Recalibrated Leadership Competencies - Effective and Ineffective Behaviors (Leading Teams) Competency Definition Effective Behaviors (Leading Teams)
Ineffective Behaviors
Drives Business Results Can be counted on to consistently deliver business results with a bottom line and customer centric approach.
1. Helps others understand how their work goals and activities relate to the organization’s vision, mission and strategic direction; recognizes opportunities and drives action at the appropriate moment and within the given deadlines; has good knowledge of day to day departmental financial performance and how it impacts the business 2. Displays a positive attitude in the face of ambiguity and change; is able to perform risk analysis; provides sound guidance to team in difficult situations
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.
3. Successfully manages, supports and stretches self and team to deliver on agreed results
4. Shows a positive approach in keeping own and teams efforts focused on the goals that really matter; regularly monitors own and team’s work against milestones or targets and acts promptly to keep work on track and maintain performance 5. Ensures that the team understands and responds to customer needs in a timely and effective manner; has an attention to detail and follows-up with customers during and after the delivery of services to ensure that their needs have been met
Builds Collaborative Partnerships
1. Builds reciprocal relationships and works collaboratively with other teams and functions
2. Listens actively; use simple, easy to understand language so that others understand; exhibits confidence and enthusiasm when presenting information
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.
3. Acts with integrity; treats team members with respect, trust, dignity and empathy; respects individual differences
4. Resolves conflict among team members sensitively and fairly, taking into account differing viewpoints so as to clarify, understand and establish common ground.
5. Initiates collaboration within teams and across teams and proactively supports others in the delivery of their work
1. Puts aside preconceptions and listens with an open mind to new methods and ideas from employees and stakeholders 2. Understands and recognizes the value of other points of view and ways of doing things; learns from mistakes and displays a positive attitude when new initiatives do not proceed as expected; does not indulge in or encourage blame game 3. Proposes ways to do things differently to improve work methods, outcomes and team performance; adapts behavior in response to new information or changing circumstances; encourages others to drive forward change; enables the team to succeed in making change happen. 4. Encourages, acknowledges and rewards innovative ideas that add value; brainstorms and looks for ways to improve systems and structures 1. Sets goals that are clear, specific and measurable; plans, coordinates and manages internal and external resources to accomplish assignments within the given deadlines 2. Is open to new ideas and perspectives that come with change and innovation; acknowledges and respects diverse perspectives; builds team cohesiveness and acts to promote a diverse, friendly, and respectful environment conducive to a sense of belonging and promoting team morale and productivity; is clear but respectful when communicating difficult messages 3. Understand capabilities within the team; delegates responsibility to individuals and makes them accountable for successful execution without micromanaging; resists the temptation to take over 4. Is accessible and invites two-way communication; seeks to understand through facts and information prior to drawing conclusions or taking action; maintains eye contact and listens actively and objectively without interrupting; conveys understanding and empathy from the other person’s perspective; responds to concerns in a respectful manner; presents relevant information in a timely, logical, clear and consistent manner. 5. Understands and demonstrates the Shangri-La core values with guests and colleagues; builds self- awareness to improve credibility as a role model; remains calm in a crisis 1. Understands the difference between feedback for performance and feedback for development; offers tangible and realistic suggestions on how team members can bridge their performance and development gaps in a clear and constructive manner 2. Hold regular conversations with team members in order to understand their aspirations and developmental needs; identifies team members who exhibit a potential for career growth 5. Makes efforts to optimise process workflows efficiently using technology.
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. Works with individuals to create individual development plans and set stretch goals; monitors performance against these goals to identify individuals that have the potential to grow
4. Is aware of the diverse contributions of team members; delegates work to develop capabilities; serves as a go to person and provides coaching support to help improve job skills or learn new ones; celebrates personal and professional achievements 5. Takes ownership of team and individual development by seeking opportunities for continuous learning, both formal and informal; actively shares knowledge among peers and offers advice to less experienced colleagues
Develops Self Exhibits a continuous and proactive desire to learn; acquires knowledge and skill- sets to meet existing and future business needs.
1. Demonstrates initiative in professional self-development; takes actions to continuously learn functional and leadership skills 2. Encourages on the job learning, puts in practice systems that encourage peer learning and reflection; shares experiences and best practices and offers advice to less experienced colleagues 3. Strives to understand personal strengths and weaknesses; responds positively to feedback given and takes actions to make changes based on the feedback 4. Takes advantage of learning opportunities provided (e.g. courses, feedback from supervisor or peers) to meet requirements of current job 5. Makes the effort towards creating time for enhancing knowledge and building required functional and leadership skills
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