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  • Writer's picturePeter K F Cheung SBS

A Future CEO

  1. FADE IN

  2. Act 1

  3. INT. SITTING ROOM - 09:15

  4. PETER is having screen time.

  5. PETER (V.O.): "There're three paths to being a leader. Which one are you following?"

  6. Pausing.

  7. PETER (V.O.) (Cont'd): I'm interested to verify the three pathways.

  8. Pausing.

  9. PETER (V.O.) (Cont'd): As to the concept of "leader", I've my views on it.

  10. Seeing a link on "Ask an Expert: How Do I Become a CEO?", Peter taps it and an article appears.

  11. PETER (V.O.) (Cont'd): A "Future CEO" is seeking guidance from experts.

  12. Peter continues reading.

  13. Act 2



  16. Peter (49) is checking souvenir items.

  17. PETER (V.O.): Since 1999, I've been learning from visiting Harvard professors on leadership in Hong Kong.

  18. Pausing.

  19. PETER (V.O.) (Cont'd): It's a recurrent leadership training program organised by the Civil Service Training Centre.

  20. Peter selects some stationery.

  21. PETER (V.O.) (Cont'd): In May 2000, I joined a week-long leadership residential program at HKUST.

  22. Pausing.

  23. PETER (V.O.) (Cont'd): From the visiting Harvard professors, I learned about the concept of leadership and the significance of effective persuasion.

  24. Pausing.

  25. PETER (V.O.) (Cont'd): And I applied them to lead and uplift my departmental colleagues.

  26. Pausing.

  27. PETER (V.O.) (Cont'd): As I've the value and capacity to learn more, I got the Centre's support, to follow a month-long Senior Executive Fellows program at Harvard Kennedy School.

  28. Peter selects a Harvard cap.

  29. PETER (V.O.) (Cont'd): The engagement is different as the faculty and peers are different. I also enjoy my residence in Harvard Business School.


  31. PETER (V.O.) (Cont'd): Through case studies, leadership skills have become instinctive and instantaneous to me.

  32. Pausing.

  33. PETER (V.O.) (Cont'd): I did become the Director of IP, Hong Kong, China and championed my vision to make Hong Kong an international IP trading hub.

  34. Pausing.

  35. PETER (V.O.) (Cont'd): As a Council Member of HKUST, I'm playing my due role.

  36. Peter finishes reading the guidance given to the Future CEO.

  37. PETER (V.O.) (Cont'd): In my view, the three standard essential elements to succeed in any endeavour is about a person's value, capacity and support.

  38. Pausing.

  39. PETER (V.O.) (Cont'd): Value is about a person's commitment to do better and to make societal impact.

  40. Pausing.

  41. PETER (V.O.) (Cont'd): Capacity is about the capability to formulate strategy and to execute relentlessly to achieve objectives and goals.

  42. Pausing.

  43. PETER (V.O.) (Cont'd): Support is about getting prepared to capitalise on potential opportunities.

  44. Pausing.

  45. PETER (V.O.) (Cont'd): While the "Future CEO" has the ambition to become a CEO, it's not known if s/he has the requisite value, capacity and support to succeed.

  46. Pausing.

  47. PETER (V.O.) (Cont'd): For a CEO, it'd be nice if s/he exercises authority as well as leadership.

  48. Pausing.

  49. PETER (V.O.) (Cont'd): However, there're CEOs who can exercise authority only.

  50. Pausing.

  51. PETER (V.O.) (Cont'd): Thus, it's not right to assume people in authority as "leaders" as some may not be able to lead after all.

  52. Act 3


  54. PETER (V.O.) (Cont'd): Leadership is to influence people to think and do things otherwise they wouldn't think and do. Authority is to command obedience.

  55. Pausing.

  56. PETER (V.O.) (Cont'd): Anyone, no matter his/her stature in work/life, can exercise leadership. Humility is a hallmark of leadership.

  57. Pausing.

  58. PETER (V.O.) (Cont'd): To live a meaningful life, I believe one should create and deliver value by transforming oneself and uplifting others.

  59. FADE OUT

  60. THE END

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