CEE 2014 Executive Briefing - Learn@lunch Series - 2 April 2014
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    CEE 2014 Executive Briefing - Learn@lunch Series - 2 April 2014 CEE 2014 Executive Briefing - Learn@lunch Series - 2 April 2014 Document Transcript

    • 2014 EXECUTIVE BRIEFING / LEARN@LUNCH SERIES Centre of Executive Education Pte Ltd 111 North Bridge Road, #08-09, Peninsula Plaza, Singapore 179098. Tel: (65) 6789 0977 Fax: (65) 6789 0911 Email: enquiry@cee-global.com Homepage: www.cee-global.com Facebook: www.facebook.com/ceeglobal
    • Transforming the Next Generation of Leaders 2014 KEY EXECUTIVE BRIEFING/LEARN@LUNCH SERIES 2 | P a g e© 2014 Centre for Executive Education www.cee-global.com Introduction The Centre for Executive Education (CEE) is pleased to present a series of Leadership Development Programs which is contemporary, practical and relevant to today’s business leaders. The traditional approaches to management that has shaped managers and businesses for the past fifty years are no longer sufficient to run the modern organisation. Technology is transforming the role of executives and managers as completely as it is transforming industries, products, customer relationships, market opportunities, strategic thinking, and the bottom line. For management, staying abreast of the competition means staying abreast of the way technology is redefining your business-and your job. The economy in the past several years has changed the way organisations conduct business and organisations have to rethink how to do business and reinvent themselves. Managers at all levels have a critical role to play in ensuring that their organisation remain competitive in today’s interconnected and globalised world. We have developed a unique selection of programs designed to help you cope with the difficult problems of leading and managing the today’s organisation. These Executive Briefing sessions can also be delivered as 1-2 hours Learn@Lunch Sessions. These expert-led series of powerful, practical, and innovative programs draws on the research of acclaimed scholars and real-world experiences of executives and firms to help the participants resolve a new generation of human resource management issues in areas, such as, strategic thinking, talent management, leadership effectiveness and succession planning change management, organisation development and more. In these programs, the participants will learn proven techniques for:  Developing a sense of self-awareness of their strengths and areas of development  Maximizing their contributions as managers and leaders of their own organisation  Transforming their organisation/business unit towards organisational excellence  Guiding their organisation towards achieving sustainable competitive advantage For MasterClass Workshop Format These series of MasterClass workshop will include theory, hand-outs of practical example deliverables for reference and to assist in learning, exercises, and reviews at the end of each stage including a question/answer session that would reinforce key concepts and learning. During the workshop, each team explores leadership concepts through practical exercises, enabling participants to practice making “real life” decisions and to earn from these decisions without the anxiety of putting “real company money” on the line or putting themselves at risk.
    • Transforming the Next Generation of Leaders 2014 KEY EXECUTIVE BRIEFING/LEARN@LUNCH SERIES 3 | P a g e© 2014 Centre for Executive Education www.cee-global.com Program I: Leaving a Leadership Legacy Synopsis When we move on, people do not remember us for what we do for ourselves. They remember us for what we do for them. One of the great joys and grave responsibilities of leaders is making sure that those in their care live lives not only of success, but also of significance. Leaders who see their role as serving others leave the most lasting legacies. Teaching is one way of serving. It’s a way of passing along the lessons learned from experience, particularly to those who look immediately to us for leadership. By asking ourselves how we want to be remembered, we plant the seeds for living our lives as if we matter. Leaders Serve and Sacrifice - Are you on this planet to do something, or are you just here for something to do? If you’re on this planet to do something, what is it? What difference will you make? What will be your legacy? Viewing leadership as service is not a new concept. Robert Greenleaf, himself a retired corporate executive, observed that the “great leader is seen as servant first, and that simple fact is the key to [the leader’s] greatness.” The Best Leaders Are Teachers - The best way to learn something is to teach it to somebody else. As the late Peter Drucker observed early in his career: “My third employer was the youngest of three senior partners of a bank … Once a week or so he would sit down with me and talk about the way he saw the world … In the end, I think he learned more than I did from our little talks.” You Are the Most Important Leader in Your Organization - The CEO is not the most important leader in an organization. Despite the fact that CEOs get most of the press, they get far too much credit for success, and far too much blame for failures. The attributions are way out of proportion to their actual influence. If the CEO is not the most important leader, who is it? If you’re a manager in an organization, to your direct reports, you are the most important leader in your organization. In other words, you