The Renewal Coaching Blog

The Universal Coaching A-ha
By Elle Allison, PhD
2011 copyright

I am in a large presentation room in a hotel in Zambia Africa, speaking carefully to a group of leaders in the Ministry of Education and at high levels in the Zambian University and College system. I am aware that my accent and vocabulary is peculiar to America (and tinged with the occasional sound of Chicago) and may be difficult for my Zambian audience to understand. The topic is Renewal Coaching. Keenly aware of best methods for supporting adult learning, my workshop contains a combination of interactive mini-presentations interspersed with exercises that invites leaders to work with each other, apply ideas and bring the content to life. I have done this sort of work countless times over the past eleven years; rarely do I feel this level of trepidation. I wonder, here in Zambia, do I have the ability to successfully convey the true power of coaching? Or will I fail to find the right words and lose this opportunity to ignite a passion for coaching in this gathering of key leaders who could use it to transform education in their nation?

The first skill lab in this workshop is called “Listen, just listen.” The Zambian leaders in the room gamely listen to the directions. This lab requires partners to take turns as coach, listening as the other talks about a project that matters to them and that would be good for education in Zambia too. In the States, I get the occasional eye roll at this point as at least one person in the audience wonders if this is one of those “touchy-feely” staff development tangents. No one in the Zambian audience looks askance, so I continue. I tell them I will time the exercise: the “coachee” is to speak for five minutes about their project and for those five minutes, the “coach” must only listen. These are specific directions, and my Zambian colleagues somberly seek clarification. Do you mean we cannot ask a single question? Can’t we give encouragement or show approval? Can’t we offer our advice? The answers are yes that is what I mean, and no, and no. These guidelines are so counter-intuitive to what people naturally do in a typical conversation, they seem preposterous. Ordinarily, even people who consider themselves “good listeners” ask questions, interrupt, tell the stories they are reminded of, and give advice. I assure my Zambian colleagues, that yes, it is true: during this particular five-minute lab, which simulates the first part of every coaching conversation, coaches listen, just listen.

Facing their dubious stares, I promise them that coaches will have a chance to talk later in the process. But for now, in this stage of coaching, it is important to listen, just listen. I urge them to trust me and the process as given.

They do.

After both partners have the chance to experience what it is like to be listened to and to listen in this remarkable way, we debrief the experience in the full group. I brace myself and take a breath. Usually the “listen, just listen” exercise evokes strong responses in participants, including the stunning realization that this was the first time in days, months, or even years, that someone has listened to them for that long, without interruption, questions, or judging. Usually, participants discover that through listening, coachees actually begin to see their dilemmas more clearly. They begin to feel hopeful. They begin to visualize solutions. I had to wonder, in spite of my American accent and earnest processes, did the power of coaching come through during this simple exercise? To fail at conveying these insights early in the four full-day workshops I am scheduled to lead in Zambia would be disastrous.

At the end of the five minutes, I ask the group: What did it feel like to listen and to be listened to in this extraordinary way? I fall to silence and wait. Responses start to come from all sections of the conference hall. “It felt like for once, I was able to hear myself think.” “It felt like if I could keep talking, I would figure the whole thing out.” “It felt like my coach really cared about me and what I was facing.” “I realized that what I first thought was the issue really wasn’t it at all.” “I heard myself explain the problem I’m facing with greater clarity.” “It felt like someone trusted me to know what to do.” “It felt funny, but knowing I wasn’t going to be interrupted, I was able to be more thoughtful about what I said.”

I take a breath, sigh, and smile. I’m happy and relieved to know that my Chicago-American accent and associated vocabulary did not undermine this crucial first exercise that universally begins to reveal the power of coaching. Sure, we had just scratched the surface, but what was already becoming clear to the leaders in the room is that this thing called “coaching” could change the way people support, encourage, and inspire the best work of individuals and organizations.

By Elle Allison, PhD. President and Founder of Renewal Coaching: Leaders of Sustainable Change.
(C)Renewal Coaching 2011 www.renewalcoaching.com All rights reserved.

As lifelong learners, most people strive to better themselves. But every now and then, leaders work with employees who are in need of improvement. Directors, supervisors, managers, and team leaders often find themselves in the position of leading individuals who have great potential, but who need to step up and actively improve their performance. So how do you coach an employee who is worth saving, but is need of improvement?

