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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香格里拉 各 领导级别领导者能力重定义 (引领团队) 能力要求 释义
有效行为 ( 引领团队 )
无效行为
1. 帮助员工理解工作目标与日常营运活动如何与企业愿景、任务和战略方向相统一；识别机会并在恰当时刻， 在既定期限内发起行动；对职能部门的日常财务有很好认知并理解财务对业务的影响
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. 以积极心态面对模糊和变化的环境；能进行风险分析；在困难时期能指引团队。
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. 成功管理，支持并挑战自己和团队达成既定结果
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。
4. 积极帮助自己和团队聚焦关键目标；定期监督自己和团队工作的里程碑或目标，行事迅速，让工作在轨道上 稳步进行。
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. 确保团队理解并能对客户需求做出及时和高效回应；关注细节，跟进客户包含中期和后期，确保其需求被满 足
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. 建立互惠关系，与其他团队和职能协同工作
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
2. 积极聆听，用简单，易懂的语言让对方便于理解，在演讲及呈现的时候，彰显自信和热忱
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。
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
3. 行为正直，尊重，信任团队成员，维护其尊严，用同理心待人，尊重团队成员的差异
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. 细心而公正地处理团队成员间的冲突，考虑不同立场的观点，以便澄清、理解及建立共同点
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。
5. 发起团队内部和外部的合作，积极支持他人完成工作
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. 放下成见 , 用开放心态倾听来自员工和干系人的新方法和新主意
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. 理解并认识到他人观点以及做事方法的价值 ; 从错误中学习并在新举措不如期望时 , 表现出积极态度 ; 不纵容 或助长对此的指责和非难
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。
3. 建议用不同方法做事来改进工作方法 , 工作结果和团队绩效 ; 面对新信息或变化的环境能调整自己行为做出回 应 ; 鼓励他人推动变革 ; 帮助团队成功地进行改变
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. 鼓励 , 认可并嘉奖那些凸显价值的创新思维 ; 头脑风暴并寻找方法改进企业体系和架构
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. 努力运用技术优化工作流程，使之更有效
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。
1. 设定清晰、具体、可衡量的目标；计划、协调并管理内外部资源在既定时间内完成任务
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. 以开放心态接纳变革和创新带来的新想法和新观点；加强团队凝聚力并促进多元、友好和互相尊重的工作 环境，帮助建立归属感，促进团队士气和生产力；以清晰和尊重的方式传达棘手的讯息
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. 知道团队的能力；授予员工任务职责，不进行微观管理，让员工自己负责工作的成功执行；阻止自己取而 代之的想法
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。
4. 任何人都可以进行沟通且鼓励双向沟通；在得出结论或采取行动前，先通过事实和信息了解情况；保持眼 神交流，不打断、以客观的心态积极聆听对方；表示理解且从对方观点进行同理；以尊重的态度回应对方 的顾虑；及时地、逻辑性地，清晰地且前后一致地呈现相关信息。
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. 理解并向宾客和同事展示香格里拉核心价值观；自觉建立起“提高公信力”的榜样意识；遇危机保持沉 着。
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. 理解绩效反馈与人员能力发展反馈之间的区别 , 提供切实可行的建议 , 帮助团队成员以清晰和建设性方式弥补 绩效和能力发展的差距
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. 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。
2. 与团队成员定期进行会谈 , 发现其志向和发展需求 , 找到团队成员职业发展具备的潜能
3. 与员工共同创建个人发展计划并设定挑战性目标 ; 参照目标监督其绩效 , 发现员工成长潜能
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. 认识团队成员的不同贡献 ; 分配工作发展员工能力 ; 充当专人并提供教练辅导帮助员工提高工作技能或学习 新技能 ; 庆祝个人和职业成就 5. 以团队和员工的发展为己任 , 寻求持续学习的正式和非正式机会 ; 积极在伙伴之间分享知识 , 向经验不足的同 事提供建议
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. 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. 积极主动进行专业类自我发展 ; 持续性主动地学习专业类和领导力技能
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。
发展自我 求知若渴，对未来 的业务需求作好充 分的储备
2. 鼓励从工作中学习 ; 建立体系 , 鼓励员工学习和反思 ; 分享最佳实践并向经验不足的同事提供建议
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. 努力理解个人的强项和弱项 ; 对获得反馈做出积极回应 , 并基于反馈内容作做出改变
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。
4. 利用提供的学习机会 ( 比如课程 , 上司以及伙伴的反馈 ) 满足当前工作的要求
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。
5. 努力腾出时间 , 提升知识并建立必要的相关部门专业技能和领导力技能
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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