are the CEO of your group. The Legacy You Leave - As John Maxwell, author of numerous books on leadership, said, “It’s been said that there are two kinds of people in life: those who make things happen and those who wonder what happened. Leaders have the ability to make things happen. Legacies aren’t just wishful thinking. They’re the result of determined doing. The legacy you leave is the life you lead. You just never know whose life you might touch. What you do know is that you can make a difference. You can leave this world better than you found it. Session Objectives As a result of attending this briefing/workshop, each participant will be able to: 1. Understand how to make things happen for themselves as well as for others 2. Adopt the concept of Servant Leadership and demonstrate the Level 5 Leadership 3. Understand the critical difference between leaving a track record and leaving a legacy 4. How to develop and lead their team by being a Teacher, Mentor & Coach 5. Develop a Plan for a Journey in Leaving their own Leadership Legacy and in making a difference in the lives of those they lead
    • Transforming the Next Generation of Leaders 2014 KEY EXECUTIVE BRIEFING/LEARN@LUNCH SERIES 4 | P a g e© 2014 Centre for Executive Education www.cee-global.com Program II: Leading During Turbulent Times Synopsis Today’s turbulent business environment demands that individuals and organizations perform at higher levels and with greater speed than at any time in the past. Organizational leaders and team members alike must place a new emphasis on learning and the harnessing of individual and collective creativity. The global environment is increasing the degree of complexity for organizations operating anywhere in the world. With it arises the need for a different kind of inquiry operating within our lives and organizations. The requirement for greater openness to uncertainty will challenge our sense of purpose, identity, and self-efficacy. Leaders are facing the almost overwhelming task of restoring confidence and respect in leadership and business. They are being called upon to guide organisations through times of turbulence and uncertainty, to show the way forward and to set an example; and all this in the face of a recessionary global economy and in a climate of cynicism and mistrust - tough economic and political circumstances by any standards. The workshop will include team effectiveness exercises which will offer valuable insights into the interpersonal workings of organizational units. Similarities and differences in temperaments and / or communication styles within organizational units establish opportunities for organizational strengths and identify potential organizational roadblocks. Aligning people is about generating awareness and understanding of the differences between individuals in the way they prefer to work and the way they make decisions or manage relationships. By creating a common understanding, a common sense of purpose and a shared commitment to action evolves. Organisations need leaders to visualise the future, motivate and inspire employees, and adapt to changing needs. The workshop will. Session Objectives As a result of attending this briefing/workshop, each participant will be able to: 1. Understand the critical role of the manager/leader in creating a positive, inclusive and engaging in a turbulent work environment 2. Shape and influence those around them to think and respond positively 3. Gain a clear understanding of how a group becomes a unified, high-performing team 4. Examine skills necessary for motivating a workforce, resulting in more productive and engaged employees 5. Learn practical strategies that can be implemented at their workplace 6. Develop an Executive Leadership Development Plan
    • Transforming the Next Generation of Leaders 2014 KEY EXECUTIVE BRIEFING/LEARN@LUNCH SERIES 5 | P a g e© 2014 Centre for Executive Education www.cee-global.com Program III: Leading and Engaging a Multigenerational Workforce Synopsis Today's workforce can be as diverse as having four different generations working together, each with their own distinctive styles, values and belief systems and ways of viewing work- related issues. Multi-generational work environments can breed misunderstanding and conflict, and can compromise growth. However, if managed effectively, it can be a source of positive challenge, opportunity, and significant growth. Organisations struggle with the challenges of effectively managing a more diverse workforce. These challenges often relate to variation in perspective, values and belief systems as a result of generational differences and are further complicated due to the age differences between managers and employees. The assumption - that people of varying ages will understand each other or have the same perspective and goals, is far from true. In order to be successful, managers need to understand and value the diversity resulting from generational differences, varying perspectives and differing goals. Generation Y or “Gen Y” for short – is the term most commonly used to refer to the cohort of individuals born in the 80s and 90s, who are now entering or are already in the workforce. For Leaders who have four generations of employees sitting in a meeting or working on a project, it can seem like each generation has its own worldviews, priorities, career models, motives and values. The Leader need to enhance their understanding of generational characteristics and the impact of their own management practices on each of these