CEOs today have immense responsibilities in their hands as their companies and organizations undergo significant changes. With these changes come increasing demands from above, below, and outside the organization leading to new levels of stress and burn-out tendencies. Recent research indicates that the average tenure of CEOs has dropped to new low levels of an average of 2-3 years while tendency for burnout now is at the 85% level. These new challenges must be faced and new leadership skills, mind-sets, and competencies must be developed. The future requires CEOs who have made the transition to becoming strong, agile, and empowering leaders. The workshop will be an interactive and engaging exchange of ideas and also provide fresh, new concepts, approaches, and case examples of leaders and organizations that excel in times of challenge such as these. Core competencies focused on include: developing leadership competencies for the 21st century, how to overcome major challenges facing leaders today, coping with loneliness and stress at the top, how to overcome the major “ceo career de-railers”, and re-energizing your own personal vision and motivation.

1. ILGE Philippines
The Institute for
Collaborative
Leadership &
Global Education Partner
(ILGE)
CEO Reality Check:
New Leadership Strategies for the 21st Century (LS010 - Day 1)
ILGE Senior Level Executive Diploma Program - first part
June 13, 2012 - Makati City, Philippines - Dusit Thani Hotel - 1:30pm - 9pm
Description:
Earn credits you deserve !
Part of an Internationally accredited Leadership Diploma
Program in collaboration with Nova Southeastern Senior Level Executive Diploma Program
University, Fischler School of Education & Human Core Competencies
Services, USA. Earning credits towards doctoral or
master's level degree program. Credits also transfer to
ILGE's new Global ExecutivePresident's, CEO's, CFOs, Division Heads, General Managers, Senior Vice
Who should Attend: : MBA (GEMBA) Degree
Presidents, EVPs, other senior level executives with top-level responsibilities, executives from diverse
Program.
organizations, and those being groomed for executive-level posts.
CEOs today have immense responsibilities in their hands
. their companies and organizations undergo significant
as
changes. With these changes come increasing demands
from above, below, and outside the organization leading to
new levels of stress and burn-out tendencies. Recent
research indicates that the average tenure of CEOs has
dropped to new low levels of an average of 2-3 years
while tendency for burnout now is at the 85% level. These
new challenges must be faced and new leadership skills,
mind-sets, and competencies must be developed. The
future requires CEOs who have made the transition to
becoming strong, agile, and empowering leaders. The
workshop will be an interactive and engaging exchange of
ideas and also provide fresh, new concepts, approaches, “Learn how to master and develop
and case examples of leaders and organizations that the proven skills and competencies
excel in times of challenge such as these. Core that will ensure your ongoing
success. “
competencies focused on include: developing leadership
competencies for the 21st century, how to overcome major Shown here is the competency
challenges facing leaders today, coping with loneliness diagram for
Leadership Skills for the 21st
and stress at the top, how to overcome the major “ceo Century LS010
career de-railers”, and re-energizing your own personal
vision and motivation.
“ Great ! This is the best “culture changing” information I have
ever heard!
- Anthony D’ Arne, Plant Manager, Union Carbide Canada, LT, Toronto
U.S.A. Egypt U.S.A. U.A.E

2. Program Outline:
Program Outline: Faculty
Leadership Competencies for the 21
Setting a Course
Leadership Competencies for the 21st
st
John P. Keenan, Ph.D. is the
 Introduction and Overview and Problem
Century/ Decision-Making and Problem
Century/ Decision-Making founder, President, and Professor of
Solving
 Setting an Agenda
Solving Leadership Studies for the Institute
 8-Core Roles and Competencies
 Core Competencies Competencies
8-Core Roles and for Senior Managers for Leadership and Global Education
 Four of Leadership Development
4 A's A's of leadership development
 Four A's of leadership development (ILGE). He has over 30 years of
 Leadership Quotient
 Leadership Quotient experience in presenting workshops
 Strategic Reality Check:Model
Leadership
 Strategic Performance Model
Leveraging and providing consulting services
Leadership Performance
 Ideal leader - competencies and skills
 Ideal leader - competencies and skills
 Pre-21st Century Leadership to organizations throughout the world. He is internationally
 Project team and benchmarkingand problem
 Assessment and benchmarking
Assessment - decision making recognized as an organizational psychologist and as a leader
 Why Leadership and Not Just Management
 solving assignment
 Anatomy Factsdecision model
Troubling of a decision model
Anatomy of a - CEOs in the design and development of leadership and
 Project team - decision making and problem
 Leadership as - decision making and problem
Project team philosophy, life role,
management educational programs.
