LEADERSHIP COMPETENCIES
WORKSHOP
Facilitated by Kristi Grotsch
OVERVIEW
The Need to Recalibrate
•
• Recalibrated Leadership Competencies
Leadership in Action
•
• Self-Rating Leadership Competencies
Wrap up & Close
•
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?
EFFECTIVE LEADERSHIP IN THE 21 ST CENTURY
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 (SLIM)
Leading Leaders (GM)
Effective Behavioral Descriptors at 4 Levels
Leading Multiple Teams (L1+RM)
Leading Teams (L2+L3)
Being a Shangri-La Leader Recalibrated Shangri-La Leadership Competencies
Leading Organisations
Understand, Lead, Model & Cascade
Leading Leaders
Understand, Lead & Model
Leading Multiple Teams
Understand & Lead
Leading Teams
Understand
BEING A SHANGRI-LA LEADER
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
Maintains a strong network of connections, including strategic partners to enable successful delivery of outcomes; actively nurture both formal and informal contacts to facilitate the progress of work
BUILDS COLLABORATIVE PARTNERSHIPS Facilitates business success by building and maintaining supportive, responsive and trusting relationships with stakeholders within and outside Shangri-La
Facilitates a safe environment that encourages open dialogue, communication and teamwork
Listens to differing points of view, understands and appreciates opposing perspectives and facilitates discussion and resolution of conflicts.
Translates strategic priorities into clear outcome focused objectives, clarifies business priorities, roles and responsibilities within your team
Gives people a sense that change is achievable and that their contribution matters
LEADS TEAMS
Recognises strengths across and within teams leveraging complementary skills and expertise , empowers teams to solve problems on their own through coaching and guidance Consistently role models and help others live the Shangri-La core values, remains calm and manages emotions in complex and demanding situations
Develops and leads high performing teams to achieve business goals,
role modeling the Shangri-La Values
Recognizes potential and understands the development needs of team members, has ongoing career dialogues to identify and develop high potentials
DEVELOPS PEOPLE
Builds an environment that supports coaching and
provides opportunity to develop new skills beyond their daily tasks. Promotes sharing expertise across teams
Understands and is committed to people development. Identifies and supports growth opportunities, providing encouragement through coaching and constructive feedback
Acknowledges and appreciates contributions and celebrates success as a team
Alert to emerging trends which may affect business
DRIVES BUSINESS RESULTS
Understands key financial data, points out costs and benefits associated with a particular course of action
Seeks best practices inside and outside the organization to anticipate risk
Can be counted on to consistently deliver business results with a
Strives to consistently exceed service standards, looks out for details and continuously benchmarks own services and product with guest in mind
bottom line and customer centric approach
Stay open minded and encourage others to bring new perspectives. Challenges the status quo and accepted assumptions Manages the creative process that will encourage creativity and breakthrough thinking , uses mistakes as opportunities of learning
DRIVES INNOVATION
Fosters an environment that supports experimentation, rewards risk taking, accepts failure, reinforces curiosity and continuously challenges the status quo.
Demonstrates the ability to challenge existing practices in order to become more effective
Continually acquires and applies new knowledge and learning to improve job performance; encourages others to do the same Learns from experiences, reflects and analyses both successes and failures and makes constructive efforts to change and improve
DEVLOPS SELF
Exhibits continuous desire to learn, acquires knowledge and skill-sets to meet existing and future business needs
Encourages and promotes open feedback, is aware of personal strengths and weaknesses
Acknowledges knowledge gaps and is open to learning from others irrespective of their position and seniority, listens to and accepts advice from experts
Identifying specific behaviors – different levels of leadership
Based on your leadership level:
Access the specific behaviours related to your leadership level so that you can clearly understand how to live our Shangri-La leadership competencies in your role.
Leading Leaders (GM)
Leading Multiple Teams (L1/RM)
Leading Teams (L2/L3)
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
Thank you!
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