Start with Believing the Person Wants to Do Good Work

I believe there is great value in assuming that the person in need of improvement want to improve and contribute to the organization. Meaningful work is an enormous source of happiness and energy for most people–so why wouldn’t people who are in need of performance improvement want to know better and do better? Right or wrong, people tend to get irked when they are introduced to coaching either because their supervisor wants to go through the motions that will ultimately lead to dismissal, or when the model assumes they are broken and need to be fixed. Leaders who are successful at coaching employees to improved performance tend to embrace a coaching approach for their top performers as well, believing that all people have wisdom and all people have room for improvement.

The Conversation Matters
Conversations that lead to sustainable performance improvement need to be transformational for the coachee. In other words, the they need to move the conversation from being about what you want the person to get better at, to what the coachee will do, and wants to do, to close their performance gap. This is accomplished through the questions you ask the coachee to wrestle with during the conversation.

Powerful Questions
In my work, I use a Performance Improvement Coaching Protocol that moves the conversation toward empowerment and action. Here are some examples:
To Start the Conversation:
•From the feedback you’ve received, what is it that you need to improve?
•What outcomes do you to achieve?
•What makes this important to discuss?
•What is the current cost for not getting better at this—for not achieving the outcomes?
•What is the long-term cost or lost potential for not getting better at this?
To End the Conversation
•Now where do you want to take action to improve? What will that make possible in your overall improvement plan?
•What could you learn in order to improve? How will you access that learning?
•What conversations do you need to have with your supervisor or others?
•What will you do?

A Protocol and a Process
Performance Improvement Coaching Conversations are less stressful and more productive when they follow a defined protocol and process that everyone knows about and can easily follow. The protocol I advocate always starts with accountability (How did your actions turn out? Where are you now in your performance improvement plan?) and ends in action (what will you do next?). The protocol lends confidence to the both people in the conversation, at least until they gain comfort with each other and begin to see visible improvement.

I look forward to your feedback, comments, ideas and questions.
Best Regards,
Elle Allison

Happy people doing meaningful work will change the world. Stress is a dreadful robber of happiness. We may not want to create a stress free life, but we sure can create a stress-less life. And, we can “stare back” at the destructive emotions of fear, anxiety, anger, and attachment. Here are 25 Ways Leaders Elegantly Combat Stress Everyday.

1. Exercise! (Feed your telomeres). Watch this YouTube video on telomeres: http://www.youtube.com/watch?v=cvjzwTBjXMI.

2. Smile and laugh (Watch this TED Video on smiling.)

3. Find something meaningful in your work and describe it to a different person each day–this is how ideas “go viral.”

4. Make a list of 10 things that would take you 15 minutes or less to complete. Before you go to bed each night, do 1-3 of the items and cross them off your list.

5. Tell someone that you noticed that they do meaningful work and let them know that you believe in them.

6. Give resources, skill, knowledge, or information to someone who needs what you have.

7. Ask for a 20 minute coaching session so you can think through something that matters to the meaningful work you do.

8. Pay attention to the first inkling of a destructive emotion (anger, fear, attachment) and stare back at it (recognize it for what it is and keep your freedom).

9. Don’t sacrifice “good” for the illusion of perfection (we spend a lot of energy making small things perfect–it is a form of procrastination).

10. Listen. Just listen. With nothing added, resisted or judged to at least one person. Don’t interrupt, don’t ask questions. For four minutes, just listen.

11. Learn one new thing from a person who is younger than you-preferably a teenager or a kid.

12. Celebrate even the small wins. Small wins are anything more of what you want to see—even in big goals that you are far from completing.

13. Learn to coach as a way to support others. At least once per day, coach someone instead of telling them what you think they should do.

14. Eat lunch with someone you want to add to your network of relationships.

15. Go to bed 15 minutes earlier.

16. Go for a mid-day walk.

17. Stop talking about your circle of control (I suspect “control” is an illusion) and start talking about your circle of influence.

18. Send a valentine to someone—even though it is not Valentine’s Day.

19. Turn off the “ding” sound on your cell phone and computer.

20. Refuse to use your cell phone when you drive.

21. Have a transition activity between work and home. Stop for flowers, listen to your favorite music and sing along, get the dog or kids and go to the park.

22. Let something urgent but unimportant go. In a short while, it will no longer be urgent and may prove to be irrelevant too.

