Recalibrated Leadership Competencies - Effective and Ineffective Behaviors (Leading Multiple Teams) Competency Definition Effective Behaviors (Leading Multiple Teams)
Ineffective Behaviors
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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能力要求 释义
有效行为 ( 引领多个团队 )
无效行为
1. 理解并解读关键财务数据，指出特定行动方案中的成本和收益；监督当下发展和走势并对变革迅速反应，分解 下达和执行。
1. 缺乏长远和整体的业务发展视角，只关注日常的任务完成；对行业的发展趋势缺乏见解；无法从 财务和非财务数据中解读业务结果，对变革的必要性反应迟钝。
推动业绩 的实现
以强烈的责任感维 持盈利底线，坚持 客户为中心以获得 业务增长
2. 理解并推行公司的商业需求和风险降低政策；企业的工作方式常常为适应技术和环境的变化而调整，你必须能 预测由此带来的风险。能依据所获的最佳信息，及时做出决策；在危机或其他紧急形势下，行事迅速、果断。
2. 回避风险，无法在不确定的环境中作出果断决策以支持和应对变革。
3. 缺乏主人翁精神，只能被动服从工作指令；在设定目标时，要么不切实际，要么含糊、缺乏鼓动 性，无法激励他人全力以赴去实现业绩目标；没有向他人赋能，没有发展他人的积极性和责任 心。
3. 在团队间协调并建立协同一起完成商业目标；在最少指导下，自寻方法扫除障碍；推动“向员工赋能、授 权”，驱动员工的主人翁精神和责任心
4. 理解并能表述商业成功的关键优先事项（战略重点）；为跟踪、监督员工绩效和行为，设定清晰目标和标准； 确保现行的工作流程能支持每位员工达标；认识和克服阻碍，采取补救措施，交付结果
4. 工作绩效时好时坏，无法根据客观情况作出明智的举措来克服业绩的下滑；在无关紧要的事情上 浪费时间和资源；责怪他人，导致相互推诿的不良现象。
5. 持之以恒，不断超越服务标准；从细节着手，持续将服务进行外部标杆对照；重视每位客户的想法；高效管理 客户期望并不断刷新客户服务体验。
5. 无法平衡公司财务底线和满足客户要求，无法深入研究问题的细节部分。
1. 维持紧密人际网络以利于工作成功完成 ; 积极滋养正式和非正式接触 , 以加快工作进程
1. 在建立和发展合作伙伴和关系网络方面少有作为。
建立合作 伙伴关系
2. 营造安全氛围 , 鼓励公开对话和沟通 , 面向小团体或大团体用精心组织的语言清晰表达诉求 , 让听者记忆深刻
2. 专断独行，不愿公开讨论；与上下级、内外部同事进行沟通时信息传递不到位。
与所有内部和外部 的利益相关方建立 和保持相互支持， 相互配合和相互信 任的合作关系，以 利于企业取得成功
3. 思想开明 , 赋有同理心 , 对所有技能和观点都能敬重对待 , 以身示范正直和包容的品质 ; 团队间营造起互帮的氛 围 , 推动团队间的信任和合作 , 信息、最佳实践和专业技术的分享
3. 在跨层级和跨文化的沟通中，未能展现出一个正直，干练，可靠和前后一致的领导者形象；未能 在团队中建立起互信的人际关系；在个人之间、团队之间、个人和所在团队之间，时常制造误 解。
4. 倾听不同意见 , 理解并欣赏反方观点 , 鼓励讨论并找到阻碍合作的冲突和分歧的解决方案。找到冲突的根源并 加以解决
4. 成为冲突的中心，并使情况更糟。没有能力识别潜在冲突并化解团队内部及不同工作团队之间的 合作障碍。 对团队成员之间或不同工作团队之间的合作障碍置之不理从而使之长期存在。
5. 鼓励合作，取长补短，利用跨团队协作的力量对业务需求做出迅速反应和满足
5. 本身成为跨团队合作的障碍；总是期待获得别人的支持，却对来自其他同事，部门，职能单位， 酒店和区域中心的合作请求缺乏热情和主动性。
1. 提供环境，以激发个人和团队产生新点子 , 并思考更好的工作方法 ; 从大量的资源中积极探寻新点子并进行应 用，从而形成自己的思路
1. 循规蹈矩，固步自封。用老方法解决新问题。无心、拒绝或无法利用其他行业的最佳实践。
鼓励创新 营造一种鼓励试 验，奖励冒险，允 许失败，激发好奇 心和不断挑战现状 的良好氛围
2. 思想保守，不愿尝试新的方法，一味指责失败和过失，无法建立一种让员工勇敢和自由尝试的氛 围。
2. 鼓励个人和团队成员分享新视角 , 不必担心失败和责备
3. 理解不同的信息 ; 看到模式和趋势 ; 敞开心胸接纳新观点 , 对现有解决方案进行延伸思考并促进新想法的落地实 施
3. 将思维局限于本职工作范围内，不愿参考和借鉴跨界的知识和经验。无法评估潜在机会，无法创 造并支持“施行新想法”的过程。
