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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


  14. FLASHBACK


  15. INT. SOUVENIRS SHOP, CAMBRIDGE - DAY (2003)


  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.


  30. END FLASHBACK


  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


  53. INT. SITTING ROOM - CONTINUOUS


  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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