23. Decide not to say “I’m busy” anymore. Instead, start saying some version of: “I’ve got a lot on my plate, but its all good.”

24. Trust that someone else knows what to do. Let them do it, then thank them for it.

25. Say “yes” to something you haven’t yet figure out. Make a sincere request of someone else so they can say “yes” to you.

Enjoy the day,
Elle Allison, Ph.D.
www.RenewalCoaching.com

October 8, 2010
Reality with Optimism:
A Key to Renewal and Sustainable Change.
Copyright 2010 Elle Allison, Renewal Coaching LLC
The way we interpret and “spin” what we experience in the world around us sets the tone for how we respond. Leaders who look for trouble are sure to find it. When the trouble we find is irrelevant to the most important work of the organization or business, energy is sapped and renewal is compromised. In this webinar, we’ll talk about where our energy is well placed, and where it is a waste, when it comes to “push back.” You may be surprised to learn that individuals who attempt to block progress are not the greatest threat to sustainability of the most important work.

Join us in this complementary webinar where we will discuss:

· The latest Renewal Coaching research that shows where leaders who find meaning in the work fall on “reality” scale.

· How to easily use the Powerful Renewal Coaching Conversation ™ with your colleagues on a daily basis, to encourage optimism and innovative perspectives.

· To use Senge’s tried and true model known as “The Ladder of Inference” to understand where people go wrong as they interpret events and how to use evidence to get back on track.

· How to take control of where you direct your energy to clear the way forward for your best initiatives.

· The best place to put your energy in order to remove barriers to innovation and implementation of your great initiatives.

· Where not to spend your energy (and how to respond to the “snakes” who work hard to dampen sustainable change).

· Several Renewal Coaching Questions to use with yourself and colleagues in order to provoke reflection about operating with the viewpoint of “optimistic Reality.”
At the end of this one-hour webinar you will come away with:
· A feeling of renewal—like you have taken a breath in the middle of your busy day.

· A process for holding powerful conversations that illuminate possibilities.

· A way to catch yourself if your perspective starts to lean toward the pessimistic.

Plan ahead for the next two webinars. Suggestion: Attend these webinars as a leadership team for a dose of professional development.

November 9, 2010 “Resilience: Throwing the Other Shoe. Create Your Own Challenge for a Greater Good.”
December 9, 2010 “Reciprocity: Creating Energy that Inspires Powerful Forces and Resources to Come to the Aid of Your Best Initiatives.”
Register for this Free Webinar Here:

October 8, 2010
11:00 AM – Noon Eastern Time
10:00 AM – 11:00 AM Central Time
9:00 AM – 10:00 AM Mountain Time
8:00 AM – 9:00 AM Pacific Time
Register Now
Space is limited.
Reserve your Webinar seat now at:

https://www2.gotomeeting.com/register/122775571

Who should attend this webinar?
Organizational leaders, entrepreneurs, managers, and supervisors who want to promote cultures of renewal.
Professional internal and independent coaches in any industry who want to support their clients in gaining zest and energy for their life and work.
Anyone interested in what coaching can do for others, for organizations, and for themselves.

Join a global network of leadership coaches who work in every industry to support and develop the growing number of individuals and organizations that wish to combine making a great living with personal fulfillment and social impact, to create a greater good.
Please visit our website to take the Renewal Coaching Assessments, download a study guide for our book, view past webinars, and to find a Licensed Renewal Coach to work with.
Visit us at www.renewalcoaching.com

The next Renewal Coaching Conference and the Renewal Coaching Licensing Institute is scheduled for October 18-24, 2010 at the Fisherman’s Wharf Hyatt in San Francisco. You can attend for all or some of the sessions. You can attend to become licensed as a Renewal Coach (licensing fee applies) or come with your leadership team or work team to work on a specific project or solve a “sticky wicket” or plan your next initiative launch. You can also attend alone or as a team to deepen your leadership abilities and to gain a sense of personal renewal.

Plan now to join us. A Conference Brochure is available now on the Renewal Coaching website at:

http://www.renewalcoaching.com/whatwedo/ourconferences.html
Call 978.740.3001, ext. 14, or email Dr. Elle Allison at eallison@renewalcoaching.com.

The 100-Day Renewal Project is the primary tool that coaches and leaders use in every coaching conversation. Ever since American President Franklin Roosevelt used his first 100-days in office to take deliberate action to fight the Great Depression and bring hope back to America – people all over the world have understood that there is something important about the first 100 days of any significant change initiative.

