FADE IN
Act 1
INT. SITTING ROOM - 09:15
PETER is having screen time.
PETER (V.O.): "There're three paths to being a leader. Which one are you following?"
Pausing.
PETER (V.O.) (Cont'd): I'm interested to verify the three pathways.
Pausing.
PETER (V.O.) (Cont'd): As to the concept of "leader", I've my views on it.
Seeing a link on "Ask an Expert: How Do I Become a CEO?", Peter taps it and an article appears.
PETER (V.O.) (Cont'd): A "Future CEO" is seeking guidance from experts.
Peter continues reading.
Act 2
FLASHBACK
INT. SOUVENIRS SHOP, CAMBRIDGE - DAY (2003)
Peter (49) is checking souvenir items.
PETER (V.O.): Since 1999, I've been learning from visiting Harvard professors on leadership in Hong Kong.
Pausing.
PETER (V.O.) (Cont'd): It's a recurrent leadership training program organised by the Civil Service Training Centre.
Peter selects some stationery.
PETER (V.O.) (Cont'd): In May 2000, I joined a week-long leadership residential program at HKUST.
Pausing.
PETER (V.O.) (Cont'd): From the visiting Harvard professors, I learned about the concept of leadership and the significance of effective persuasion.
Pausing.
PETER (V.O.) (Cont'd): And I applied them to lead and uplift my departmental colleagues.
Pausing.
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.
Peter selects a Harvard cap.
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.
END FLASHBACK
PETER (V.O.) (Cont'd): Through case studies, leadership skills have become instinctive and instantaneous to me.
Pausing.
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.
Pausing.
PETER (V.O.) (Cont'd): As a Council Member of HKUST, I'm playing my due role.
Peter finishes reading the guidance given to the Future CEO.
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.
Pausing.
PETER (V.O.) (Cont'd): Value is about a person's commitment to do better and to make societal impact.
Pausing.
PETER (V.O.) (Cont'd): Capacity is about the capability to formulate strategy and to execute relentlessly to achieve objectives and goals.
Pausing.
PETER (V.O.) (Cont'd): Support is about getting prepared to capitalise on potential opportunities.
Pausing.
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.
Pausing.
PETER (V.O.) (Cont'd): For a CEO, it'd be nice if s/he exercises authority as well as leadership.
Pausing.
PETER (V.O.) (Cont'd): However, there're CEOs who can exercise authority only.
Pausing.
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.
Act 3
INT. SITTING ROOM - CONTINUOUS
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.
Pausing.
PETER (V.O.) (Cont'd): Anyone, no matter his/her stature in work/life, can exercise leadership. Humility is a hallmark of leadership.
Pausing.
PETER (V.O.) (Cont'd): To live a meaningful life, I believe one should create and deliver value by transforming oneself and uplifting others.
FADE OUT
THE END
Comments