Frequently Asked Questions

The mission of the Entrepreneurial League System® is to identify and develop entrepreneurial talent. Through world class coaching services, the Entrepreneurial League System® generates an ongoing supply of highly skilled entrepreneurs capable of building successful companies in sufficient numbers to create wealth and transform a region’s economy.

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The Entrepreneurial League System® is an innovative approach to developing entrepreneurial talent, creating successful companies and building entrepreneurial communities. The Entrepreneurial League System® is not just a metaphor, a philosophy or a mere set of ideas—it is a powerful operational system that consists of a set of well-designed business activities and tools that communities can utilize to:

   1. Create a pipeline of highly skilled entrepreneurs capable of building successful companies in sufficient numbers to transform a region’s economy and create individual as well as community wealth.
   2. Organize the private, public-sector and non-profit business service providers into a coherent system, so that entrepreneurs can get the right technical and financial assistance at the right time and the right price.
   3. Develop champions, or community entrepreneurs, capable of creating and managing an entrepreneurial community.

Creating a Pipeline Developing the region’s pipeline of entrepreneurs and enterprises involves three major activities:

    * Performance Coaching
    * Talent Scouting
    * Opportunity Scouting

Connecting Entrepreneurs to Services and Resources

Entrepreneurs in many communities face a chaotic array of offerings for consulting and technical assistance (e.g., private consultants, Small Business Development Centers, SCORE chapters, university centers, banks, loan funds, venture funds, etc.). The challenge for entrepreneurs is to get the right help, at the right time and the right price, no matter where they are located.

The Entrepreneurial League System® establishes a third-party, web-based brokerage function that links entrepreneurs from all segments of the pipeline with available services and resources, in ways that are systemic, market-driven and highly targeted.  The participants include both private as well as non-profit and public sector services providers.

By adopting a common framework that was specially designed for the purpose of capturing and communicating what service providers do and surgically matching those service to entrepreneurs’ needs the performance of the service providers as a whole can become greater than the sum of the parts.

Developing Community Champions

The third component of any entrepreneurial community is a set of skilled and committed leaders or champions. These leaders must be capable of creating a favorable environment for entrepreneurship. To do so, they must in turn also be entrepreneurial, but in a different domain, in the arena of building and managing communities of entrepreneurs, resource providers and citizens. In this domain, bureaucratic skills and authority relationships must be replaced by social capital building among equals and win/win solutions.

The Entrepreneurial League System® utilizes a similar assessment framework to determine entrepreneurial skill levels of community leaders and their ability to manage the process of building an entrepreneurial community. It should come as no surprise that our global economy makes equal demands on the skills of our civic leadership. If we are to compete successfully, we must raise the entrepreneurial skill of all groups in our community.

The Entrepreneurial League System® coaches community leaders to more effectively and holistically manage the Pipeline of Entrepreneurs and Enterprises in their region, strategically as well as tactically.

All of these components and the way in which they interact, lead to a system capable of improving its results over time. All of these elements are designed to be mutually reinforcing, so that the results the system produces are greater than the sum of its parts.
 

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Most definitions about who is or is not an entrepreneur are unhelpful, because they are descriptive in nature and provide no basis for taking action. We take a rather broad approach to defining an entrepreneur, but to understand our definition, including the difference between business owner and entrepreneur, we must introduce the concept of a Pipeline.

The concept of a Pipeline of Entrepreneurs and Enterprises is a way to effectively segment the marketplace of businesses and differentiate among the various business assets within our communities. Once segmented in this way, it becomes possible to methodically decide when, where and how to invest in entrepreneurship as a cross cutting economic development strategy.

The pipeline contains two major variables:

    * (a) skill level of the entrepreneur and
    * (b) stages in the development of the business (i.e., life cycle).

These two variables can be combined to give us a new set of lenses or map by which to view the community’s business assets.

of a pipeline represents an idealized map of the entrepreneurs and enterprises in a community. Although economic data is not categorized in ways that can easily lend themselves to this kind of analysis, this map is a useful way of organizing and interpreting the information that is available, and understanding the dynamics in the community.

