted in focused priorities and clear identification of key 'log jams' that were barriers to success. Teams in Action created to handle these.

Implementation Launch Event June 2001 - involved blessing of the plan and commitment process

Quarterly Milestone Meetings - one day events, every quarter to keep implementation on track
group coaching- again all 3 dimensions
1) knowing - what did we accomplish in the last quarter, what are the milestones for the next one, new issues
2) being - ongoing development of team dynamics, ways of thinking and patterns of behavior
3) doing - next steps, action plans

Parallel Process
3 month coaching contract for one on one coaching with one of the executives.
More one on one coaching is expected in the next quarter.

Final meeting in July 2002 will be a big celebration event (although celebration and recognition is an ongoing part of the process). They have created a culture of recognition

Results to date:
at the half way point
* all KPI's to date are significantly improved over the previous year and on target with plan for first time ever 
* confidence is soaring - on a scale of 1 -10, average level of confidence is 8.5 that they will achieve plan.
* all log jams have been handled and they are now in continuous improvement mode
*they are riding a wave and having fun!

t.parsley@sympatico.ca
sandymcmullen@sympatico.ca



Cami Miller: Listen to the COO's vision
I had an incredible start for my full time coaching practice. I had been working in healthcare and planned to go full time in January of 2000. As luck would have it a restructuring dissolved my job in June of 1999. Believing that everything happens for a reason, I coached my boss on how to proceed with the layoff to create the least disruption in the lives of the people being laid off as well as in the attitude and productivity of those left. He appreciated what I did so much he approached the President/COO of the company insisting that he hire me to help him raise the bar for people in the larger company. I visited with the President/COO and listened to him describe a vision for developing the middle managers to improve not only performance, but also to make succession planning more successful in using internal candidates. I suggested a program based on the principles of "Topgrading" by Bradford Smart. 

We created a program which included an assessment process using an in-depth interview of experience and skills and the DISC profile. Each of the 56 managers who completed the process spent one hour after the assessment Coaching with me developing their own Leadership Development Plan which included their personal vision, The goals they identified during the assessment process and an action plan to achieve their goals, and realize their vision ( a very full hour). The company also offered managers a program that allowed them to complete coursework at an affiliated college at no cost to the manager. The program was later expanded to make graduate level courses available as well.

This project yielded $39,000 in the two and a half month period I was involved in the project. Although the company did not budget for evaluation of the program, I was able to follow up with many of the participants and was delighted to find that many among them were promoted within that company and others took jobs at other companies that represented a positive career move for them. 

I was also delighted when the subsidiary company from which I was laid off hired me back to coach them into a new strategic plan and offered coaching to some of their staff who were experiencing stress in the new leaner company.

I believe that the critical elements of securing this contract was getting before a key decision maker and listening carefully to the COO's vision, and designing a program that integrated coaching which he didn't fully appreciate into his vision which he did.

Cami Miller MSN is a professional Coach, Consultant and Trainer. She is currently a Coach University and Corporate Coach University affiliate and member in good standing with the International Coaching Federation. Cami has been coaching entrepreneurs and professionals since 1992. Her expertise is performance management, and personal development.

Cami Miller
Baton Rouge, LA
(225) 751-2613
(225) 229-2613
www.coachcami.com




Tom Brady: Two Keys to Success

Dear Thomas,

Funny you should ask. I got a 1099 for $72,000 from one of my accounts (Corning) so I figured that was my queue to respond. I have another (Architectural/Engineering firm annual sales $90+M) that will be a little more and started one in 2001 that will probably be double that in 2002. (Thanks to the economy both of these “anchor” accounts will fall off sharply in 2002)

Anyway, my big account mentality began with orchestrating my exit from my employer (Health Care System) which began in 1994 and officially took place in October 1996. (See website – click on my picture) That began as an open-ended contract for $75,000 and was to be the equivalent of half-time, allowing me to grow my practice the rest of the time. 

The two keys to my success is (1) learning and becoming skilled with the DISC family of instruments. I use for marketing, coaching, and attracting direct reports and co-workers to my second key to success, the XLR8 YOU!!! Leadership Development Process. (LDP -also on my website) With the exception of my former employer (I worked with a group of 20+ leaders when two hospitals merged), I begin with a high level executive and spread to their direct reports and/or up to their bosses and across the organization. I generate additional work for annual planning meeting facilitation and Vision, Mission, Values, Strategic direction.

