2. Leading Leaders

Recalibrated Leadership Competencies - Effective and Ineffective Behaviors (Leading Leaders) Competency Definition Effective Behaviors (Leading Leaders)

Ineffective Behaviors

Drives Business Results Can be counted on to consistently deliver business results with a bottom line and customer centric approach.

1. Is alert to emerging trends and issues which might affect the business; proactively suggests changes to align the organization with the changing environment; is able to interpret financial and qualitative data to make sound business decisions 2. Seeks best practices inside and outside the organisation to anticipate risks; has the confidence to make decisions in uncertain situations; identifies the implications and risks of alternative courses of action; goes out to make these work, looking beyond existing organisational boundaries 3. Takes accountability for achieving strategic business priorities; inspires and empowers others to take ownership to deliver on the outcomes; drives synergies across teams to deliver the best possible outcomes

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 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 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. 1. Makes little or no effort to build and grow collaborative partnerships, relationships and networks. 2. Does not listen to others, stifling open dialogue; is unable to deliver clear, concise and compelling messages when communicating upwards and outwards. 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

4. Translates strategic priorities into clear outcome-focused objectives and provides direction to achieve these priorities; is able to spot areas that impact the bottom line and initiate swift remedial action

5. Appreciates tradeoffs between meeting customer expectations and those of the organisation; displays an eye to detail; anticipates customers’ needs and concerns and looks for ways to add value beyond stated expectations

Builds Collaborative Partnerships

1. Identifies, creates and maintains strategic partnerships that facilitate the achievement of business goals

2. Encourages clear, open and respectful dialogue; actively demonstrates the desire to seek inputs from others; engages confidently with stakeholders at different levels; clearly articulates messages to achieve desired outcomes 3. Creates an environment of trust; establishes and maintains personal credibility, acts with integrity; lives up to commitments, accepts responsibility for actions, is regarded as fair and equitable

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.

4. Trains, coaches and advises team leaders on resolving differences or dealing with conflicts; recognises conflicting priorities and initiates joint problem solving to address conflicts and prevent their recurrence

5. Drives a culture of mutual collaboration, proactively mobilising resources as needed across departments, functions, hotels and hubs

1. Stays open-minded and encourages others to bring new perspectives. Challenges status quo and accepted assumptions; drives a culture of flexibility and responsiveness, mobilising resources to respond swiftly to changing priorities; seeks and adopts best practices across industries 2. Manages and sustains the creative process that will encourage creativity and breakthrough thinking; suspends judgement and solicits inputs from others who have divergent perspectives; uses mistakes as an opportunity for learning 3. Is able to and teaches others to recognise key points and patterns in disparate data/information that may not have been readily apparent; creates pathways to support the implementation of innovative initiatives.

4. Demonstrates the ability to challenge existing practices in order to become more effective; puts in place systems and processes that encourage and reward innovation

5. Explore, understand and apply technology to achieve efficient and effective business results

Leads Teams Develops and leads high performing teams to achieve business goals, role modelling the Shangri-La values.

1. Sets a clear aligned direction for the hub with focussed priorities, responsibilities and outcomes

2. Creates a working environment that encourages change adaptability; drives sharing of resources and knowledge and breaks down structural and functional barriers; puts in place practices that build trust, mutual collaboration and foster a sense of belonging; creates a safe environment that encourages open dialogue and coaches individuals and teams to do the same; leads by example clear and respectful communication both written and in person even in difficult situations 3. Conveys confidence in direct reports’ ability to be successful; empowers others by delegating authority and responsibility, allowing for flexibility to do tasks in one’s own way; offers encouragement and support especially when others have experienced a setback 4. Communicates strategically, considering aspects such as optimal messaging and form of communication; communicates complex issues clearly and credibly with widely varied audiences; actively asks questions and checks for understanding; anticipates and prepares for responses or reactions of others with sensitivity and assertiveness 5. Consistently role-models and helps others live the Shangri-La core values; remains calm and manages emotions in complex and demanding situations 1. Set clear expectations for the need of continuous and open lines of communication; create an environment where timely and constructive feedback for performance and development is expected and appreciated 2. Identifies potential and grows sustainable talent across functions; drives initiatives for development, talent and career management; takes time out for regular development discussions 3. Sets standards and obtains buy-in to challenging and stretch developmental goals; jointly creates development plans and encourages others to develop their people through development dialogues and action plans; identifies and offers opportunities for growth during change implementation 4. Develops an environment that nurtures coaches and mentors within the organisation; dedicates time to supporting and empowering leaders to be coaches and mentors to others; monitors progress and actively shares knowledge and expertise; makes time for acknowledging and celebrating successes 5. Makes lifelong learning a reality by encouraging a range of both formal and informal learning experiences; creates an inclusive environment, one from which all staff, including under-represented groups can benefit 1. Role models commitment to continuous learning and self-development; self-assesses against standards for current position to identify learning needs 2. Demonstrates a positive approach to learning on the job; uses experiences across locations as learning opportunities; leads by example a culture that encourages knowledge sharing 3. Encourages and promotes open feedback. Is aware of personal strengths and weaknesses; seeks and is open to inputs on own performance and effectiveness 4. Acknowledges knowledge gaps and is open to learning from others, irrespective of their position and seniority; listens to and accepts advice from experts 5. Creates an environment that encourages commitment to allocating time and effort required to upgrade knowledge, skills and change attitudes

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.

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