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ELEVATE! Leadership Acceleration Workshop
One-Day Intensive Programme
ELEVATE! Leadership Acceleration Workshop is a practical, high-energy one-day programme designed to help leaders sharpen their mindset, strengthen their communication, and accelerate their effectiveness. Participants will gain clear leadership frameworks, practical tools, and real-world strategies to lead with greater confidence and clarity.
ELEVATE! Leadership Acceleration Workshop is a practical, high-energy one-day programme designed to help leaders sharpen their mindset, strengthen their communication, and accelerate their effectiveness. Participants will gain clear leadership frameworks, practical tools, and real-world strategies to lead with greater confidence and clarity.
Objective
By the end of this workshop, participants will be able to:
- Understand and clarify their personal leadership purpose, context, and brand and know how to shape their leadership behaviours
- Build and sustain leadership credibility through competence, commitment, consistency and care
- Apply adaptive leadership styles to motivate different individuals and teams effectively
- Develop strategic thinking skills
- Use time management and prioritisation tools
- Handle people management and real-world leadership challenges with confidence and structure
Outline
Module 1: The Essence of Leadership and Management
Key Concepts
• Distinction between leadership and management
• Leader activities vs manager activities
• When leaders must manage, and when managers must lead
Interactive Exercise – “Leader or Manager?”
• Small groups receive scenarios
• Team discussion: leadership challenge, management task, or both
• Debrief focuses on balance and context
Learning Outcome
Participants understand that effective leadership integrates both leadership and management, not one over the other.
Module 2: My Leadership Brand and Context
Key Concepts
• Why do I lead?
• Who do I lead?
• How do I want to be perceived as a leader?
Activity – “Brand Mirror”
• Participants write three words describing how they want to be seen as leaders
• Peers share observed leadership behaviours anonymously
• Partners share insights
Learning Outcome
Participants recognise the gap between self-perception and how leadership is
experienced by others.
Module 3: Elements of Leadership Credibility
Key Concepts
• 4C Credibility Model – Competence, Commitment, Consistency and Care
• 3 credibility contexts – Build, maintain and recover
• What is my credibility profile?
Group Exercise – Credibility Case Study
• Team to analyse a leadership credibility scenario
• Identify the specific credibility issue
• Discuss and present practical recovery strategies
Learning Outcome
Participants understand credibility as a daily process, not an event
Module 4: Mastering Adaptive Leadership Styles
Key Concepts
• Directing, inspiring, uniting, coaching and pacesetting styles
• Matching style to people and situations
• Avoiding one-style leadership traps
Exercise – Leadership Style Scenarios
• Participants discuss leadership styles across different employee scenarios
• Participants reflect on own leadership styles
Learning Outcome
Participants build agility and situational awareness in leadership contexts
Module 5: Strategic Thinking for Leaders
Key Concepts
• Difference between strategic thinking and operational thinking
• How better questions lead to better strategy
• Systems thinking
Interactive Exercise – Strategic Scenario
• Teams analyse a strategic scenario (growth, cost pressure, talent shortage, or change initiative)
• Identify strategic options, risks, and trade-offs
Learning Outcome
To help managers move beyond day-to-day firefighting and develop the ability to think ahead, connect decisions to strategy, and anticipate risks and opportunities.
Module 6: Motivation
Key Concepts
• Manage different people differently – not one-size fits all
• Overview of motivation drivers
• Internal and external drivers
• Generational differences in employee motivation
Activity – Motivation Mapping
• Participants map team members’ motivation drivers
• Discuss possible mismatches between assumptions and reality
Learning Outcome
Participants learn to personalise motivation strategies to their individual team members, where possible
Module 7: The SBI Feedback Model
Key Concepts
• Situation, Behaviour, Impact
• Giving feedback without blame
• Receiving feedback with openness
Role-Play – Feedback in Action
• Practice giving both positive and corrective feedback
• Observer tracks clarity and emotional tone
Learning Outcome
Participants deliver feedback that is clear, respectful, and actionable.
Module 8: Time Management and Prioritization Matrix
Key Concepts
• Effective vs Efficient
• Prioritization Matrix – Effort vs Impact
• Time Management Matrix - Urgent vs Important
Individual Exercise – Time & Priority Audit
Participants:
• Map their current tasks into the prioritization matrix
• Identify time leaks and low-value activities
• Decide what to delegate, defer, eliminate, or focus on
Learning Outcome
To help leaders regain control of their time, focus on high-impact work, and avoid burnout driven by constant urgency.
Leadership Clinic – Q&A Session
Format
• Open clinic with real leadership challenges from participants
• Facilitated group discussion and peer learning
Wrap-Up and Personal Action Planning
• Identify three leadership things to start, stop, and continue
• Commit to one leadership change in the next 30 days
Closing Reflection
Key Concepts
• Distinction between leadership and management
• Leader activities vs manager activities
• When leaders must manage, and when managers must lead
Interactive Exercise – “Leader or Manager?”
• Small groups receive scenarios
• Team discussion: leadership challenge, management task, or both
• Debrief focuses on balance and context
Learning Outcome
Participants understand that effective leadership integrates both leadership and management, not one over the other.
Module 2: My Leadership Brand and Context
Key Concepts
• Why do I lead?
• Who do I lead?
• How do I want to be perceived as a leader?
Activity – “Brand Mirror”
• Participants write three words describing how they want to be seen as leaders
• Peers share observed leadership behaviours anonymously
• Partners share insights
Learning Outcome
Participants recognise the gap between self-perception and how leadership is
experienced by others.