Key Observations:

   1. A transformation is required to move to another cell in the pipeline.
   2. Entrepreneurship and innovation is an issue at every cell in the pipeline.
   3. The needs of entrepreneurs and enterprises at EACH segment of the pipeline are different as is the services and infrastructure necessary to support them.
   4. The pipeline allows us to broaden our definition of the “business assets” in our communities with which we can work. By arbitrarily limiting the definition of who is an entrepreneur or at what stage in its lifecycle an enterprise can be entrepreneurial, we are missing valuable opportunities to expand our portfolio to include corporate entrepreneurs working within existing companies, “managers” of strategic alliances between companies, owners of declining firms who desire to reinvent their business, and existing companies who want to grow through new product development or product extensions.
   5. Entrepreneurship, defined as the ability to identify and capture a “market” opportunity, can exist in many different domains, such as science, art, music and sports. Mozart, Picasso and Leonardo da Vinci were all entrepreneurs in their fields. Each one of them literally re-defined the rules of the game.
   6. The difference between a business owner (in our opinion) and an entrepreneur is that a business owner is comfortable operating within the segment of the pipeline that they currently occupy, and an entrepreneur is not – they want to move to another part of the pipeline, to grow or develop. Being an entrepreneur is a choice, and an individual can shift from being an entrepreneur to business owner and back, at any time.

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The key to a region’s economic success is its entrepreneurial capital. We are not referring to financial capital, but to human capital. The most common mistake communities make is to focus on the results of the entrepreneurial process – the enterprise and its assets, and to ignore its source – the individuals who generate that wealth. The Entrepreneurial League System® focuses on the entrepreneur as the means of growing a successful business.

The critical determinant of a community’s economic vitality is the quantity and quality of its entrepreneurs and how well they are matched to the market opportunities they pursue. Communities can and must do something to improve their supply of entrepreneurs. We methodically cultivate many other kinds of talent, why not entrepreneurs?

Current economic development programs only deal with half of the equation for success; they address the needs firms have for technical and financial assistance but do little to build a pipeline of highly skilled entrepreneurs capable of using that assistance effectively to build companies. The Entrepreneurial League System® is designed to fill this missing role, complement existing economic development organizations in the region and together, create a powerful engine for prosperity.

We address this blind spot in traditional enterprise development by focusing on the entrepreneur, not just the business. They are not one and the same, and the lack of attention to the entrepreneur, as distinct from the business, has become a source of failure. Service providers can provide numerous stories where the proper assistance was delivered but it had no impact on the business at all, because (as is commonly recognized after the fact), the entrepreneur was either unwilling or unable to take the necessary actions to grow the business.

Through our coaching, the Entrepreneurial League System® gets entrepreneurs ready, willing and able to utilize such services for maximum impact. We do this by establishing a hotbed for entrepreneurs and by helping them methodically develop the skills necessary for success as they work their way up the various league levels, just as athletes do in baseball. As a result, we create more and better customers for existing enterprise development services.

Who in your community is responsible for the supply of entrepreneurs?

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By helping communities and regions identify and develop entrepreneurial talent effectively, efficiently and equitably and on a large-scale, sustainable basis, the Entrepreneurial League System® produces benefits for entrepreneurs, service providers and the community as a whole.

For entrepreneurs, the Entrepreneurial League System® gives them:

    * A system of structured support for achieving the goals that they’ve set
    * A road map of how to get from here to there
    * Help in focusing on the key tasks necessary to build their businesses
    * Encouragement and support from fellow entrepreneurs who know exactly what they are going through
    * Other perspectives on the challenges they face, and ideas about how to solve them
    * Access to additional resources – by trading or sharing or referring
    * Financial and technical assistance that is integrated and customized according to their level of skill
    * Help in progressing to higher levels of skill and achievement in building their company
    * A set of reference points by which to benchmark their performance and to expand their vision about what is possible

These benefits make the business less costly to start, more likely to succeed, less time-consuming to achieve success and more capable of generating a greater return on investment.

For service providers, the Entrepreneurial League System® helps:

    * Create demand for services and improve utilization
    * Produce more qualified, prescreened clients who are willing and eager to capitalize on the assistance they receive to grow their businesses
    * Providers take preventive rather than corrective action on problems entrepreneurs are experiencing.
    * Link different kinds of services for synergistic effect
    * Enable services to be delivered more cost-effectively
    * Foster coordination among service providers

Finally, the Entrepreneurial League System® benefits the community by:

    * Enabling a view of the economic community as a whole, not just parts
    * Focusing on all levels/kinds of entrepreneurs – neither “trickle-up,” nor “trickle-down”
    * Connects all rungs of the skill development ladder together, so that movement is possible
    * Produces a continuous stream of new companies and business leaders
    * Operates on a large enough scale to have impact on the culture
 

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1.  The Entrepreneurial League System® has been designed by entrepreneurs specifically for entrepreneurs. All of our coaches, general managers and key management personnel are entrepreneurs with a track record of experience and success.

