Recalibrated Leadership Competencies - Effective and Ineffective Behaviors (Leading Multiple Teams) Competency Definition Effective Behaviors (Leading Multiple Teams)
Drives Business Results Can be counted on to consistently deliver business results with a bottom line and customer centric approach.
1. Understands and interprets key financial data; points out the costs and benefits associated with a particular course of action; monitors current developments and trends and is able to quickly respond to, cascade and implement change
1. Not having a big picture perspective on the business and being operational and tactical. Has limited insight into trends across industries; is unable to draw conclusions from financial and qualitative data; is slow to understand and drive necessary changes 2. Is risk averse and uncomfortable to support change and ambiguity; also unable to take decisions in uncertain situations. 3. Does not take ownership to drive results / is more comfortable following; sets unrealistic, vague or uninspiring goals that lack clarity around expected business outcomes; is reluctant to or make others go the extra mile to achieve desired results; does not demonstrate and drive empowerment, ownership and accountability; 4. Does not deliver consistently; has difficulty in taking data based, well-informed decisions that drive action to overcoming obstacles to addressing shortfalls; wastes time and resources on pursuing non- essentials; blames others for under-performing issues. Creates an environment of fear and blame. 5. Is unable to balance customer needs with bottom line deliverables; does not demonstrate an attention to detail 2. Does not listen to others, stifling open dialogue; is unable to deliver clear, concise and compelling messages when communicating upwards and outwards. 3. Does not demonstrate integrity, competence, credibility and consistency when interacting with others across levels and cultures; is not able to create an environment of trust. Creates mistrust across individuals and teams. 4. Being the source of conflict and make the situation worse. Not able to identify potential conflicts and remove obstacles to co-operation within team or between work groups; allows conflict and uncooperative behavior among team members and work groups to persist. 5. Be an obstacle to cross functional collaboration; being slow to respond, cooperate or assist colleagues from other departments, functions, hotels or hubs. Seeking cooperation from others without a willingness to give and take. 1. Prefers to maintain existing ways of doing things; uses tried and tested solutions to new problems; is unaware/refuses to or not able to leverage best practices from other industries. 2. Is not open to suggestions/ new ways of doing things; cites reasons why ideas may fail/have failed; rebukes failures or mistakes; fails to create a climate where team members can safely apply relevant new learning to the business. 3. Is not able to connect ideas especially those outside of immediate area of work, to bring about breakthrough ideas. Is not able to assess the potential, create and support the process of implementing new ideas. 4. Tends to be overcautious/risk averse when considering changes suggested by team members; does not encourage new ideas or opportunities for change. 5. Is not open to change/moving out of comfort zone; does not like to venture beyond the known and familiar; avoids use of technology and prefers to stay with the tried and tested methods 1. Does not set goals that are aligned to the strategic vision that will support the team’s efforts; is not able to clearly define and/or communicate priorities and milestones to the team. 2. Struggles to create a safe environment for the team based on mutual trust, respect and understanding and where that team members can openly communicate with each other; uses clear and respectful language in difficult or stressful situations 1. Makes little or no effort to build and grow collaborative partnerships, relationships and networks. 5. Does not demonstrate consistency between words and actions; is not able to role model the living the Shangri-La values and leads others to live these values. 1. Provides little or vague performance feedback; avoids addressing performance issues; does not hold frequent development discussions 2. Is not interested/able to understand aspirations and development needs of team members; makes minimal effort to help team members progress beyond their current skill and responsibility level or take advantage of career opportunities in other areas of the organisation 3. Demonstrates little interest in the creation and follow through of meaningful developmental plans; is unwilling/unable to set and get commitment to stretch development goals; is not able to encourage and develop people in times of change 4. Expects team members to perform with little support or encouragement; does not monitor progress and coach. Fails to motivate or celebrate successes on a consistent basis 5. Does not support/encourage best practice and lessons learned sharing. Places a low priority on learning & does not take advantage of “teachable moments”; potential learning opportunities. Allows day to day work to come between learning opportunities both formal and informal; shows little ability or commitment to enabling equal opportunities for team members to realise their aspirations through learning. 1. Shows little commitment to invest the time and effort required for personal growth; gives excuses such as business priorities and heavy workload to justify lack of commitment 2. Does not want to learn from mistakes; is complacent about current knowledge; does not want to share best practices 3. Seldom seeks feedback; is resistant to or is dismissive of constructive feedback to overcome blind spots. 4. Does not think personal learning is important; shows little interest in the learning opportunities that peers and other colleagues, both senior and junior, are able to offer 5. Places little importance on personal growth; does not allocate time and effort required to upgrade knowledge and skills; is resistant to personal change. 3. Uses a top down approach; micromanages or does not empower people or delegate tasks; lacks trust and respect in the ability of direct reports. Does not leverage the strengths of the team. 4. Is a poor communicator and listener who struggles to connect with others; does not maintain eye contact, interrupts others, does not listen actively nor ask relevant clarifying questions ; is unable to understand and manage the emotions of self/others especially in uncertain or challenging situations