I have generated all of these anchor accounts through personal relationships (one neighbor, one former neighbor), or some previous contact in my old job. The latter method was used to contact the A/E firm. I receive the local business journal and as a challenge to myself whenever I see someone I know in the journal my goal is to get an appointment with them. The Chairman and President were the cover story and they were standing next to their new office building, needed because of their rapid growth. I had helped the Chairman’s company with some free TQM training, so getting the appointment was easy. They were considering leadership development. I helped them define what that was and first worked with the President and his Six Division leaders using group and one-to-one coaching. The following year (2001) I used a similar format with 12 “high potentials”.

I’ll conclude with my most recent and largest account. A former neighbor who had recently been promoted to the number 3 position in a $2.5B food market chain (Fortune Magazine top 100 several years running – just announced today that they made it again!) called me to work with a Store Manager for performance issues. (These stores 62 total are huge generating $30M to $90M annually) My former neighbor got turned on to leadership development at the Center for Creative Leadership and now wants to develop an internal LDP (the top operations leaders are designing it by going though my LDP in a week-long format with 1 year of follow-up coaching.) First and foremost this will boost their own leadership capabilities, customize my process to their culture, and make them better coaches by experiencing coaching first hand (it’s been seen as a negative – what am I doing wrong to need a coach) with their own development plan as well as acting as an internal coach to their direct reports when their development plans are created while attending the newly designed “Leadership Institute” foundation program. What a dream assignment.

To quote Steve Martin “And we get paid for doing this!!!” A great country America.

Tom Brady
The XLR8 Team
(585) 544-1570
www.thexlr8team.com


Jim Parker: Knowing the CEO

Dear Thomas,
I have negotiated a large contract for services that were not limited to but included coaching. The first year, they were willing to pay me $36,000 and I was asking for $48,000, the way I worked this out was to agree to the $36,000 with an additional $12,000 at the end of the year if we accomplished X. We accomplished X and I was paid the additional $12,000. The second year was a straight $48,000 and they paid me an additional $10,000 bonus at year end. The third year I was paid $10,000 per month. With add on services (TTI assessments), I grossed $168,000 total with the company the third year. The services included in the contract were:
meeting facilitation, retreat facilitation and one on one coaching with CEO, COO, CFO, President and each facility leader. I was coaching between 18 and 22 people each month.

The way I accomplished this is that I met and became friends and worked with the CEO one on one coaching. After several months, he suggested that I meet with his President, he worked with me one on one and after a few months he asked that I work with his leadership team. It just grew from there. What helped me the most, is that I was not invested in how this came out- I had no preconceived idea of what to expect- in other words, it just happened and I tried not to get in my own way.  I want to point out that this was not a large Corporation- They employed 1,000 people and had gross sales of approx 200 million.
Jim Parker
The Mentor Connection, Inc.
Phone 520 370 3579
www.mentor-connection.com


I hope that this was helpful.  Thanks to the CoachVille members who shared their stories!

Thomas

 
Announcing the 2002 Fall CoachVille Coaching Conference
The largest business and corporate coaching conference ever.

CoachVille sponsors the largest business and corporate coaching conference this September in Toronto.
Special pricing is only $279 for early registration:
now available!
If you are coaching small business or corporations, or plan to sometime over the next several years, then THIS is the conference to attend this fall.



Yes, it's official!  

CoachVille is now serving the business/corporate coaching market in a very big way, starting with the Fall Conference in Toronto.  If you have enjoyed what we have created for the personal/success marketplace, just wait until you see the tools that we are crafting for the corporate coaching marketplace.  It's all fresh. No blah.  No recycling.  No tired 90's stuff.

Details about this conference are below.  Given the meeting room size limits of the Sheraton Towne Centre, we have only 500 seats available.  (Remember, 850 coaches attended the Las Vegas Conference last month, so space is going to be limited in Toronto.)