2.  The Entrepreneurial League System® is the only entrepreneurship or coaching program anywhere that sorts or differentiates entrepreneurs by skill level (using a tested, proprietary method), and works with them accordingly.

        * Most programs either treat everyone alike or completely differently. Neither approach is efficient and effective. Others make meaningless distinctions among entrepreneurs, such as sorting by industry or geographical differences, which have no relevance for how one needs to coach them. Our coaching is customized to the various skill levels.

3.  Our teams are not haphazardly assembled; our recruiting process is very extensive and methodical, in order to insure the highest degree of compatibility among clients and between clients and coaches. Our teams consist of entrepreneurs at a single skill level – which enhances the creation of trust and facilitates very constructive forms of peer pressure and peer support.

4.  The Entrepreneurial League System® is the only coaching program anywhere that uses three different coaching approaches: one-on-one, group and community-level coaching where entrepreneurs from different skill levels get to interact with one another. Our approach consists not just of peer-to-peer networking, nor mentorship by a single experienced individual, but of a very powerful combination that integrates these normally isolated approaches.

5.  We focus on developing entrepreneurs’ skills, not just on achieving one-time, short-term performance based outcomes for their businesses. We work to produce a fundamental and lasting change in entrepreneurs’ abilities, which translates into a higher probability of success and the ability to produce great wealth.

6.  We take a comprehensive or holistic approach to developing entrepreneurs – neither focusing exclusively on external (i.e., environmental conditions) or internal factors, but rather including them all – a truly integral approach. Most entrepreneurial assistance programs focus on a single factor (e.g., marketing, finance, management, networking, etc.) that they hope represents the single key to success. Developing new skills requires much more and the Entrepreneurial League System® provides that.
 

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Despite years of attempts and thousands of research studies, no one has yet been able to prove that all successful entrepreneurs share some particular personality characteristic. In fact, we believe the thinking behind such a search is misguided. By contrast, our approach is built on several key assumptions:

   1. No matter what the industry, or the market conditions, entrepreneurs are successful to the extent that they have the necessary skills.
   2. What is entrepreneurial skill? The ability to identify a market opportunity and to build a business that captures it; and, in the process of doing so, to create an asset that generates personal as well as community wealth.
   3. Entrepreneurs come to entrepreneurship at different levels of skill.
   4. Entrepreneurs are made and not born. In other words, entrepreneurial skills can be developed and are not the result of innate endowment.
   5. If we want to develop successful entrepreneurs, we must help them build the necessary skills.
   6. How do you develop skills? Entrepreneurs build new skills not by acquiring information or purchasing consulting services but through a process of transformation that involves both internal and external changes. This transformation is what occurs when entrepreneurs move from one skill level to the next. Such a transformation is facilitated by deep and long-term relationships with fellow entrepreneurs as well as successful businesspeople who provide coaching and mentorship.
   7. If we want to create greater individual and community wealth, then as a community, we must collectively assume responsibility for developing a supply of highly skilled entrepreneurs that are capable of building successful companies in sufficient numbers to transform the economy.
   8. Creating a dynamic regional economy involves more than simply developing individual entrepreneurs; it requires building an entrepreneurial community.

While these assumptions may seem obvious, most people in the enterprise development field act as if they believe that entrepreneurs are born and not made. Some say, for example, our problem is that we don’t have enough entrepreneurs in our community; then they act as if there is nothing that can be done to change that situation. How does your thinking, your behavior, and your organization’s operations demonstrate what you believe?
 

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To insure that all activities and investments are performance-driven, the Entrepreneurial League System® creates a performance scorecard for each implementation. This tool provides a structure for measuring progress and success as well as increasing the visibility of the system. This tool helps individuals outside of the world of business and entrepreneurship begin to understand the process by which skills are developed and companies built. Everyone in the region can begin to see how the system as a whole operates, and the role they each play in contributing to its success.

to see an example of the kind of data we are collecting in our various locations. We will begin to publish these scorecards as our various projects mature.
 

