Learning Programs
	InCourage Inspirational Leadership
	Our leadership programs take a non-academic approach in developing the leadership capabilities that inspire others. Programs can incorporate assessments, coaching, action-based learning programs or leadership pilgrimages. Participants are offered a wide variety of options to customize the learning to their needs. These programs can happen over the course of three days to one year.
	InCourage Pilgrimages Our focus as leaders is often on what we need to do, as opposed to how we need to be. This intense part of Leadership Development is designed to accelerate the inward journey by clearing your mind from the everyday distractions imposed by yourself and others; reflecting on your past and present, and envisioning a new state of being for your future. So why outside? Inside work is done best outside, not in a classroom. You need to be totally absent from the everyday world that distracts you and fills your mind with the very things that need to be removed, before anything else is created. Location merely sets the context for the inner journey. You will be taking the adventure with you. Click here to access the PDF description of SeaChange or visit our Nahanni web page: Nahanni.	Virginia Falls - South Nahanni River by Deb Salayka
	Team Programs (curriculum based programs up to three days)
	InCourage Team Performance This intensive program starts with an assessment (Team Management Systems) to assess the team. A vision statement and operating principles are then derived to determine direction and purpose for the team. Various (customized) experiential initiatives are then performed to help the team determine methods and tools to communicate effectively, collaborate by sharing resources and information, make decisions together, clarify roles and responsibilities, resolve conflict and build relationships.
	Managing Organizational Transition Offered in exclusive partnership with William Bridges & Associates Fostering the capacity to implement genuine change is increasingly important as competition becomes global. Research across sectors suggests that the failure rate of change initiatives - reengineering projects, mergers and acquisitions, implementation of strategic plans and of IT systems - is a shocking 70%. Interestingly, the most commonly cited reason determining the success or failure of change initiatives is people. Why you might ask? Because when people are not adequately engaged with change, they resist it tooth and nail. On the other hand, when people identify and let go of what must be left behind and, then, build meaning and reach out for what is new, they become capable of initiating and generating sustainable change. PDF One Pager