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.
香格里拉 领导者能力重定义 – 有效及无效行 为
无效行为
能力要求
释义
有效行为
1. 洞察行业发展趋势，从财务定量分析和其他定性分析中获得精确的商业推论，并 在推动必要的变革方面反应敏捷。
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. 能够管理风险和其它不确定因素，在危机发生时，勇于和善于作出果断决策，指 出正确的发展方向。
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. 充分发挥自身和他人的积极性和责任心，以主人翁精神追求业务目标的达成。
4. 聚焦于“能使业务成功、能带来可持续盈利”的首选关键点。在业绩表现低于预 期时能够发现潜在的问题并采取快速而明智的行动。
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. 以客户为中心，关注细节，致力于满足内外部客户的期望和需求。
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. 无论在公司内部还是外部，建立起各种合作伙伴关系，以实现业绩指标的完 成。
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
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
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。
2. 认真倾听他人建议，鼓励公开讨论，以确保上下级沟通、内外部沟通的精确性 和高效性。
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. 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。
3. 与他人建立并保持互信的人际关系。无论对方的身份和文化背景；确保展现自 身的正直，干练，可靠和前后一致等专业形象。
4.
鼓励以积极的态度解决冲突，扫除合作障碍。
5. 以高效、主动的方式协助并配合其它部门，职能单位，酒店和区域中心的同事 和团队的工作。
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. 跳出思维框框，挑战现状，对商业环境的改变有足够的敏锐度，用创新和与众 不同的思维应对业务问题，善于进行跨界思考。
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. 积极促进员工的创新活动，鼓励将失败转变成学习经验。
3. 善于从无序的经验中寻找新的思路，预判新想法在工作中的效用，考虑充分， 并支持具体的执行过程。
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. 拥抱创新，顺应创新，投资创新，嘉奖和鼓励员工的创新思维和活动，寻求变 革机遇。
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. 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。
5. 做勇于创新的模范，应用新技术探索超出本职工作的新方法。
1. 设定符合公司战略愿景，并且有挑战性的目标；为团队指明清晰的发展方向； 明确业务重点以及各自的工作职责。
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. 营造有利于促进变革，尊重个人差异的工作氛围；鼓励开展相互信任，公开和 友好的沟通，培养团队归属感。那怕遇到不利的处境也要保持平和尊重的心态 和良好的沟通方式。
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. 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。
3. 充分授权，发挥每个团队成员的长处，充分利用团队中所有的技能和资源。
4. 成为一个高效的沟通者，包括主动联络和影响他人，倾听他人的意见，表达同 理心，管理好自己和他人的情绪。
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. 在践行香格里拉价值观时表现出言行一致，无论在何种情况下，始终如一地展 现正直，可信，冷静和自信的香格里拉领导者形象。
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。
1. 建立绩效管理和员工发展的制度性机制，提供例常的，及时并有建设性的反 馈。
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. 及时发现员工的潜能和职业发展需要，认真倾听，展开常态化的职业发展讨 论。
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。
3. 与员工一起制定培养计划，就一些具有挑战性目标与其达成一致，然后经常性 地与其回顾，及时发现新的问题和要求。
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. 持续性地考核员工发展进展情况，表彰已经获得的成果和进步，及时给予教练 式辅导。
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. 通过提供正式和非正式的学习机会，倡导、支持终生学习的文化氛围。鼓励多 元化。
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.
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。
重视自我提升与发展。
发展自我
求知若渴，对未来的业 务需求作好充分的储备
2. 从工作中学习，从正反二方面的经验中学习和提高，与他人共享最佳实践。
2. 无法从错误中学习，固步自封，不愿呈现和分享最佳实践。
3.
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。
了解自身的长处和短处，主动寻求和虚心接受反馈。
4.
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。
虚心向人学习，无论其地位的高低。
5. 为自己留出时间来填补自身知识方面的不足，并愿意改变对学习的认知。
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。
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