The 100-Day Renewal Project isn’t a strategic plan, a Gantt chart or an action plan, even though these elements may be important in the success of your 100-Day Project.  The 100-Day Project is a container in which leaders, teams, coaches, clients and others can plan the high-powered actions that will jump-start the important changes needed within the context of the project you have selected to develop an organizational culture that supports renewal (please visit www.youtube.com/renewalcoaching to view three instructional videos of Dr. Allison explaining how to set up and use a 100 day plan).

Some individuals and teams believe that significant headway is impossible to show within a mere 100 days.  We disagree.  Why squander 100 days (which is three months)? It is essential that you are clear about what you want to achieve and then that you take immediate and purposeful action every day to make that happen.

Most 100-day literature is currently directed at leaders assuming senior positions in business and organizations.  We agree that leaders who are new to organizations have a small window of time to establish the tenor of their service, and we support the premise that new leaders must have a deliberate plan for setting and communicating their vision, securing early wins and building networks and inspiring people to action.  But we also urge leaders at all levels whether you are new or veteran in your position, to apply this thinking at the inception of every single project launch.

Do you want to learn more about the 100-Day Renewal Project and how you can take those first steps toward achieving your goals? Then you should please RSVP for the upcoming Renewal Coaching Conference and the Renewal Coaching Licensing Institute scheduled for October 18-24 at the Fisherman’s Wharf Hyatt in San Francisco. You can attend some or all of the sessions, and can attend to become licensed as a Renewal Coach (licensing fee applies).  Or you can bring your leadership team to work on specific projects or solve “sticky wickets,” or plan your next initiative launch.  You can also attend alone or as a team to deepen your leadership abilities and to gain a sense of personal renewal.

Plan now to join us.  Registration forms and a PDF Conference Brochure is available now on the Renewal Coaching website at:

http://www.renewalcoaching.com/whatwedo/ourconferences.html

Dr. Elle Allison & Dr. Douglas Reeves

When organizations seek to change, their first impulse is to change people, rather than patterns.  A leader will clean house, claiming to get rid of the organization’s “dead wood,” ridding it of the people who just “don’t get it.”  In our work, we have seen a disturbingly familiar scenario when, a year or two later, the new people in the same organization are confronting the same dysfunctional patterns that were part of the organization before they arrived.

If, for example, the organizational culture tolerates and even encourages uncivil behavior and bullies, then firing a bully or two doesn’t change the culture; it just replaces one set of bullies with another. If an organization punishes the bearer of bad news, then promoting a whistle-blower may seem like a good idea, but it is doomed to failure if the patterns of punishing truth tellers remain deeply embedded in the fabric of the organization.

In order to help improve the performance of an individual or an organization, effective leaders and coaches identify important patterns, document the facts behind the patterns, and verify with others, the accuracy of those observations.  For example, before supporting a person or team to embark on a change initiative  to “improve communications between front line employees and clients/customers/stakeholders”,  they first might provoke a discussion about patterns of communication within their own team.  Is communication two-way?  Are people engaged and desiring to contribute to the mission of the company?  If not, what is holding them back?

Try this exercise:  Consider the statement, “Loyalty should be rewarded,” and see how such a simple and apparently positive statement – after all, who could argue with loyalty? – could be interpreted differently.  Then try and write your responses as you think a team member, a customer, a journalist covering your company, a boss, a family member, and as many other stakeholders as you can think of would answer that statement.  For example, one person might feel rewards for loyalty promotes mediocrity and a reduction in innovation, while another person feels loyalty is the secret to sustainable change.  If you are interested in starting a dialogue about your responses, feel free to leave them in the comment section below.

Are you coaching different organizations to get through difficult times?  Or are you the president or CEO of an organization looking to change your corporate culture?  Then you should RSVP now for a seat at the virtual table to speak with Dr. Elle Allison and Dr. Doug Reeves about how important Recognition is for renewal, and your organization’s success. This important webinar takes place this Wednesday, Aug. 18 so reserve your spot now!

Dr. Elle Allison & Dr. Douglas Reeves

There’s a view that has been growing in recent years, that we will be happier if we focus on the “big issues” in our life then the “small stuff” will somehow take care of itself or fade into insignificance. As seductive as such a notion is, a recognition and understanding of how small issues impact an organization, or us as people, shows just how wrong headed such claims are.