2. Understands and promotes the organisation’s business needs and policies on risk mitigation; anticipates risks by adapting work methods to changing technology and environments; makes timely decisions based on best available information; acts quickly and decisively in a crisis or in other time-sensitive situations 3. Coordinates and creates synergies across teams to collectively achieve business results; finds ways to overcome obstacles with minimum guidance; pushes self and others for results; drives empowerment, ownership and accountability 4. Understands and is able to communicate priorities critical to business success; sets clear targets and standards for tracking and monitoring performance and behaviours; ensures processes are in place to support individuals in achieving these standards; recognizes and overcomes setbacks and takes remedial action to deliver results 5. Strives to consistently exceed service standards; looks out for details and continuously benchmarks own services; shows customers that their perspectives are valued; effectively manages customer expectations and keeps them updated on the services they are receiving 1. Maintains a strong network of connections to enable successful delivery of outcomes; actively nurtures both formal and informal contacts to facilitate the progress of work 2. Facilitates a safe environment that encourages open dialogue and communication; delivers messages to both small and large groups in a well organised , clear and articulate manner keeping the audience in mind 3. Demonstrates integrity and inclusiveness by being open, acting with empathy and being respectful of all skills and viewpoints; creates a mutually supportive environment across teams that fosters trust and collaboration, sharing information, best practices, and expertise across teams 4. Listens to differing points of view; understands and appreciates opposing perspectives; facilitates discussion and resolution of conflicts or disagreements that hinder collaboration; understands the root cause of conflicts and address them. 5. Encourages co-operation and brings together complementary skills/expertise; quick to respond and leverage synergies across teams in relation to business needs
Builds Collaborative Partnerships
Facilitates business success by building and maintaining supportive, responsive and trusting relationships with a wide range of stakeholders within Drives Innovation Fosters an environment at work that supports experimentation, rewards risk taking, accepts failure, reinforces curiosity and continuously challenges the status quo and outside Shangri-La.
1. Provides an environment where individuals and teams are encouraged to consider new ideas and think about better ways of working; actively seek ideas from a wide range of sources and use these to inform own thinking
2. Encourages individuals and team members to share new perspectives without fear of failure or criticism.
3. Makes sense of disparate information; sees patterns and trends; is open to new perspectives, expands thinking on existing solutions and facilitates the process of implementing new ideas
4. Seeks and encourages ideas, improvements and measured risk taking in implementing innovative solutions to business challenges
5. Anticipates having to adapt work methods to changing technology and environments
Leads Teams Develops and leads high performing teams to achieve business goals, role modelling the Shangri-La values.
1. Translates strategic priorities into clear outcome focused objectives; clarifies business priorities, roles and responsibilities and secure individual and team ownership 2. Gives people a sense that change is achievable and that their contribution matters; builds rapport and creates a culture where diversity and cross-team collaboration are valued and rewarded; is clear and respectful when communicating with others, either in person or through written communication, no matter how challenging the situation may be 3. Recognises strengths across and within teams leveraging complementary skills and expertise; encourages and empowers teams and individuals to resolve problems on their own; avoids prescribing a solution; coaches others and challenges them by asking questions to help them work out the answers for themselves; provides a safe space for others to take risks so that they can develop their capabilities 4. Customises and adapts communication to appeal to the specific interest, need and level of the audience; uses open- ended questions and active listening to encourage others to provide information about underlying needs or issues; considers others concerns and adjusts own communication accordingly; seeks inputs and sees things from others’ perspectives; expresses negative feelings constructively. 5. Puts the Shangri-La core values in action; is able to cascade the essence of these values to individuals and teams; manages personal anxieties and remains positive and focused in achieving outcomes despite setbacks 1. Create opportunities for team leaders to provide feedback on the overall performance of their teams and where they are facing obstacles; Is able to clearly identify performance and development gaps and gives guidance and reinforcement to enhance performance across teams 2. Recognizes potential and understands the development needs of team members; has ongoing career dialogues to identify and develop high potentials as future department heads. 3. Encourages team leaders to put in place their own individual development plans; supports them to take responsibility for their development; co-creates challenging and stretch developmental goals; encourages and supports development in change 4. Builds an environment that supports coaching for performance and gives coaching support to improve individual and team results; provides people with the opportunity to develop new skills and accept new responsibilities that go beyond their daily tasks; acknowledges and appreciates contributions; celebrates successes 5. Promotes sharing of expertise across teams; ensures that learning opportunities (both formal and informal) are fully explored with equity and diversity
Develops People Understands and is committed to people development. Identifies and supports growth opportunities, providing encouragement through coaching and constructive feedback.
Develops Self Exhibits a continuous and proactive desire to learn; acquires knowledge and skill- sets to meet existing and future business needs.
1. Continually acquires and applies new knowledge and learning to improve job performance; encourages individuals and teams to do the same; puts in place systems to recognize commitment to self-growth and development 2. Learns from experiences on the job, reflects on and analyses both successes and failures and makes constructive efforts to change and improve; shares best practices and transfers acquired knowledge and expertise across functions
3. Proactively seeks feedback to assess blind spots and improve knowledge, skills and behavior
4. Is an opportunistic learner, open to learning from all sources and people, both senior and junior
5. Recognizes opportunities for self-development; exhibits initiative to plan for and commit time for own growth and self-development
香格里拉 各 领导级别领导者能力重定义 (引领多个团队)
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