Managing and Leading and full person
developmental process, Through
solving assignment
solving assignment
 Simulation Leadership
Transactional Dr. Keenan provides consulting services to organizations
 8-Core Roles and Competencies
 Simulation
 Strategic Performance Model - how to
Full-range leadership model such as SONY,Inc., Shell Oil Company, Ersnt & Young,
 Personal assessment: your strengths and Caterpillar, Inc., Dubai Airport Free Zone Authority (DAFZA),
Managing and Leading Through goals
influence performance, achieve
Managing and Leading Through IMO State Government (Nigeria), Abu Dhabi Oil Refining
 improvement areas
Transactional Leadership- benefits and
Laissez-faire leadership
Transactional Leadership Company (TAKREER), ADMA-OPCO, Lucent Technologies
 problems leadership model - how to
 Full-range leadership model - howFactor (AT&T), Honeywell Inc., BHP Billiton – Trinidad-Tobago,
Personality Flaws and the Resiliency to
Full-range
 Management-by-exception
influence performance, achieve goals
influence performance, achieve goals
 Common Personality Flaws to De-Rail a Career Lands' End, Inc.; University of Wisconsin, Harley-Davidson,
 Contingent reward
 Laissez-faire leadership - benefits and Inc., General Mills, Inc., American Airlines, Inc,
 The Resiliencyleadership - to Executive
Laissez-faire Factor - Key benefits and
 Assessment and benchmarking
problems
problems
Success Camcar/Textron, Inc., Eaton Corporation, Bell Laboratories,
 Case studies
 Management-by-exception
The Tone Test
Management-by-exception
U.S. Department of Energy; Ameritech, Inc., U. N. Emergency
 Contingent reward
 Assessments and Simulations
 Contingent reward
and Disaster Relief Program, Fairchild Semiconductors, Inc.,
 Assessment andTransformational
Leading Through benchmarking NEC Semiconductors, Philip Morris, Panasonic, Nestle, Alkar
 Assessment and benchmarking (a Division of DEC International), Sammons Financial
 Case studies
Leadership / Reality Check - Leveraging
OrganizationalAction Planning
 Case studies Holdings, Inc., American Institute of Banking; M & I Data
 Transformational leadership - how to
Organizational Culture
Services, Inc., Institute of Managerial Accountants, Land
 Square ThroughExercise stimulate others
energize and - Transformational
Wheels
Leading Through Transformational
Leading Factsintellectually
 Troubling4 I's Today Transport Authority (Singapore), Delaware State University,
Leadership
with the
Leadership Sudan Presidential Commission on Quality and Excellence,
 Organizational Challenges
 Individual consideration
 Transformational leadership - how to
 Transformational leadership - how to
Organizational Culture Profile Assessment
Posbanc of Singapore, MAF-DALKIA – Dubai, Ministry of
 Intellectual stimulation
energize and intellectually stimulate others Education – Singapore, Ministry of Education – Trinidad-
 energize and intellectually stimulate others
Organizational Audit
 InspirationalBuild a Higher Performance Culture
 with the 4 to motivation
Strategies I's
with the 4 I's Tobago, National Association of Freight Logistics (Dubai),
 Idealized influence
 Individual consideration
Individual consideration
Planning Council - Government of Qatar, Oasis Hospital of Al
 Leadership stimulation - individual and
 Intellectual stimulation
PQ-21 Change style profile
Intellectual Model
Ain, Marafiq Power and Utility Company for Jubail and Yanbu
 group - Saudi Arabia, Hilton Jumeirah International
 Inspirational motivation
 Executive Education
Inspirational motivation
 PQ-21 Strategic Implementation Model (SIM)
 Assessment and benchmarking
Idealized influence
Idealized influence
 PQ-21studies
Performance Coaching A gold medal winning author, he has published seven books,
 Case
Leadership style profile - individual and
Leadership style profile - individual and more than seventy articles in major journals, and presented
group
group more than sixty research papers on such subjects as
Transferring Learning to Work Environment /
 AssessmentLearning to Work
Transferring and benchmarking
 Assessment and benchmarking performance enhancement, team building, leadership, work
 CasePlanning Action Planning
Action
 Case studies/
Environment
studies stress, identity as a manager, performance coaching,
management ethics, whistle-blowing, and terrorism. He has
lectured throughout the world including the US, Canada,
“One of the best I have ever attended…rank( it) United Kingdom, United Arab Emirates, Egypt, Turkey,
above programs at Harvard and University of Nigeria, Sudan, Colombia, Pakistan, Malaysia, Vietnam,
Michigan. It was well planned, organized, and Spain, Singapore, Philippines, Thailand, Austria, Belgium,
Norway, Greece, Bahrain, Qatar, Costa Rica, Argentina,
run. It provided many beneficial and practical
Ireland, Chile, Barbados, Bali, Indonesia, St. Maarten, St.
insights. I will recommend it to others.” Lucia, Trinidad-Tobago, and Brazil.
- James A. Satchel, Michigan Department of
Contact at: Email: (john@institute-leadership-global.org),
Transportation. +1 716-390-9657(tel); +1-320-514-6309(fax),
website: www.institute-leadership-global.org
Other Programs in the Senior Level Executive
Diploma Program to be to be conducted in 2012 -
Asia CEO Forum - Philippines!!! - ILGE 's 2013.
Collaborative Partner
+ High Performance Leadership For Executives
Description: This special event is being presented by the (LS020)
Institute for Leadership and Global Education (ILGE) in
+ Transformational Leadership and Change For
collaboration with Philippines Collaborative Partner - Asia
CEO Forum Philippines. Our goals are to bring new,
Executives (LS030)
innovative programs and services to the Philippines. This Investment: $1,300reg/$395 with launch grant!
program is the first day of ILGE's Senior Level Executive
Diploma Program, with remaining parts of the Program to Registration: Seating limited so please register now - www.asia-
be offered later in 2012 and 2013. Programs are accredited ceo.org/register.htm (Visa, M/C, Amex accepted). Payment can also be
by US Commission on Higher Education and US Regional made through bank draft or cheque). More Info: Email, or call
Accrediting bodies with value of transfer credits equivalent t +632 921 413 4882 (tel); t: +632 892 6703, or m: +63 908 880 4177
+1-320-514-6309(fax),
to $500 USD per day for doctoral or master's level Degree Email: john@institute-leadership-global.org, rbustamante@chalre.com
Programs. Website: www.institute-leadership-global.org, www.asia-ceo.org.