groups. They need to leverage on the strengths of each generation. Taking full advantage of the multi-generational workforce will enable employers to effectively attract and retain employees, build teams, deal with change, and increase employee engagement (Bawany, 2011) 1 . Session Objectives As a result of attending this briefing/workshop, each participant will be able to: 1. Better Understand the factors and historical period experiences that shape each generation 2. Develop more effective communication and influencing strategies for each generation of employees 3. Enhance their understanding of the workforce realities created by four generations in the workplace, including the potential points of commonality and conflict between each generation 4. Learn the best practices required of leaders to leverage talent and wisdom of every age of employee to increase productivity and achieve business outcomes 5. Develop a Personal Action Plan towards enhancing their Leadership Effectiveness 1 “Unlocking the benefits of a multi-generational workforce in Singapore” published by Singapore Business Review, 24 January 2013 http://sbr.com.sg/hr-education/commentary/unlocking-benefits-multi-generational- workforce-in-singapore
    • Transforming the Next Generation of Leaders 2014 KEY EXECUTIVE BRIEFING/LEARN@LUNCH SERIES 6 | P a g e© 2014 Centre for Executive Education www.cee-global.com Program IV: Transforming Next Generation of Leaders Synopsis The biggest challenge facing leaders today is the changing world that wants a new paradigm of leadership. The new reality involves the shift from stability to change and crisis management, from control to empowerment, from competition to collaboration, from uniformity to diversity, and from a self-centred focus to a higher ethical purpose. In addition, the concept of leader as hero is giving way to that of the humble leader who develops others and shares credit for accomplishments. These dramatic changes suggest that a philosophy based on control and personal ambition will probably fail in the new era. The challenge for leaders is to evolve to a new mindset that relies on humility, integrity, and collaboration – the hallmarks of Next Generation Leaders. In essence, the heart of the leadership challenge that confronts today’s leaders is learning how to lead in situations of ever greater volatility and uncertainty, allied with the needs to deal with scale, complexity and new organisational forms that often break with the traditional organisational models and structures within which many have learned their ‘leadership trade’. So the basic assumption that past experience is the key for future leadership success is more open to scrutiny than ever. 2 . Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. Whilst some aspects of leadership appear to be immutable (as captured elegantly in much of the recent work describing leadership authenticity), it is clear that one very particular leadership development challenge has to be met by today’s leaders if they are to be able to deal with the scale and complexity of change that will meet many of tomorrow’s leaders. We describe this as being able to make the essential leadership transition from the knowing leader to a truly inquisitive leader. Importantly, it has been found that leaders can make significant personal transformations in these underpinning capacities, skills, mind-sets and competencies, given the right support. The relevance of this research has a clear read across the commercial, public and third sectors, and is currently helping developing leaders with remarkable results across the globe. Session Objectives As a result of attending this briefing/workshop, each participant will be able to: 1. Learn about leadership in a manner that is strongly connected with the real world 2. Develop a lasting improvements in the key competencies of transformational leadership 3. Develop stronger capacity for inspiring team members to deliver their best efforts 4. Raise their level of self-awareness and achieve greater personal confidence as leaders 5. Utilize EI techniques for increasing their level of self-awareness 6. Develop a Personal Leadership Development Plan 2 “Transforming the next generation of leaders” published by Singapore Business Review, 16 April 2012. http://sbr.com.sg/hr-education/commentary/transforming-next-generation-leaders-0
    • Transforming the Next Generation of Leaders 2014 KEY EXECUTIVE BRIEFING/LEARN@LUNCH SERIES 7 | P a g e© 2014 Centre for Executive Education www.cee-global.com Program V: Leadership That Gets Results Synopsis Daniel Goleman brought the notion of "Emotional Intelligence” (EI) and “Emotional Quotient” (EQ) to prominence as an alternative to more traditional measures of IQ with his 1995 mega- best-seller Emotional Intelligence. According to Goleman, "A leader's singular job is to get results”. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organisations. One reason, says Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviours yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. The styles, by name and brief description alone, will resonate with anyone who leads, is led, or, as is the case with most of us, does both. Commanding leaders demand immediate compliance. Visionary leaders mobilize people toward a vision. Participative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. Since leaders lead people, the style with which you do it is important. It must truly represent you, fit with the situation, the results you wish to achieve and the people you hope will follow your lead. In truth, having a particular style is not as essential to being a leader as having a vision of what could exist, being committed to the vision, bringing great energy to realising that vision and having people to support you. 3 Organisations need leaders to visualise the future, motivate and inspire employees, and adapt to changing needs. Our research indicates that, with the right leadership development support including executive coaching, those with leadership potential can be developed into outstanding leaders. Emotional Intelligence competencies are perhaps the most challenging for leaders to develop effectively and yet it is the one that often has the most impact. As leaders rise through the ranks of an organisation, their profile becomes more visible to employees and their increased power can have subtle and direct ramifications. Session Objectives As a result of attending this briefing/workshop, each participant will be able to: 1. Understand the Emotional Intelligence (EI) competency framework 2. Make the link between Emotional Intelligence and Leadership Effectiveness 3. Use Emotional Intelligence to Create a Positive Organisational Climate 4. Understand how emotions can influence thoughts, behaviour, goals, decision–making 5. Develop a Personal Leadership Development Plan 3 “Making Results-based Leadership Work in Singapore” published by Singapore Business Review, 12 February 2013. http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore
    • Transforming the Next Generation of Leaders 2014 KEY EXECUTIVE BRIEFING/LEARN@LUNCH SERIES 8 | P a g e© 2014 Centre for Executive Education www.cee-global.com Program VI: Sustaining Employee Engagement and Productivity Synopsis Governments around the world are committed to raising productivity to improve economic performance. As the research of the McKinsey Global Institute (MGI) has demonstrated repeatedly over the past decade, productivity at the sector level is driven by the degree to which companies are exposed to competition. Hence, the argument goes, governments should remove barriers to competition, such as excessive regulation, if higher productivity is the goal. Future growth in Singapore lies in increasing productivity in every sector and innovation in serving export markets. But what exactly is productivity within the context of an organisation? What is innovation? Can these concepts be measured, what processes and skills are needed to become world class in productivity and innovation management? What can we learn from global players like Apple, Google, South West Airlines and others? Employee engagement is a measure of productivity and management strategies to increase engagement have been hot topics since the original Gallup organization research was published. While most of the research identifies low levels of employee engagement in many organizations and strategies to increase that engagement for the purpose of improving productivity, the cause-and-effect relationship is not overwhelming. Rather, an overarching strategy of increasing employee well-being in which engagement strategies are incorporated, appears to be more favourable. Organisations struggle with the challenges of effectively managing a more diverse workforce. These challenges often relate to variation in perspective, values and belief systems as a result of generational differences and are further complicated due to the age differences between managers and employees. The assumption - that people of varying ages will understand each other or have the same perspective and goals, is far from true. In order to be successful, managers need to understand and value the diversity resulting from generational differences, varying perspectives and differing goals. An intensely practical program designed to accelerate the practice of emotionally intelligent leadership in managing a multigenerational workforce towards organisational success and sustaining employee engagement and productivity. Session Objectives As a result of attending this briefing/workshop, each participant will be able to: 1. Discover what Employee Engagement and Productivity is and why it matters 2. Develop an Understanding of the impact of Employee Engagement on Business Results 3. Know Customers Better Than Themselves and Uncover Competitors Blind Spots 4. Unleashing Employee Minds and Hearts 5. Transforming their Leadership Style and Performance 6. Develop a Personal Action Plan for enhancing their Leadership Effectiveness
    • Transforming the Next Generation of Leaders 2014 KEY EXECUTIVE BRIEFING/LEARN@LUNCH SERIES 9 | P a g e© 2014 Centre for Executive Education www.cee-global.com Program VII: Winning the War for Talent - Strategic Talent Management in a Global Economy Synopsis McKinsey Consulting report “The War for Talent” describes the challenge faced by companies today. They are engaged in an ongoing battle to attract and retain multi-talented people in an environment where the global economy is growing and the working population is on the decline. The war is costly and requires a commitment and belief at leadership level. In today’s globalized business environment organizations are cultivating and accumulating human, organizational, and social capital as a means of gaining sustainable competitive advantages in order to respond to the critical business challenges that they face. Talent is an increasingly scarce resource, so it must be managed to the fullest effect. During the current economic downturn we may experience a short ceasefire