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Collaborative Strategies is a sixteen year old New Jersey based firm that specializes in helping communities and corporations achieve competitive advantage through new ventures and strategic alliances. As President of Collaborative Strategies, Gregg Lichtenstein has worked directly with over 700 businesses in more than 70 industries (from Fortune 1000 firms to startups, manufacturers, high-tech and service companies) as well as nonprofit organizations and local, state and national governments on venturing, incubation, business strategy, marketing and new product development.

Gregg has designed and managed a number of leading-edge business incubation systems, both virtual and facility-based, involving startups and existing companies. He has established more than three dozen strategic alliances. He has also worked with more than 200 enterprise development service providers throughout the country – including incubation programs, manufacturing extension programs, Small Business Development Centers, high tech financing programs such as the Ben Franklin Technology Centers in Pennsylvania, industrial development agencies, etc.

Gregg has served as the Research Director for the National Business Incubation Association and has published widely on entrepreneurship, economic development and strategic alliances in academic and popular business outlets. He has authored, along with his colleague Dr. Thomas Lyons, the first comprehensive reference on working with startups – Incubating New Enterprises, published by the Aspen Institute, which has also been translated into Spanish and published in South America.

In addition to having received a Ph.D. from Wharton in Entrepreneurship and Social Systems Sciences, Gregg is and continues to be an entrepreneur – having started and led two technology ventures and actively participated in four others. His intense appreciation of the entrepreneur’s perspective comes from being one himself.

All of these experiences, as well as years of applied and action research, have gone into the design of the Entrepreneurial League System® and the discovery of the core operating principle on which it is based: that what drives entrepreneurial success, regardless of size, industry or markets, is the skill of the entrepreneur and how well it is matched to the opportunities being pursued.

Core Competencies

Collaborative Strategies is a business that specializes in facilitating transformations – of the entrepreneur, the enterprise and the economy of the community or region. These outcomes require two very important competencies:

   1. The ability to design or architect social systems that facilitate these transformations or changes.
   2. The ability to operate and manage such innovation systems on a regional basis.

Collaborative Strategies specialized in designing innovation systems that focus on incubating new enterprises. The right business design or architecture for an innovation system can be the source of incredible power and competitive advantage in the marketplace for both communities and corporations.

But we are more than simply a designer of such systems, we operate them as well. We are skilled at being able to work with all kinds of entrepreneurs without relying on a bureaucracy or any kind of authority structure to produce results. This is especially critical given the coaching task faced by anyone that wants to incubate a group of innovators, entrepreneurs, mavericks and rule breakers who are intent on establishing new enterprises. By their very nature, such individuals do not respect authority, rules or traditions. And that is as it should be. However, successfully coaching these individuals, requires a very different and unique set of skills than those possessed by typical enterprise development program managers.

Building entrepreneurial communities and transforming entrepreneurs, enterprises and regional economies is not a linear process. As a result, the manager of such a system (this is the role played by the General Manager of the regional Entrepreneurial League System®), must facilitate, they cannot dictate. They must create the kind of system or environment that empowers, incentivizes and encourages the right kind of behavior on the basis of free will. They must be comfortable with rule-breakers and encourage them. They must be able to deal well with uncertainty and to operate in the highly unstructured situations that are part of the start-up process. And, they must produce results.

These are our team’s core capabilities.

Publications
Our approach to enterprise development is described in a number of articles:

The Entrepreneurial Development System: Transforming Business Talent and Community Economies, by Lichtenstein, G.A. and Lyons, T.S. Economic Development Quarterly, Volume, 15, Issue No. 1, pages: 3-20. 2001.

This article offers an alternative to the current paradigm for developing enterprises. We propose implementing a new approach, called the Entrepreneurial Development System (the generic name for the proprietary system we call the Entrepreneurial League System), for transforming community economies. We lay out the specifications for the new paradigm, drawing distinctions between current practice and our proposal. The article then describes the major components of our proposed enterprise development system; details its benefits to entrepreneurs, service providers, and the community; and discusses challenges to its full-scale implementation.

To request a copy of this article click hereThis e-mail address is being protected from spam bots, you need JavaScript enabled to view it .

Managing the Community’s Pipeline of Entrepreneurs and Enterprises: A New Way of Thinking about Business Assets, by Lichtenstein and Lyons, Economic Development Quarterly, Nov. 2006.