Consider the impact of an individual distortion even in a positive statement that includes ideas about honesty, loyalty, or shared decision making. Could just one statement including accolades for these ideas be profoundly important to you and your organization, particularly if that statement came from your boss, your spouse, your largest customer, or your most valuable team member? Consider the impact on our work lives and personal lives when we regard just a single relationship with a team member, boss, customer, or family member as “small stuff.” Each of these people has a different view of what the “small stuff” is or should be, and the application of these different perspectives yield a different shade of meaning.  The  complexity of these relationships grow even more when we consider the interaction among each person and the positive or negative emotion behind the statement – team members can influence their supervisor, and each of them are also influenced by family members and so on.

A single variation in perspective, combined with the application of multiple perspectives at the same time, illustrate a complex web of ideas and emotional reactions – small changes in what appear to be simple concepts can have complex and nuanced variations. The practical impact of this analysis is that you should sweat the small stuff, because even small changes can have an important impact on final results.

So what does this mean? That we have to all focus on everything evenly? That everything is important, and you can’t delegate energy in a productive manner?  No. The critical lesson is not to sweat all of the small stuff, but rather to learn how to recognize the specific small elements of our performance and relationships that can have the greatest impact personally and organizationally.  Truly wise decision makers do not just do more; rather, they focus their wisdom on decisions that are the most important.

If you want to learn more about how to recognize what’s really important, and what’s not, and how to use your energy in a way that will renew you day after day, RSVP for your “virtual seat” for our free webinar on August 18 where we will explore the element of “Recognition: Defining Moments: How to Make Decisions that Sustain Your Best Initiatives.”

And remember to visit the Renewal Coaching Web site to find out the latest on Renewal Coaching webinars, receive the Renewal Coaching newsletter, and more.

Dr. Elle Allison & Dr. Douglas Reeves

Do you know someone who is great to be around?  Someone who consistently changes exudes a positive vibe? Someone who ignites emotion of hope, happiness, and optimism in others? Someone who treats others as if they matter?

This is someone who, as we say in Renewal Coaching, is resonant.

According to some, resonance is not a singular characteristic, but a blend of emotional qualities that stem from a healthy dose of emotional intelligence. Resonance includes traits such as optimism, hope, empathy, passion and a commitment to others.

In organizations, resonant leaders cause their colleagues to voluntarily move in patterns that are significant with the leader’s goals for the organization.  When a leader sees a future filled with promise and excitement, these positive expectations are shared throughout the organization. These leaders are men and women who not only achieve personal and organizational goals but are also simply fun to work with.

In order to fully understand resonance, we must also understand its opposite – dissonance. Dissonance is not the absence of resonance, but it is the transmission of destructive emotions such as fear and anger. While resonance creates miracles and magic in an organization, dissonance creates mischief and mayhem.  Dissonant leaders are a drag on individuals and the organization as a whole, and worse yet they may not have a clue that they are often the source of toxic emotions and behaviors.  In fact they might even claim to be tough yet “inspirational,” setting high standards for everyone around them.

Like the proverbial bull in a china shop, these people cause damage to family members, co-workers and their entire organization, not realizing that their swagger and bluster are deflating, not inspirational.

The good news is that resonance is a skill that can be learned and improved over time.  The bad news is, there are many pressures – personal and organizational – that lead to dissonance.

If you want to learn how to develop your own resonance, and reduce the dissonance you might see throughout your life, please RSVP for the upcoming Renewal Coaching Conference and the Renewal Coaching Licensing Institute scheduled for October 18-24 at the Fisherman’s Wharf Hyatt in San Francisco. You can attend some or all of the sessions, and can attend to become licensed as a Renewal Coach (licensing fee applies).  Or you can bring your leadership team to work on specific projects or solve “sticky wickets,” or plan your next initiative launch.  You can also attend alone or as a team to deepen your leadership abilities and to gain a sense of personal renewal.