And, note that you can register now and you have until July 31, 2002 to change your mind with no service fee, and as always we offer a 100% satisfaction guarantee for this and every training and event we offer.  We stand behind the quality of content and experience, which is virtually an exclusive in the coaching industry.    And, we ask you to please pass the word about this conference, if you are willing.
 

Benefits of Attending the Fall 2002 CoachVille Conference
o Learn how to break into the business and corporate coaching marketplace.
o Learn how to position yourself and your services to meet corporate needs.
o Gain practical, real world wisdom from the successful biz/corporate coaches.
o Get introduced to the newest Coaching Programs for business/corporate clients.
o Receive lifetime/royalty-free rights to conduct these programs within corporations.
o Meet and network with hundreds of other business and corporate coaches.
o Come to understand exactly what corporations will (and won't) hire a coach to do.
o Learn how to think like an entrepreneur and executive so that you can coach them better.
o Be introduced to the newest, and most popular, assessment tools for companies.
o Learn how enter the corporate market through the backdoor.
o Enjoy the high level of intellectual stimulation that this CoachVille event will provide.
o Leave with several years' worth of ideas, opportunities, programs and knowledge to accelerate your success as a business and corporate coach.



Dates/Location
Thursday - Saturday
September 12, 13, 14, 2002
(Wednesday, September 11, is a bonus day; see below)
9am-5pm all days
Sheraton Centre Toronto Hotel
Toronto, Ontario, Canada
Maximum capacity: 
500
Conference fee:  $279 super early bird registration fee until
June 30, 2002.
$379 from July 1 to August 31, 2002, $479 as of September 1, 2002 (if space available) 
Full payment is made upon registration, but a full refund is available if you withdraw prior to July 31, 2002.


Click here to register.

Link not working with your browser? Go here:
http://www.coachvilleconference.com
If you want to register for the Wednesday boot camp, click here.


Who is the Conference primarily designed for? 
While everyone is most welcome, the conference content has been designed for:
1. Coaches who are interested in mastering what it takes to coach Entrepreneurs, Small Business Owners, Executives, Managers and Leaders.
2. Coaches who would enjoy hands on situational training, strategies and specific approaches to coaching in a corporate environment.
3. Coaches who have an interest in improving the coaching skills related to coaching tomorrow's leaders.
The conference is fitting for both newer coaches and experienced coaches.

Conference Agenda/Schedule

Day 1. Coaching Entrepreneurs and Small Businesses
THURSDAY, SEPTEMBER 12, 2002

800-900am

Coffee, Tea and Networking With Thomas and the Other Presenters

900-1020am

o The 4 Critical Things Every Coach Should Know about Coaching the Entrepreneur
How they think and operate, and how they are different than most people
What they need and want from a coach, and what they don't want
The special gifts of the entrepreneur and how to leverage those gifts
What not to say or do with your entrepreneur clients
1020-1035am Morning Break
1035-1200noon o The 5 Situations Entrepreneurs Finds Themselves In and How to Coach Them Through it
New business/startup, where chaos is the standard
Rapid growth, with the operational and stress problems that come with that
Flat growth, where boredom causes mischief
In trouble; a serious turnaround situation
Company overly dependent on the entrepreneur for growth and leadership
1200-1230pm o Coaching the Business Owner who is "The Problem"
Getting their attention and keeping their respect
Helping them to grow and change because they want to
Outsourcing the entrepreneur's weak areas
1230-200pm Lunch Break
(on your own)
200-245pm o The 3 Things You Can Teach The Entrepreneur
How to strategize any goal in 3 simple steps
How to convert ideas to revenue streams in record time
How to use customers as a personal R&D Team vs resisting input
245-315pm o Coaching the Business Owner To Make the Most of the Opportunities in Front of Them 
Separating "good ideas" from revenue opportunities
Reducing the opportunity costs of delay and indecision
Designing the business so that it is scalable without the owner being the bottleneck
315-330pm Afternoon Break
330-500pm o How To Market Yourself to Entrepreneurs
The 5 Hot Buttons (and they are not what you think they are)
Offering a Coaching Program like eSurvivor for their employees
How to price, package and customize your services for Entrepreneurs
Where to meet and how to network with Entrepreneurs/Business owners
How to set up your new entrepreneur client so that the relationship works long term

