LEADERSHIP COMPETENCIES
VIRTUAL WORKSHOP
SLIM DUBAI
WELCOME & INTRODUCTIONS
OVERVIEW
Objectives and Overview
•
The Need to Recalibrate
•
• Recalibrated Leadership Competencies
Leadership in Action
•
Self-Rating Leadership Competencies
•
Balance Scorecard
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Wrap up & Close
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OBJECTIVES
TO HELP YOU:
• Understand the need for recalibration.
• Recall the six recalibrated competencies
and what they stand for.
• Internalise what the competency behaviors
mean to you and how to translate them into action.
OUR BUSINESS GLOBAL STRATEGY
WHY NEED TO RECALIBRATE? ‘Double the asset portfolio in 3-5 years’
Vision, Mission & Strategic Priorities
Simple
Current & Future Business Needs
Aligned with
Actionable
Future Focused
Core Values
OUR BUSINESS MODEL IS CHANGING ‘Double the asset portfolio in 3-5 years’
ASSET MANAGEMENT COMPANY
OWNING COMPANY
DEVELOPER COMPANY
HOW DO WE PREPARE OURSELVES AS LEADERS FOR THE FUTURE?
WHAT DOES LEADERSHIP MEAN TO YOU? Your thoughts.
RECALIBRATED LEADERSHIP COMPETENCIES
Being a Shangri-La Leader Recalibrated Shangri-La Leadership Competencies
3 Bs 3 Ps
BUSINESS PERFORMANCE
PEOPLE SUCCESS
Competency Definition
LEADS TEAMS
DRIVES BUSINESS RESULTS
Generic Effective & Ineffective Behaviors
BUILDS COLLABORATIVE PARTNERSHIPS
DEVELOPS PEOPLE
Effective Behavioral Descriptors at 4 Levels
DRIVES INNOVATION
DEVELOPS SELF
Being a Shangri-La Leader Recalibrated Shangri-La Leadership Competencies
Competency Definition
Generic Effective & Ineffective Behaviors
Leading Organisations
Leading Leaders
Effective Behavioral Descriptors at 4 Levels
Leading Multiple Teams
Leading Teams
3 Bs 3 Ps
The Shangri-La Leadership Competencies
DRIVES BUSINESS RESULTS
DRIVES INNOVATION
BUILDS COLLABORATIVE PARTNERSHIPS
Facilitates business success by building and maintaining supportive, responsive and trusting relationships with stakeholders within and outside Shangri-La
Can be counted on to consistently deliver business results with a bottom line and customer centric approach
Fosters an environment that supports experimentation, rewards risk taking, accepts failure, reinforces curiosity and continuously challenges the status quo.
BUSINESS PERFORMANCE
DEVELOPS PEOPLE
LEADS TEAMS
DEVELOPS SELF
Develops and leads high performing teams to achieve business goals, role modeling the Shangri-La Values
Understands and is committed to people development. Identifies and supports growth opportunities, providing encouragement through coaching and constructive feedback.
Exhibits continuous desire to learn, acquires knowledge and skill-sets to meet existing and future business needs
PEOPLE SUCCESS
Being a Shangri-La Leader Identifying specific behaviours – generic definitions
Generic Effective and Ineffective behaviours
Be a Role Model
Set a Personal Example
• Make time to facilitate dialogue, reflection, and feedback • Be aware of the impact of what you are modeling (be it positive or negative) • Make a conscious effort to articulate what you are modeling, and to make the implicit explicit • Reinforce through symbols, artifacts and storytelling
▪ Build and affirm shared values ▪ Align actions with values
LEADERSHIP COMPETENCIES & SHANGRI-LA VALUES
Self Rating
INTRODUCTION TO THE 2018 BALANCED SCORECARD INCENTIVE SCHEME
1
THE RATIONALE BEHIND THE BSC
What does this mean for Shangri-La?
For Shangri-La -The Balanced Scorecard is a strategic management tool that will enables us to assess the health and performance of our hotels from a holistic perspective across six key dimensions
Why do we need a Balanced Scorecard?
A BSC will allow us to align the entire organization behind our key focus areas for the year
Its designed to encourage collaboration and personal accountability as it rewards both teamwork as well as individual performance
It will guide everyone in the company from HQ to regional leaders to our front-line staff
It offers transparency and tracks performance using focus areas that can be measured, quantified, benchmarked, and aggregated
2 2
Why do we need a Balanced Scorecard?
It reduces subjectivity , ensures a fair, accurate and consistent evaluation of hotels and colleagues’ contributions and performance
Evaluates interrelated performance across multiple facets of our business, not just financials
Signals our commitment to building high performing, collaborative teams that drive business results
The performance of our hotels propels the performance of our regions and HQ, and vice versa
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OUR APPROACH IS:
“All for One and One for All”
What does our Balanced Scorecard look like?
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LEADERSHIP COMPETENCIES
WORKSHOP
THANK YOU
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