The paper offers a methodical approach to deciding when, where and how to invest in entrepreneurship as a cross cutting economic development strategy. To accomplish this, we present and operationalize the concept of a pipeline of entrepreneurs and enterprises in order to effectively segment the marketplace of businesses and differentiate among potential economic development clients within the community. We then describe three options for managing and intervening in a community’s pipeline of entrepreneurs and enterprises – performance-enhancement strategies, incubation strategies and selective attraction strategies – and discuss how the pipeline can help policymakers and practitioners make informed decisions about where to invest (in what segment) and which strategies to use.

To request a copy of this article click hereThis e-mail address is being protected from spam bots, you need JavaScript enabled to view it .

Building Entrepreneurial Communities: the Appropriate Role of Enterprise Development Activities, by Lichtenstein, G., Lyons, T.S., and Kutzhanova, N. appearing in the Journal of the Community Development Society, Vol. 35, No. 1, 2004, 5-24.

This article examines how building entrepreneurial communities can be used as a strategy for community economic development. We first define the term “entrepreneurial community” and clarify how economic developers go about trying to create such places by helping entrepreneurs grow new business. The article then critiques the current approach to enterprise development and explains why it is incapable of producing entrepreneurial communities. We then make a case for change.

To request a copy of this article click hereThis e-mail address is being protected from spam bots, you need JavaScript enabled to view it .

The Entrepreneurial League System®: Transforming your Community’s Economy Through Enterprise Development,, by Thomas S Lyons, Published by the Appalachian Regional Commission, March 2002. A short piece that describes the system.

To download, click here.

Building Social Capital: A New Strategy for Retaining and Revitalizing Inner-City Manufacturers, by Gregg Lichtenstein, Economic Development Commentary, 23 (3), 31-38, Fall, 1999.

A case study of an early prototype of the Entrepreneurial League System®, launched in urban Philadelphia in a territory of 330 manufacturers. This initiative achieved a 50% market penetration rate within three years, without the benefit of any pre-existing relationships. More than 160 firms were actively involved in a series of major improvement projects including new product development, industrial marketing, marketing internship, the creation of the first industrial district in the state (leading to the retention of over 350 jobs), training programs and human resource initiatives.

To download a version of this article, click here.

A Story of Entrepreneurship and a Region’s Successful Economic Transformation.

This article, focused on the topic of how to build entrepreneurial regions, is written in the form of a story. It presents an image of what is possible, in transform struggling regions. But these processes of cultural and behavioral transformations are long-term and results take years to emerge. In our work with stakeholders, it has been enormously powerful to share our vision of the process in this form, so that they are able to “see” how this would work once it is up and running.

The central message of this article is that entrepreneurs are made and not born, and because of that fact we can, by methodically cultivating entrepreneurs, intentionally build a more entrepreneurial community, region or corporation. While this point may sound obvious, as a reading of the article will demonstrate by counterexample to existing behavior, it is rarely put into practice.

To download a copy of this article, click here.

Incubating New Enterprises: A Guide to Successful Practice by Lichtenstein and Lyons, Aspen Institute, 1996.

A comprehensive reference on incubating startups. Contains tools for diagnosing the needs of entrepreneurs and describes more than 115 practices that can be used to successfully address them. Available through the Aspen Institute and on Amazon.com. This book has also been translated into Spanish and published in South America.

To purchase a copy of this book click here.

Partners

Collaborative Strategies maintains a strong partnership with Baruch College of the City University of New York through Dr. Thomas S. Lyons, the Lawrence N. Field Family Chair of Entrepreneurship and co-developer of the Entrepreneurial League System®. Dr. Lyons provides research and development support to the ELS effort. He also advises on issues of system design, policy, strategy, and community economic development. In addition, Dr. Lyons leads the effort to disseminate information about the ELS through an active writing agenda (articles in academic and professional journals and books) and public speaking engagements.

Dr Lyons’s professional relationship with Dr. Gregg Lichtenstein of Collaborative Strategies dates back 18 years to their mutual interest in business incubation. They share a passion for action research and its ability to generate actionable knowledge, which lies at the roots of the ELS. At Baruch College, Dr. Lyons is active in the Field Center for Entrepreneurship, the home to the Zicklin School of Business’ teaching, research and community service efforts in entrepreneurship. The Field Center is building a strong basic and applied research capability, an important part of which will be Dr. Lyons’s activities surrounding the evaluation, development and refinement of the ELS.