500pm

End of Day

 

Day 2.  Coaching Executives and Senior Management
FRIDAY, SEPTEMBER 13, 2002

800-900am

Coffee, Tea and Networking With Thomas and the Other Presenters
The Morning Coaching the Executive
900-1200noon
break at 1020am
o Understanding the 10 Primary Challenges that Executives Face, and How to Coach Them Well in All 10 Areas
Challenge #1: Short term results, with long term revenue sustainability
Challenge #2: Implementing structural and cultural change
Challenge #3: Inspiring management/staff to self-motivate
Challenge #4: Carving out the time/space to think beyond the immediate
Challenge #5: Designing a culture that learns rapidly, automatically
Challenge #6: Maintaining key employees long term
Challenge #7: Replacing revenue streams via creative destructionism
Challenge #8: Instilling the company vision/mission throughout the firm 
Challenge #9: Updating the products to stay ahead of the competition 
Challenge #10. Resolving personal issues and lifestyle stresses
1200noon-130pm Lunch Break
(on your own)
The Afternoon Tools To Use with Executives & Management
130-300pm o Selecting the Best Assessment Tools to Use With Executives and Management
Learn the uses and benefits of 7 popular assessment tools.

The DISC
360 Tools
5 more to be added, including an Executive Dashboard-type enterprise management tool
300-315pm Afternoon Break
315-500pm o Executive Development Programs
Full use/rights of these 2 new client coaching/development programs are included in your conference fee.
The Modern Leadership Program: The 15 Proficiencies of Advanced Leadership
Visionary Thinker Program: Looking, and Acting, 10 Years Forward.
Universal Trends: The 10 Trends That Are Shaping Our World, and How To Change Your Thinking to Make the Most of Them

500pm

End of Day

 

Day 3. Coaching Within a Corporation/Enterprise
SATURDAY, SEPTEMBER 14, 2002

800-900am

Coffee, Tea and Networking With Thomas and the Other Presenters
The Morning Understanding Why Organizations Hire Coaches

900am-1200pm
break at 1030am

o Understanding the 25 Reasons That Corporations hire Coaches
We've polled both coaches and companies to arrive at this eye opening list of 25.  
During the morning, you will learn these 25, and learn how a coach can package and deliver coaching services and programs to meet these real world needs.
We will also weave in the 10 universal Trends which are affecting corporations worldwide.  This information will add wisdom to your coaching.
1200noon-130pm Lunch Break
(on your own)
The Afternoon Marketing & Success as a Corporate Coach
130-320pm o How to be Successful as a Corporate Coach
Backdoor Marketing: The Fastest Way To Get Into a Corporation
Packaging Yourself As a Solution Machine Who Just Happens To Be a Coach
Offering graduating programs to corporations
No corporate background? No problem
Avoiding the Mistakes: What Not To Do In a Corporate Setting
320-335pm Afternoon Break
335-410pm  o Creating a Coaching Culture in an Organization
Training managers as coaches
Designing a collaborative environment
Connecting the company's vision with all areas of the company
410-500pm o Coaching Programs for Corporations
These programs are available royalty free to all attendees.
Vision Development: Thinking Ahead of the Predictable Future 
Mission Statement: From Yawn to Yowza
Coaching Teams: Energizing the Enterprise with Collaborative Teams
Business Foundation for Corporations (adapted from Personal Foundation)

500pm

End of Day/Conference


How is the Conference organized?
We are keeping the conference material as hands on and interactive, effective, and simple as possible.  You'll have plenty of free time for networking.
1. Everyone is in the same event room during the training.  
2. Thomas Leonard is coleading the segments with experienced business and corporate coaches.  
3. All sessions are interactive (and include step-by-step handouts).
4. You are on your own for meals. Beverages are served both days during the breaks.
 



Hotel/Flights

The conference is being held at the Sheraton Centre Toronto Hotel, located in what is referred to as "the best location in the City" at 123 Queen Street West. The Sheraton Centre Toronto has received more hospitality & awards than any other hotel in Toronto. Among its many honours, the Sheraton Centre is the only hotel to have received the coveted Gold Key Award from "Meetings and Conventions" magazine for twelve consecutive years!