in the war for talent, but we’re all seeing new pressures put on the talent running our organisations4 . Talent management has never been more of an immediate concern than it is right now. But in the rush to fill a perceived talent management void, organizations must be careful not to rush into implementing initiatives or programs that are more about taking action than about implementing a well-crafted solution. Careful planning, culminating in a sound talent strategy that is tightly connected to the organization’s overall business strategies and business needs, is required for talent management to become ingrained in an organization’s culture and practices. Only when this happens is it possible for talent management to be both effective and sustainable. Organizations know that they must have the best talent in order to succeed in the hypercompetitive and increasingly complex global economy. Along with the understanding of the need to hire, develop, and retain talented people, organizations are aware that they must manage talent as a critical resource to achieve the best possible results. Few, if any, organizations today have an adequate supply of talent. Gaps exist at the top of the organization, in the first to mid-level leadership ranks, and at the front lines. Session Objectives As a result of attending this briefing/workshop, each participant will be able to: 1. Develop their critical thinking skills to enable them to strategically formulate talent management tools in order to foster a cutting-edge approach to manage human capital in their organizations. 2. Deepen understanding of how to manage other people (i.e. their subordinates or peers) and themselves with regard to career-related issues. 3. Sharpen their intellectual capital in order to enhance their talent management and leadership development capability. 4. Align talent management programs to their organization and business strategy so as to build competitive advantage and organizational agility through maximization of human capital. 4 “How Singapore firms can win the war for talent” published by Singapore Business Review, 5 September 2013. http://sbr.com.sg/hr-education/commentary/how-singapore-firms-can-win-war-talent
    • Transforming the Next Generation of Leaders 2014 KEY EXECUTIVE BRIEFING/LEARN@LUNCH SERIES 10 | P a g e© 2014 Centre for Executive Education www.cee-global.com Appendix I: Corporate Profile of CEE Global About Centre for Executive Education (CEE) The Centre of Executive Education (CEE) is a premier network for established human resource development and consulting firms around the globe which partners with our client to design solutions for leaders at all levels who will navigate the firm through tomorrow's business challenges. CEE has established strategic partnerships with International Professional Managers Association (IPMA) and Executive Development Associates (EDA) as well as a network of Affiliate Partners across the globe. CEE faculty, consultants and executive coaches headed by our founder & CEO, Prof Sattar Bawany, are highly credentialed with extensive experience to help managers and executives who are being positioned for future career growth. They are authors, leaders, and each possesses an enormous passion for the success and growth that executive development and coaching can bring to our participants. CEE suite of executive development programs includes talent management & succession planning, management & leadership development, executive coaching, CEO and board mentoring and advisory services. CEE together with our Strategic and Affiliate Partners helps corporate leaders and small business owners optimize their performance and accomplish their business and professional objectives. To maintain competitive advantage and sustain success in a fast-changing business environment, we believe organizations must identify, nurture, and prepare the next generation of high-performance leaders for excellence. To this end, our programs are designed to equip these leaders to support growth, execute change, and develop people to build high performance organizations - leading to increased productivity, exceptional business results, and greater profitability. CEE Value Proposition CEE collaborates with clients, adapting various organizational development approaches to their specific business contexts. We design and implement tailor-made learning and organisational development strategies that greatly improve our client's performance, increase market value and enhance organisational capability. We develop insight into what drives value creation and competitive advantage in our clients' businesses. Then, we work closely with our clients to convert insight into concrete strategies and tactics. The implementation of insight has high impact in the form of value created for our clients. When we deliver impact repeatedly, we earn their trust and build lasting relationships that serve as a platform for deeper insight and ever-greater impact. We take a collaborative, participate approach known as 'Process Consulting' where client and consultant learn together. Such an approach necessarily avoids pre-supposed solutions to unique contexts. The most basic thing we do is facilitate your learning. Because of this transfer of skills, we work ourselves out of a job, rather than becoming indispensable. CEE global network of talent management and leadership development consultants and executive coaches has a strong commitment to partner with our clients and participants towards achieving their success.
