“Day in The Life of a CEO” Simulation & Assessment Programme
A major driver for any business is to gain competitive advantage through the quality and capability of its senior people, as well as retaining and developing successful and superior performers to become senior leaders across the organisation.
This simulation reveals your:
i. Ability to manage information and multi-task.
ii. Degree of media savviness.
iii. Preferred management style.
iv. Readiness to deal with unforeseen difficult situations.
v. Preferred style of dealing with authority.
vi. Preferred style in dealing with difficult people.
Who Should Attend
High potential middle managers who have been identified as possible future leaders of the organisation.
Participants are given a case study of a company that is part of a larger conglomerate. They play the role of a new CEO who had recently been parachuted into the subsidiary company by the parent company.
3 Major Scenarios
Over the course of 2 days, they are surprised and put in several major situations including:
i. Dealing with a disgruntled senior manager, who has played a significant role in the company.
ii. A strategy meeting with the group CEO to discuss convergence amongst the various business units.
iii. A meeting with the group CEO and his advisors to discuss the acquisition of another company as
a means to expand into a new industry.
The first and second scenarios are handled on an individual basis, while the third scenario is tackled as a group.
Additionally, you are also given minor scenarios, which include being rudely interrupted by media people for comment on issues being faced by the company and writing press releases to address potentially false media reports on the company.
Feedback and Observation
Participants are given feedback on 2 levels:
iv. Professional feedback, whereby participants are given feedback by trained psychologists (or professional observers) who would have observed them in each of the scenarios over the 2 days.
v. Peer-to-peer feedback, whereby participants are given feedback by their group members.
vi. Personal Feedback where participants are given the opportunity to self-discover and explore their own personal strengths and areas of development.
Participants are also filmed by cameramen over the course of the 2 days to enable them to assess their own behaviours on a personal basis.
“R” Moments and Personal Development Plan
Over the course of the 2 days, the participants are given a sheet of paper where they are to note down their “R” moments. “R” is short for “Reflection”. As the name implies, participants’ “R” moments are times when they are enlightened of both their development needs, as well as their strengths.
Upon receiving feedback from peers and observers, and taking individual “R” moments into account, participants are guided through the formation of a personal development plan (PDP). The PDP lays out detailed and realistic action plans on how participants intend to develop each area that needs attention.
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