4. 探寻和鼓励新想法、推进改善举措并在实施创新解决方案应对商业挑战时 , 承担经过斟酌的风险
4. 对员工提出的变革建议过分保守，不愿承担风险。不鼓励新想法和革新的机会。
5. 为适应不断变化的技术和环境，能先行一步调整工作方法
5. 不愿跳出自身“舒服区”，不进入自己不熟悉的领域进行尝试，不主动应用新的技术。
1. 将战略优先事项转化为结果明确的重点目标；理清业务优先等级以及各自的角色和职责，并确保个人和团队 的主人翁意识
1. 没能为团队设立“符合公司战略愿景”的目标，无法为团队展示清晰的努力方向，工作重点和阶 段性目标。
领导团队 建立和领导一个高 绩效的团队，实现 公司业绩目标，践 行香格里拉价值观
2. 给员工一种感觉：变革是可以实现的，每个人的贡献都很重要；建立融洽的关系并营造一种重视和嘉奖多元 和跨团队协作的企业文化；无论情况多挑战始终以清晰和尊重的方式进行面对面或书面沟通
2. 团队中难于建立起一个相互信任，尊重和理解的安全氛围。以至于在困难、压力大的情况下，团 队成员之间无法用清晰、互相尊重的语言进行开放的沟通交流。
3. 认识各个团队内部和团队之间的优势，利用彼此互补的技能和专长；鼓励并授权员工和团队自行解决问题； 避免事先提供解决方案；辅导并通过提问挑战他人，帮助其自己想出答案；提供安全空间让其承担风险从而 发展其能力。 4. 根据具体的兴趣点、需求和听众层次来设计并调整沟通；用开放式提问以及积极聆听鼓励他人提出潜在需求 或问题；考虑他人关注点并相应地调整自己的沟通；寻求反馈且从不同视角看待事物；建设性地表达负面情 绪
3. 只运用自上而下的管理模式，不善于授权，缺乏对直接下属的信任和尊重，不善于发扬员工的优 势。
4. 缺乏沟通和倾听的基本技能：如：眼神交流，认真倾听，不打断别人，提出相关的澄清性问题， 应对自身和他人在特殊环境下的情绪化问题等。
5. 言行不一致，无法展现一位香格里拉领导者应有的形象，因而也无法带领他人践行香格里拉价值 观。
5. 将香格里拉核心价值观转化为行动；将核心价值观分解到个人和团队；管理员工焦虑：尽管有挫折，也要以 积极态度专注于将要取得的成果。
1. 创造机会让团队领导者做全面的绩效反馈报告，汇报他们工作中的难点 ; 能指明绩效及发展不足，提供指导 和帮助，从而提升和加强团队绩效表现。
1. 对员工的绩效反馈留于表面，尽量回避员工的绩效问题，无法进行常态化的员工职业发展讨论。
发展员工 充分理解员工发展 的必要性，发现并 支持员工成长的机 会。通过教练和给 予建设性反馈来激 励员工
2. 对员工的发展和激励缺乏耐心，很少去帮助员工挑战自身能力范围，很少帮助员工寻求公司内其 它发展机会。
2. 认识团队的潜能并理解团队成员的发展需求 ; 进行持续职业发展对话 , 发现并发展未来部门领导者
3. 鼓励团队领导者实施个人发展计划 ; 支持他们对自己的发展负责 ; 一起共同制定挑战性的发展目标 ; 在变革时 鼓励和支持发展计划
3. 很少关注员工的发展计划，不愿意或者无法为员工设定有挑战性的发展目标，在变革阶段做不到 鼓励和发展员工。
4. 营造一种环境来支持绩效辅导并大力支持改善个人和团队成果的辅导 ; 提供机会发展员工新技能并承担超出 日常工作范围的新职责 ; 认可和感激员工的贡献 , 庆祝胜利
4. 只期待员工完成工作，缺乏对员工支持和鼓励，没有提供教练式辅导，没有坚持经常性的鼓励和 对其进步的肯定。
5. 推崇团队间的专业分享 , 确保学习机会 ( 包括正式和非正式 ) 在公平性和多样化的原则下，被充分利用。
5. 没有鼓励团队成员对最佳实践和经验教训的分享；不重视学习，不借用“学习场景”进行反思； 只求日常工作的完成而不去进行学习和总结；不能给予每个员工一个公平的学习机会去激励他 们。
1. 持续获取新知识并将其应用于改善工作绩效 ; 鼓励员工和团队积极效仿 ; 建立体系，认可对自我提升和发展的 投入
1. 放弃对自身发展的努力，总是用诸如工作紧迫和繁忙等托辞来为自己缺乏学习热情作借口。
发展自我 求知若渴，对未来 的业务需求作好充 分的储备
2. 无法从错误中学习，固步自封，不愿呈现和分享最佳实践。
2. 从工作中提取经验 , 对成功和失败进行反思和分析并努力作出建设性的改变和改进 ; 分享最佳实践并在部门之 间传递知识和经验
3. 轻视反馈，不愿接受别人建设性的反馈来弥补自身的盲点。
3. 积极寻求反馈 , 发现自我盲点并提升知识 , 技能以及改善行为
4. 不重视学习的重要性，对于来自上下级同事的经验和学习体会视而不见。
4. 利用一切机会进行学习 , 通过多种渠道向他人学习 , 无论其职位高低
5. 忽略自我成长，不愿投入时间和精力去提升自己，不愿主动变革。
5. 在自我成长和能力发展方面，制定计划、投入时间，展现出自己在积极行动。
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