1. Recalibrated Competencies (Effective & Ineffective Behav…

Recalibrated Leadership Competencies - Effective and Ineffective Behaviors Competency Definition Effective Behaviors

Ineffective Behaviors

Drives Business Results

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

1. Understand trends across industries; draw accurate conclusions from financial and qualitative data and respond with agility to drive necessary 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 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 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. Can manage risk and uncertainty; exercises sound judgement when faced with difficult situations and is looked to for direction in a crisis 3. Takes ownership and initiative towards achieving business goals; drives empowerment, ownership and accountability; pushes self and others for results

4. Stays focused on priorities which are critical to success and sustainable profits; recognises problems and takes rapid and well-informed actions to resolve business performance that falls below plan 5. Always acts with the customer in mind; pays attention to detail and is dedicated to meeting the expectations and requirements of customers, both internal and external 1. Builds collaborative partnerships, relationships and networks to deliver business outcomes, both internally and externally. 2. Seeks inputs from and listens to others; fosters open dialogue and is able to deliver clear, concise and compelling messages when communicating upwards and outwards. 3. Is able to create and maintain an environment of trust by demonstrating integrity, competence, credibility and consistency in interactions with others regardless of level or cultural background

Builds Collaborative Partnerships

Facilitates business success by building and maintaining supportive, responsive and trusting relationships with a wide range of stakeholders within and outside Shangri-La.

4. Proactively addresses conflict and removes obstacles to collaboration

5. Exhibits a sense of speed and interest to assist and cooperate with colleagues and teams across departments, functions, hotels and hubs

Drives Innovation Fosters an environment at work that supports experimentation, rewards risk taking, accepts failure,

1. Thinks out of the box and challenges status quo; is nimble and responds with agility to changing business environments; comes up with new and unique ideas to creatively solve business problems leveraging ideas and best practices from other industries 2. Effectively manages the creative process of others; creating an environment that converts failures into learning opportunities 3. Is able to make connections among previously unrelated notions; judges how new ideas will play out at work; thinks through and supports the process of implementation. 4. Actively embraces, adopts and contributes to innovation; rewards and actively encourages others to be innovative and to suggest opportunities for change 5. Models innovative thinking by championing new technology and exploring ideas that extend beyond the scope of current responsibilities. 1. Sets challenging goals aligned to the strategic vision; establishes clear direction and clearly defines priorities and accountabilities 2. Creates a working environment that encourages change adaptability and demonstrates respect for individual differences; fosters mutual trust, open dialogue and a sense of belonging; uses clear and respectful language even in difficult situations 3. Empowers others and effectively delegates tasks; utilises the full range of skills and resources available, leveraging strengths within the team 4. Is an effective communicator with the ability to connect with and influence people; listens actively, demonstrates empathy and a mature approach to managing the emotions of self and others. 5. Walks the talk and leads the living of the Shangri-La values. Projects integrity, credibility, poise and confidence even under difficult conditions. 1. Builds feedback loops into work and provides regular, timely and constructive feedback for performance and development 2. Recognises potential and understands the development needs of team members; listens to and encourages regular development discussions

reinforces curiosity and continuously challenges the status quo

Leads Teams

Develops and leads high performing teams to achieve business goals,

role modelling the Shangri-La values.

Develops People

Understands and is committed to people development. Identifies and supports growth opportunities, providing encouragement through coaching and constructive feedback.

3. Jointly creates development plans, sets and gets buy-in to challenging and stretch developmental goals; revisits development needs in times of change

4. Monitors progress throughout the year; recognises and celebrates successes; provides support through coaching 5. Supports a culture of lifelong learning by providing opportunities for both formal and informal learning; encourages diversity

Develops Self

Exhibits a continuous and proactive desire to learn; acquires knowledge and skill-sets to meet existing and future business needs.

1. Is committed to and takes responsibility for own growth and development.

2. Learns on the job, analyses failures and successes for improvement; shares best practices 3. Is aware of personal strengths and weaknesses; seeks and accepts constructive feedback

4. Takes a humble approach to learning from others, both senior and junior

5. Commits to and consciously allocates time and effort required to upgrade knowledge and skills, and change attitudes.

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