TI Walking the Talk – Situational Leadership with Confidence and Compassion (2 Days)



What makes a good leader? Is it someone who leads a team towards a great vision? Someone who is fair and enforces the rules? Or someone who tends to the needs of their employees?

Studies continue to indicate that in many organizations, workplace leaders are hindered from leading effectively because they are unable to communicate or connect with the needs of their team members. Research shows that this results in both team members and leaders feeling disrespected, demotivated, and worst of all, directionless.

This is especially true when new leaders are promoted internally. These upcoming leaders have considerable and respectable field work experience, but lack the leadership and communication skills to nurture the next generation of employees. This, coupled with new employees’ instant-gratification mindsets, causes serious difficulties for managers, supervisors, administrators and executives.

Needless to say, when employees are lost or demotivated in an organization, they are less invested in contributing or developing new ideas and innovations. Many resign or leave out of frustration.

In this session, Teacher Kean helps bring out the best in your organization’s leaders. First, by teaching them foundational leadership and self-love, he teaches your leaders how to manage themselves. Next, his team work, discipline and motivation modules train your new leaders how to manage others. Finally, we take a look at the big picture, and see how new leaders can lead their teams to manage the company’s strategy and direction as a whole.

But wait, let’s not forget to answer the question which got us here in the first place. What makes a good leader?

To us, a good leader is someone who can lead with kindness and respect. But most of all, it is always someone who is willing to lead by example.


This workshop seeks to inculcate into participants through interactive learning, re-writing exercises, and role-playing the skills of leading themselves, their teams and the company’s strategies effectively. At the end of the workshop, participants shall hold in their hands' specific skills, concepts and experiences that can propel themselves and the company toward greater results.


Think differently to alter direction.

The experience of learning to read and write for the first time is likely to remain vivid in your memory. The skill is ingrained and it stays. The primary objective of our training and workshop is to make your new knowledge and abilities as durable as the ones you've already accumulated. They foster fresh ideas. They enable great feats. Individual behaviour and attitude contribute to your organization's success is what we prioritise.

Combining experiential, instructional, and discovery learning with current coaching technology promotes profound transformations in attitudes and behaviour that enable sustainable change in your business. These adjustments improve results.

Our programmes involve with 12 unique learning methodology as below:


By the end of this course, participants shall be able to:

Leading Ourselves
  • Have a firm knowledge of the Law of Connection – that a fundamental part of leading others is by first understanding our team member’s needs and goals
  • Have a firm understanding and application of Situational Leadership, that we have to adjust our leadership styles to address the specific needs or requirements of our team members
  • Develop growth mindset and abundance mindsets
  • Love themselves, gain confidence in their leadership decisions and to manage themselves effectively
Leading Others
  • Matching the correct leadership style to their team member’s specific needs according to the situation, and understand how their own characters, values and experience affect their leadership styles / mindsets, as well as the advantages and disadvantages of the different leadership styles
  • Apply specific techniques to provide direction to team members who have low competency, including how to give clear and precise instructions, and to give and receive feedback effectively. Team members become capable of self-regulation and expect high workplace disciplinary standards for themselves
  • Apply specific techniques to provide motivation to team members who have low commitment, including explaining the meaning, impact and purpose behind the task, positive reinforcement, coaching and active listening as well as constructive correction so that their team members are driven, methodical, resilient, problem-solving and growth-oriented even during challenging and uncertain times
Leading an Organization’s Strategy
  • Practical application of the direction / supportive techniques learnt to each stage of the group development process (forming, storming, norming, performing)
  • Understand the importance of critical thinking and problem-solving in an organization and identify their individual problem-solving styles

Part 1: Leading Ourselves

Module 1: Introduction to Situational Leadership and the Law of Connection
  • No More Sorry - All around the world, and especially in Asian culture, we try to get the buy in of our team members by apologizing – in truth, these unnecessary apologies greatly hurt our chances of building rapport and deep connections with our team members
  • The Law of Connection - that we must have the ability to speak directly to our team members’ needs and goals, and that every interaction must be anchored to the team members’ point of view. In other words, our team members don’t care if we are the hero. They really care, however, if we can make THEM the hero!
  • An introduction to Situational Leadership, a powerful leadership framework which allows leaders to choose the most effective leadership styles catered to the specific needs of their team members
  • "Identity the Development Level" Game: Conduct a group discussion activity so participants can accurately determine the development level of their team members
Module 2: Foundational Leadership and Self Love
  • Study the connection between thoughts and feelings, and why mental discipline and managing our emotions / stress are the keys to becoming an effective leader
  • Understand why self-love is the key to building deeper and positive relationships with our team members, and how it will ultimately help us become more influential and confident leaders
  • "Brushing Teeth" Game: Conduct a group discussion activity so participants can deeply understand the connection between thoughts and feelings
  • A deep dive into developing growth mindset and abundance mindsets for the leaders in your organization
  • "Egg Reflection" Game: A game to help participants understand that they are in charge of the results in their lives and that personal mastery is the first step towards being a

