Love on the edge of time .....

"Oh..... I am about to contact the agent now Mr. Kim," she simpered in embarrassment.

Do Yun then headed to the elevator thus Amor hurriedly followed.

Her day in the office is about to end but Amor still has a bit of work to do. Good thing she still has a couple of weeks to complete all the unfinished tasks before her exams on the 15th of August Friday.

When they were about to go home, Do Yun looked exhausted and Amor felt the urge to do something to make him feel better thus she approached him.

"I need the review of the request sent by our main office in South Korea in Hangul tomorrow morning so that the board can make their decision whether to consider it or not," said Do Yun.

"Uhm..... yes Mr. Kim," she secretly gave him a sly leer. "How can he still think of work now when he's already exhausted?" she thought.

"Today went well, I expect you will still deliver the same quality of work even though you will be preparing for your exams."

"Ah..... my job is the priority Mr. Kim," Amor frowned a bit.

Out from nowhere Ae Cha went inside the office and sat beside Do Yun that caught him off guard. For some reason, it made Amor uncomfortable even though it's not the first time she saw Ae Cha in his office.

"Good..... good afternoon Mrs. Kim. Oh..... Mr. Kim, I'll go ahead and bring the stuff to your car now, please excuse me."

Waiting at the front passenger seat Amor kept looking at the rearview mirror for any sign of Do Yun. "Why did Ae Cha come to the office again? Are they going home together this time??" she asked herself.

"So, how's the student life?" Jack broke the deafening silence.

"Huh?" Amor wasn't expecting Jack to ask her something.

"This will be your last school year, right?"

"Uhm..... yes Jack that's right. Why do you ask?" she politely answered.

"Nothing, just wanting to have a little conversation with you while waiting for the Kim's."

"Ah..... is Ae Cha coming home with us?"

"I heard Mrs. Kim's car broke down and Samuel is not back yet but she already wants to go home since Mr. Kim is now ready to go home so might as well go home together."

"Oh..... that makes sense, but what's taking them this long to leave the office?"

"Do you mind checking on them?"

"Uhm..... why don't you check on them since you thought about it?"

"Hhmmm..... let's just wait for them instead."

"Ah..... now that's a better idea."

"I think the Kim's are coming."

As soon as the Kim's came out from their office building Jack opened the rear passenger seat first for Ae Chae before Do Yun got inside.

"Let's leave," he told Jack and the car immediately came to life.

"Don't forget the summary of the research in Hangul tomorrow morning so that the board can review it."

"Huh? Oh..... yes Mr. Kim I'll try to work on it later tonight so that I can submit it to you first thing in the morning."

Do Yun tap her left shoulder thrice, "Thank you but tell me if you need help with the translation okay?

"Uhm.....," her heart seems to know the answer better than her head since it's beating again like a drum with a thunderous noise it could ever make as if she's going to war."

Thinking of what she needs to accomplish tomorrow overwhelms her since she needs to respond to inquiries from external and internal sources in Hangul first thing in the morning as she promised. But the CEO's job is more difficult as it is more important than her job. A company has only one peerless role: chief executive officer. For all the scrutiny of the CEO's role, though, little is solidly understood about what CEOs really do to excel. Nor has academic and other research on the CEO's role done much to illuminate how CEOs think and what they do to excel. With Do Yun's experience, he has figured out which mindsets and practices are proven to make him more effective. To answer the question, "Which mindsets and practices make him an excellent CEO?" he started with the six main elements of his job- elements touched on in virtually all literature about his role: setting the strategy, aligning the organization, leading the top team, working with the board, being the face of the company to external stakeholders, and managing his own time and energy. Focusing on more or less 18 responsibilities, he was able to determine what mindsets and practices distinguish him as an excellent CEO. The result of these efforts made him a model for CEO excellence, which prescribes mindsets and practices that are especially likely to help him succeed at his particular duties. It's incumbent for him as the leader to set the direction for the company— to have a plan in the face of uncertainty. He is the ultimate decision-maker when it comes to setting a company's vision (where do they want to be in five, ten, or 15 years?). He has adapted five bold strategic moves that best correlate with his success: resource reallocation; programmatic mergers, acquisitions, and divestitures; capital expenditure; productivity improvements; and differentiation improvements. Resource reallocation isn't just a bold strategic move for him; it's also an essential enabler of his other strategic moves. For the company's investors, they put their money in Do Yun's hands because of his great talent. There are still times where he worries about asking the same few overstretched "usual suspects" to take extra assignments because he can't trust the people who would otherwise perform them. Employee engagement is also one of the best measures of "soft stuff" in their company. The dynamics of his top team strongly influence their company's success. He takes special care to ensure the management team performs strongly as a unit. He typically delegates management processes to other executives: the CFO looks after budgeting and sometimes strategy as well; the chief human resources officer (CHRO) looks after talent management and workforce planning; the CIO looks after technology investment; and so on. The board's mission on behalf of shareholders on the other hand is to oversee and guide management's efforts to create long-term value. For him to get the most of his time with the board, he collaborates with board chairs on developing a forward-looking board agenda. He also develops and maintains a strong relationship with the chair (or lead independent director) and holds purposeful meetings with individual board members. He also helps the boards help the business by providing input on the board's composition. He knows very well the company's mission and values. The company's corporate social responsibility programs are little more than public-relations exercises for Do Yun: collections of charitable initiatives that generate good feelings but have a minimal lasting influence on society's well-being. He systematically prioritizes, proactively schedules, and uses interactions with the company's important external stakeholders to motivate action. He also ensures that the company has an effective risk operating model, governance structure, and risk culture. He can easily become overwhelmed sometimes, which is understandable given the sheer breadth of his role. He can quickly establish an office (including one or two highly skilled executive assistants and chief of staff) that makes his priorities explicit and spend his scarce time doing work that only he can do. As exemplary as he is he can combine the reality of what he ought to do in the role with who he is as a human being. Thus it's easy for him to become overconfident. He has many ways to gauge how well he is doing in his role. Leadership matters for him— and no leader is more important than the leader of leaders.

Can either of them go and stop what they have started?