    • Transforming the Next Generation of Leaders 2014 KEY EXECUTIVE BRIEFING/LEARN@LUNCH SERIES 11 | P a g e© 2014 Centre for Executive Education www.cee-global.com Appendix II: Master Facilitator’s Bio – Professor Sattar Bawany Professor Sattar Bawany is the Chief Executive Officer of the Centre for Executive Education (CEE). He is also the Managing Director as well as C-Suite Master Executive Coach & Facilitator with Executive Development Associates (EDA) Asia Pacific. Prof Bawany is also concurrently the Strategic Advisor & Member of International Professional Managers Association (IPMA) Board of Trustees and Governing Council. Prof Bawany has assumed various senior management roles including Managing Director/Country Head and Talent Development/Coaching Practice Leader for DBM Asia Pacific as well as Business Leader, Organisational Effectiveness/Leadership Development Consultant and Executive Coach with Mercer HR Consulting, The Hay Group, The Forum Corporation and Mercuri International. Prof Bawany is an astute advisor to executives who need to know how they are perceived and want to focus on what is most important in their professional and personal lives. He has coached a range of leaders, from CEOs, to senior vice presidents, and high potential managers. His current work in organisations focuses on encouraging individual initiative and leadership from a systemic perspective in order to achieve clearly defined business results. His specialty is effectively linking people processes to business outcomes. His approach to executive coaching encourages new insights into the key capabilities and unique strengths needed to sustain practical behavioural change over time, resulting in the executive’s enhanced self-awareness, better decision making, and continuous performance improvement. He is a Graduate of Corporate Coach U and a Licensed Coaching Clinic Facilitator. He is certified in the administration and application of various psychometric instruments including the Myers-Briggs Type Indicator™ (MBTI), Bar-On EQ 360™ and EQ-i™. He is also certified in the administration and application of the MRG’s suite of instruments including “Leadership Effectiveness Analysis™” (LEA 360 Assessment tool) and “Strategic Leadership Development”. He is also accredited in the administration and application of the Benchmarks® and Skillscope® Profiling Instruments. He holds an Executive MBA and a Bachelor in Business Administration (Marketing). He is currently pursuing his PhD in Business Administration and his Doctoral Research is on ‘The Impact of Executive Coaching on the Personal & Professional Development of Leaders”. Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management (SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of the International Coaching Federation (ICF) and International Association of Coaching (IAC).
    • Transforming the Next Generation of Leaders 2014 KEY EXECUTIVE BRIEFING/LEARN@LUNCH SERIES 12 | P a g e© 2014 Centre for Executive Education www.cee-global.com Appendix III: Standard Terms for Delivery of Engagements 1. The professional fees for any our program will depends on the nature of the training program designed and delivered as well as the extent of customisation required. These terms are negotiable depending on the nature and scope of the engagement. 2. There will be no prevailing Good and Services Tax (GST) for delivery within Singapore. 3. The client will be billed the full contract amount or project fees upon confirmation of the project. The payment is to be remitted not later than two (2) weeks prior to the delivery of the engagement. 4. All materials will be developed and delivered in English. CEE will provide a master electronic copy of the workshop materials to the client for necessary duplication and use by the participants of each event. 5. CEE would hold copyrighted materials, proprietary documents, and any other proprietary information, obtained from the client in strictest confidence. 6. CEE maintains proprietary rights to any materials developed for the project according to common-law copyrights. The client agrees not to reproduce or use any printed or other materials in any other way than as provided within the project, and the core concepts, materials, instructional design concepts and know how will not be transferred, sold, or provided to any party outside of the client without CEE prior written consent. 7. The client is responsible for arranging and paying for the program location or venue of the workshop and the necessary logistics for the event. 8. The client will be billed for the travel (business class flights for air travel), accommodation, and per diem expenses at cost as incurred by CEE consultant/facilitator. 9. If CEE Speaker is required to travel more than four (4) hours to reach the training destination, one additional day of professional service fee will be billed to the client. These expenses will be billed to the client at cost. 10. If the program does not occur as originally scheduled due to a change by the client, a cancellation fee will be charged. If the cancellation occurs within eight (8) weeks from the scheduled date of delivery, a charge of 50% of the contract value or professional service fees due will be levied and if the cancellation occurs within two (2) weeks from the scheduled date of delivery, a charge of 100% of the contract value will be levied. REQUEST FOR FURTHER INFORMATION For a discussion on any of these programs and how they could lead to the achievement of the desired results within your organisation, please contact us at: +65 6789 0977 or email us at: enquiry@cee- global.com. An obligation free consultation session and training need analysis will help determine how to customize these programs to address the specific needs of your organisation.