Prior to arriving at Baruch College in September, 2006, Dr. Lyons was the Fifth Third Bank Professor of Community Development and founding Director of the Center for Research on Entrepreneurship and Enterprise Development (CREED) at the University of Louisville.

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Our goal in designing and implementing the Entrepreneurial League System® is not only to help create entrepreneurial communities and improve their economic performance, but to help communities develop their ability to achieve these outcomes for themselves. Achieving this result requires a well-designed system of operations (that we have already developed and implemented in many places), talented people to operate the system locally, and a skill-building process by which they learn the system and the skills necessary to execute it successfully. Collaborative Strategies licenses the operating system as well as the tools and provides the training and on-going coaching necessary for communities to operate an Entrepreneurial League System® themselves.

We partner with your community to form a team; together we are jointly responsible for producing results. Success in this type of a venture requires a high level of collaboration between us (i.e., Collaborative Strategies) and the leadership in a particular community. We (Collaborative Strategies) have the knowledge and expertise to successfully build and manage an Entrepreneurial League System®; you have the intimate knowledge of local conditions and how the ELS must be adapted to work there. Together, we establish an integrated leadership system whose performance is greater than the sum of the parts.

Our role in this system is to take talented, entrepreneurial people with the basic skills from your community and train them to perform various specialized functions using specific ELS tools and techniques – much like an apprenticeship in the building trades. The higher their initial level of skill, the more quickly they will proceed to reach journeyman status.

The most critical piece of the skill-building process is coaching (the other two being the tools and initial training). This coaching process, which diminishes over time in intensity as the skills are developed, is where the learning and adaptation of the ELS to local conditions takes place. This process also allows us to monitor progress and more importantly, assess the quality of the ELS activities being delivered and make adjustments. The Entrepreneurial League System® is a high-touch system (for its clients – the entrepreneurs) and for the local community.

Over time, our participation declines to the point where our focus is on monitoring the quality of results and engaging in continuous improvement by sharing the knowledge gained from implementations in other regions in the form of selective coaching, seminars and operational upgrades to the business system and tools. Throughout the implementation process, most of the funds spent on the ELS stay in the community to pay for the local talent and overhead necessary to operate the system.

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Implementing an initiative like the Entrepreneurial League System® (ELS) involves a serious commitment by a community or a region. We are often invited to make a series of presentations on our approach to various leaders and stakeholders in the community, after they have reached a consensus about the need to build an entrepreneurial culture and secure a more promising economic future.

If there is serious interest in proceeding after these initial meetings, the next step in the process involves conducting an ‘Articulation’ Study to determine the requirements for implementing the Entrepreneurial League System® (ELS) and the potential impacts. Completed over a period of three to six months, this project involves describing or “articulating” the situation in your region with regard to the:

1. Population of entrepreneurs and enterprises and their distribution in the pipeline by stage of development, skill level, age, markets, etc.

2. Organizations that provide technical and financial assistance to those entrepreneurs and where they fit in the pipeline; and,

3. Structure of the community (i.e., population characteristics, leadership, resources, etc.) and the nature of its support and attitudes toward entrepreneurship.

On the basis of the findings, we then prepare a set of recommendations and a business plan for implementing the ELS, customized to local conditions. The results are presented to the community and key stakeholders (including sources of funding), for a decision to implement the Entrepreneurial League System®. The cost of this phase depends on the size of the region.

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ELS is a program of Cenla Advantage Partnership (CAP) which is partially funded by The Rapides Foundation.  As such, currently there is no monetary cost to the entrepreneur.  However each entrepreneur is required to give their time to improving their entrepreneural skill and to improving their business.  Also they are expected to give back to the community by sharing and helping others in ELS and the broader community.

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The ELS program consists of weekly or biweekly one-on-one meetings with your coach depending on your skill level and last 1 to 1.5 hours.  There is a monthly evening meeting with all of your team members that lasts about 2 hours.  You do not have a coaches meeting on the week of the team meeting.  About 2-3 times a year there is a Plenary Session with all of the teams meeting together for one big event.  There is no Team Meeting on the month that contains a Plenary Session.

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To register on the site just click on the 'Create new account' link below the User login area of any page and fill out the form.  The ELS client and ELS coaches areas of the site are private and by inventation only.  The other areas of the site will be opened to registered users upon completion of the registeration form and review by a moderator.

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