Part 2: Leading Others

Module 3: Matching the Correct Leadership Style to Suit Needs and Different Leadership Archetypes
  • The first step in becoming an effective leader: participants must first learn to diagnose the competency and commitment (motivational) levels of their team members to a specific task
  • After diagnosing our team member’s development levels and needs, we must determine the correct level of
    • Direction (teaching them the “HOWs”, “WHATs”, “WHEREs” and “WHENs” to do a specific task); and
    • Supportive behaviour (motivation, active listening, involving the team member in the decision-making process, progressive contribution, reinforcement) to give to the team member
  • By accurately identifying the specific needs of their team members, participants can effectively respond to the situation by choosing the most optimal leadership style, increasing the performance, growth, and improving the behaviours of their team members
  • "Matching the Correct Leadership Style" Game: Conduct a group discussion activity so participants can accurately match the correct leadership style to the correct team member
Module 4: Specific Techniques when Providing Direction (Team Members with Low Competency)
  • A crucial introduction to how reinforcement and consequences are vital tools to drive team member behavior, and why most leaders have gotten it wrong
  • What to Do - When things go wrong, too much time is spent on post-mortems and witch hunts. Those are important, but first leaders must learn to give direction and lead the team to fix the mistake instead of complaining about what went wrong. This helps our team members establish high disciplinary standards for themselves and to adopt a problem-solving / agile mindset
  • "What to Do" Role Play: Participants are thrown into a realistic workplace role-play where a junior team member has made a serious error in their work. Instead of complaining, participants must lead the team member to fix the mistake before the post-mortem
  • Giving, and Receiving Feedback - Instead of taking feedback or complaints personally, to learn the skills of empathetic communication (being compassionate to the needs of team members) and negotiation skills
  • "Thank You for the Feedback" Game: Conduct an experiential learning game so participants can effectively deliver feedback according to their team members’ needs
Module 5: Specific Techniques when Providing Support / Motivation (Team Members with Low Commitment)
  • Starting with "WHY" - it is vital to start every message by connecting with the emotions of our team members, before explaining the “WHAT”s or the "HOW"s
  • Positive Reinforcement - As leaders, we often neglect using our most powerful tools: Praise and acknowledgement. However, when we give reinforcement wrongly in the workplace, it potentially backfires and becomes very harmful
  • "Praise Properly" Game: Conduct a experiential learning game so participants can distinguish between reinforcement and praise, and know when to give each effectively
  • The Gardener vs the Sculptor - Understand the difference between mentoring and coaching, and mastering the skill of giving feedback (including when to use informing, directing or criticizing)
  • "Silver Lining" Game: Conduct a experiential learning game so participants will be equipped with a powerful process to demonstrate empathy to their team members
  • Correction - A large part of leading is correcting our team members when things go wrong. When correcting, taking the time to illustrate the big picture and how it helps their growth is proven to be far more effective and efficient. It is far more effective when team members understand the underlying issues and explain how it benefits them and the organization in the long run
  • "Purposeful Correction" Re-writing Exercise: Conduct a re-writing group discussion exercise to re-frame the way we issue corrections to our team members, so that they can see the big picture and to be more committed to their future growth
  • Learn how to develop team members who can remain resilient, positive and driven even in adverse and stressful situations

Part 2: Leading an Organization's Strategy

Module 6: Practical Application of Situational Leadership when Managing Teams
  • Understanding the four stages of team group development (forming, storming, norming, performing)
  • Practical application of situational leadership and the direction / supportive techniques learnt to each stage of the group development process
Module 7: Critical Thinking and Problem Solving
  • Learn the basics of critical thinking and problem-solving, and why they are so crucial in the strategic decision-making process
  • "Traffic Jam" Game: A fun and effective game designed to show participants that effective problem solving follows a 3-step process: Identifying the problem, considering all options, and filtering the options through established criteria before deciding on a final solution
  • Understand how critical thinkers challenge assumptions and carefully consider varying viewpoints instead of jumping to conclusions
  • Listing down the underlying issues / root causes of a problem before brainstorming solutions (the cure must fit the diagnosis)
  • Identify multiple possible solutions and carefully list down all consequences or potential roadblocks using brainstorming techniques

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