Plan now to join us.  Registration forms and a PDF Conference Brochure is available now on the Renewal Coaching website at:

http://www.renewalcoaching.com/whatwedo/ourconferences.html

Dr. Elle Allison & Dr. Douglas Reeves

Emotions permeate the lives of individuals and organizations. For good or ill, emotions create patterns of thought and behavior that are the essence of an organization’s culture. When Coaches and leaders who operate from the Renewal Coaching perspective help others identify patterns of destructive emotions, and the impact they have on an organization, and encourage them to disrupt those patterns by even small changes, they create a powerful antidote to existing emotional toxicity in the organization.  In doing so, they make room for continuous and growing cycles of renewal and direct a relentless focus on the greater good.

As an aside, the term destructive emotions, comes from a series of scientific dialogues known as the Mind and Life Conferences that were held between the Dalai Lama and other Buddhist scholars as well as Western psychologists, neuroscientists and philosophers from all over the world.  Destructive emotions refer to any emotion that leads people to do something that harms them or someone else.  While there isn’t a single list of what these emotions are, and there are differences between Eastern and Western paradigms about what these emotions are, most agree that fear, anger, jealousy, rage, and hatred can lead to actions that inflict harm. As Yoda said in “The Empire Strikes Back”:

“But beware the dark side. Anger, fear, aggression. The dark side of the Force are they. Easily they flow, quick to join you in a fight. If once you start down the dark path, forever will it dominate your destiny. Consume you it will, as it did Obi-Wan’s apprentice.”

People with strong self-awareness still struggle against these destructive emotions when they feel them, resisting the urge to blurt out something hurtful or begin an action without thinking.

By asking questions such as “What makes a colleague’s decision a good one, or a bad one?” during each coaching conversation, renewal coaches can offer support and guidance as you become more emotionally self-aware – almost the grown-up version of remembering to “put on your thinking cap” and engage in processing and reflecting on responses rather than instinctively acting to the world around us.

Recognizing your emotions is the first step in moving from negativity and towards a mindset of allowing your emotions to heal and renew your drive and energy from day to day.  At our upcoming Recognition webinar, we’ll discuss how to recognize these emotions and divert their energy from being destructive, to being positive.

RSVP for your “virtual seat” for our free webinar on August 18 where we will explore the element of “Recognition” and apply it to “Defining Moments: How to Make Decisions that Sustain Your Best Initiatives.”  And visit the Renewal Coaching Web site to find out the latest on Renewal Coaching webinars, receive the Renewal Coaching newsletter, and more.

“Your work is to discover your world and then with all your heart give yourself to it.”

– The Buddha

One of the first questions asked for Renewal Coaches is “What is Renewal?” We define renewal as energy that generates passionate action in the coachee.  This energy often comes from the transformation of adversity into opportunity.

You renew when you are able to tap into your immense personal reserves of meaning and hope.  For many people, this can involve a spiritual experience – one that brings them back to their basic goodness and the meaning of their time on this planet.  For others it comes from engaging in “play”-really having a good time doing something you love.  Play often puts our troubles into perspective and again, gives us a sense of meaning and hope.

Renewal is not easy.

It is effortless in the fact that it requires a level of surrender..  Renewal asks that you stop all of the “doing” in your life for a while and come back and rest with the essence of what led you to this moment in your life.

While adversity is painful, it makes renewal possible. To someone who wants to live a meaningful and purposeful life, adversity makes renewal necessary.  The bad news is – we all experience adversity.  But the good news is – we all experience adversity! This means that we all have the ability to renew ourselves and live a profoundly meaningful life.

Renewal is the goal of “Renewal Coaching.” It goes individuals and organizations the energy to sustain a focus and passion over a long time, which is necessary to go beyond the usual “to-do list” and change the world.

When renewal occurs, it is transformative.  You return to daily life with a changed perspective and a sharper focus about what really matters. This is how renewal, the transformation of adversity into opportunity, leads to a greater good and ultimately to wisdom. If you want to see how renewal can impact you and your organization, please consider attending the upcoming Renewal Coaching Conference and Renewal Coaching Licensing Institute, scheduled for October 18-24, 2010 at the Fisherman’s Wharf Hyatt in San Francisco.  You can attend for all or some of the sessions.

You can attend to become licensed as a Renewal Coach (licensing fee applies) or come with your leadership team or work team to work on a specific project or solve a “sticky wicket” or plan your next initiative launch.  You can also attend alone or as a team to deepen your leadership abilities and to gain a sense of personal renewal.

Plan now to join us.  Registration forms and a PDF Conference Brochure is available now on the Renewal Coaching website at:

http://www.renewalcoaching.com/whatwedo/ourconferences.html