Module 3: Elements of Leadership Credibility
Key Concepts
• 4C Credibility Model – Competence, Commitment, Consistency and Care
• 3 credibility contexts – Build, maintain and recover
• What is my credibility profile?
Group Exercise – Credibility Case Study
• Team to analyse a leadership credibility scenario
• Identify the specific credibility issue
• Discuss and present practical recovery strategies
Learning Outcome
Participants understand credibility as a daily process, not an event
Module 4: Mastering Adaptive Leadership Styles
Key Concepts
• Directing, inspiring, uniting, coaching and pacesetting styles
• Matching style to people and situations
• Avoiding one-style leadership traps
Exercise – Leadership Style Scenarios
• Participants discuss leadership styles across different employee scenarios
• Participants reflect on own leadership styles
Learning Outcome
Participants build agility and situational awareness in leadership contexts
Module 5: Strategic Thinking for Leaders
Key Concepts
• Difference between strategic thinking and operational thinking
• How better questions lead to better strategy
• Systems thinking
Interactive Exercise – Strategic Scenario
• Teams analyse a strategic scenario (growth, cost pressure, talent shortage, or change initiative)
• Identify strategic options, risks, and trade-offs
Learning Outcome
To help managers move beyond day-to-day firefighting and develop the ability to think ahead, connect decisions to strategy, and anticipate risks and opportunities.
Module 6: Motivation
Key Concepts
• Manage different people differently – not one-size fits all
• Overview of motivation drivers
• Internal and external drivers
• Generational differences in employee motivation
Activity – Motivation Mapping
• Participants map team members’ motivation drivers
• Discuss possible mismatches between assumptions and reality
Learning Outcome
Participants learn to personalise motivation strategies to their individual team members, where possible
Module 7: The SBI Feedback Model
Key Concepts
• Situation, Behaviour, Impact
• Giving feedback without blame
• Receiving feedback with openness
Role-Play – Feedback in Action
• Practice giving both positive and corrective feedback
• Observer tracks clarity and emotional tone
Learning Outcome
Participants deliver feedback that is clear, respectful, and actionable.
Module 8: Time Management and Prioritization Matrix
Key Concepts
• Effective vs Efficient
• Prioritization Matrix – Effort vs Impact
• Time Management Matrix - Urgent vs Important
Individual Exercise – Time & Priority Audit
Participants:
• Map their current tasks into the prioritization matrix
• Identify time leaks and low-value activities
• Decide what to delegate, defer, eliminate, or focus on
Learning Outcome
To help leaders regain control of their time, focus on high-impact work, and avoid burnout driven by constant urgency.
Leadership Clinic – Q&A Session
Format
• Open clinic with real leadership challenges from participants
• Facilitated group discussion and peer learning
Wrap-Up and Personal Action Planning
• Identify three leadership things to start, stop, and continue
• Commit to one leadership change in the next 30 days
Closing Reflection
Profile of Jaren Chan
Jaren Chan is a dynamic and multifaceted corporate training consultant with over 25 years of global experience in facilitating executive seminars and developing impactful business training programs. Renowned for expertise in strategic people skills, including negotiation, influence, cross-cultural communication, and creative project management. A seasoned corporate leader with a proven track record of coaching over 80 nationalities and delivering high-value training blending cultural insights with actionable strategies to drive organizational success. He has taught across five continents.
Through his extensive international travel, he has gained substantial cultural exposure and global experience through teaching and coaching business executives from USA, Brazil, Japan, Britain, Spain, China, India, Russia, ermany, Italy, Ukraine, Belgium, France, Norway, Netherlands, Sweden, Denmark, Finland, Canada, Jordan, Australia, Myanmar, New Zealand, Argentina, Venezuela, Colombia, Ecuador, Chile, Trinidad & Tobago, Mexico, Tunisia, Switzerland, Scotland, Ireland, Hungary, Azerbaijan, Uzbekistan, Kyrgyzstan, Peru, Sudan, Kazakhstan, South Africa, Mauritius, Swaziland, Mozambique, Malawi, Nigeria, Angola, Zimbabwe, Kenya, Botswana, Niger, Israel, Egypt, Saudi Arabia, Iran, Iraq, Pakistan, Lebanon, Syria, Libya, Turkey, oland, United Arab Emirates, Oman, Marshall Islands, Fiji, Guam, Saipan, New Caledonian, Malaysia, Thailand, Philippines, Hong Kong, Taiwan, Indonesia, Vietnam, South Korea, Papua New Guinea, Sri Lanka , Nepal and Bangladesh.
In China, he has taught in 19 cities covering Beijing, Shanghai, Guangzhou, Shenzhen, Chengdu, Chongqing, Tianjin, Nanjing, Ningbo, Hangzhou, Suzhou, Zhuzhou, Dalian, Nanchang, Taicang, Xiamen, Hainan, Wuhu and Urumqi in Xinjiang region. In India, he has taught in New Delhi, Mumbai, Bangalore and Hyderabad.
Prior to becoming a management consultant, he served as a regional vice-president with ABN AMRO Bank covering the Asia-Pacific region. Amongst other training and professional qualifications, he holds an MBA degree from the University of Hull England and the Advanced Certificate in Learning and Performance from the Institute for Adult Learning Singapore. In 1997, he was elected a Fellow of the Chartered Institute of Marketing, UK, He also won a Faculty of The Year award from Forum USA.