Room Rates!
We've arranged for special room rates with the Sheraton for conference attendees. $143.00 US per room double occupancy. Call the hotel at
(800) 325-3535 to make your reservation today!  Do mention that you are part of the CoachVille Conference in order to obtain the special rate.
 

Sheraton Centre Toronto Hotel
123 Queen Street West
Toronto, Ontario M5H 2M9
Phone: (416) 361-1000
Fax: (416) 947-4854
Number of rooms: 1,377
Number of floors: 43
Check In: 3:00 PM
Check Out: Noon

Email: reservations@sheratoncentretoronto.com
 

We suggest you fly in on Tuesday evening (if attending the boot camp day) and depart on Sunday. The major airport serving Toronto is Pearson International airport, and it is less than 45 miles from the hotel.  We've had good luck with Orbitz.com if you're looking to book your flight online. The airport code for Toronto is YYZ.

Airport Express Shuttle
For your convenience, Pacific Western operates a 24-hour Airport Express shuttle bus between Pearson International Airport and The Sheraton Centre Toronto Hotel, seven days a week.

And for your return to the airport on Saturday or Sunday, the Airport Express bus leaves The Sheraton Centre every 20 minutes, beginning on the hour. From 2am to 5am daily the shuttle leaves every 30-40 minutes. Tickets can be purchased at the Tour Desk in the lobby, or with driver. One-way adult fare to Pearson is CAD$14.25, round-trip is $24.00. Children ride free with adult. Pick-up is located at the Richmond Street side of the Sheraton Centre's main Motorcourt.
 

Driving?
From the West

Also Toronto International Airport - Use 427 South
Follow Highway 401 East to the 427. Take 427 South and follow signs for QEW (Queen Elizabeth Way). QEW turns into the Gardiner Expressway (eastbound). Follow along on Gardiner and watch on right for York St. Exit. Take York St. exit ramp slowly. Stay on left side of ramp and follow York Street until it ends at Queen Street. Turn right onto Queen and you will see motor entrance for hotel immediately on the right. Welcome!

From the U.S. and Niagara Region
Follow QEW (Queen Elizabeth Way) into Metro. QEW turns into the Gardiner Expressway. Follow Gardiner and watch on right for York St. exit. Take York St. exit slowly. Stay on left side of ramp and follow York Street until it ends at Queen Street. Turn right on to Queen and you will see motor entrance for hotel immediately on the right. Welcome!

From the East
Follow Highway 401 West to the Don Valley Parkway. Take DVP South all the way to the Richmond St. exit. Get into right lane of Richmond once at Bay Street - the hotel is on the right at the corner of Richmond and York Streets.

Conference Cancellations/Transfer
Full payment is made upon registration, but a full refund is available is you withdraw prior to July 31, 2002.


Guarantee of Satisfaction
If, at the end of the Conference, you feel that the conference was not worth the fee you paid, you will be refunded your Intensive fee in its entirety, no questions asked.  (We're quite serious about this.)


Presenter?
Please watch for announcement.  Thomas is coleading most segments with corporate coaches.


Need a roommate?
When you register, we'll let you know how to connect with other attendees to share a room.


Volunteer?
Looking to volunteer? Great! A call for volunteers will be coming out later this summer.


Exhibitor?

We'll offer a free networking table/area for anyone who wishes to offer products and services.  Watch for details.


Dates/Location
Thursday - Saturday
September 12, 13, 14, 2002
(Wednesday, September 11, is a bonus day; see below)
9am-5pm all days
Sheraton Centre Toronto Hotel
Toronto, Ontario, Canada
Maximum capacity: 
500
Conference fee:  $279 super early bird registration fee until
June 30, 2002.
$379 from July 1 to August 31, 2002, $479 as of September 1, 2002 (if space available) 
Full payment is made upon registration, but a full refund is available if you withdraw prior to July 31, 2002.

Click here to register.
Link not working with your browser? Go here:
http://www.coachvilecourses.com and type in class
2060.
If you want to register for the Wednesday boot camp or corporate training, click here.

Questions/Requests
Please email support@coachville.com.