Recalibrated Leadership Competencies - Effective and Ineffective Behaviors (Leading Organisations) Competency Definition Drives Business Results Can be counted on to consistently deliver business results with a bottom line and customer centric approach.
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.
Drives Innovation Fosters an environment at work that supports experimentation, rewards risk taking, accepts failure, 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.
Develops Self Exhibits a continuous and proactive desire to learn; acquires knowledge and skillsets to meet existing and future business needs.
Effective Behaviors (Leading Organisations)
Ineffective Behaviors
1.
Has an in-depth understanding of industry trends; is able to identify opportunities to drive strategic change; is able to pre-empt and project the strategic implications from effective financial analysis and recalibrate strategies to address these implications
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.
Recognises risks and is able to analyse the situation in uncertain, ambiguous environments; takes action with a sense of urgency to drive the business forward; is patient, tenacious and resourceful in the face of risk and uncertainty or in moments of crisis
2.
Is risk averse and uncomfortable to support change and ambiguity; also unable to take decisions in uncertain situations.
3.
Role models strong leadership, influence and accountability for the achievement of strategic business outcomes; contributes to shaping business practices and policies that will reinforce empowerment, ownership and accountability
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.
Sets, maintains and ensures clarity in the direction (i.e. vision and strategies) for the organization, clearly defines short and long term priorities and outcomes; recognizes potential threats and swiftly refocuses the organization on new priorities as changing situations dictate
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 nonessentials; blames others for under-performing issues. Creates an environment of fear and blame.
5.
Anticipates how plans and actions of the business will affect the customer in the short term and the in the long term; balances the needs of the customer and the organisation
5.
Is unable to balance customer needs with bottom line deliverables; does not demonstrate an attention to detail
1. Builds a strong network of collaborative relationships and partnerships at the highest levels within the industry and across other industries
1.
Makes little or no effort to build and grow collaborative partnerships, relationships and networks.
2. Drives a diverse and collaborative working culture which encourages transparency and open communication; seeks and encourages others to seek inputs from others; effectively handles strategic communications
2.
Does not listen to others, stifling open dialogue; is unable to deliver clear, concise and compelling messages when communicating upwards and outwards.
3. Maintains and sustains an environment of trust by modelling the key tenets of trust in action: integrity, confidence, competence, credibility, consistency and clarity of communication
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. Confronts issues and challenges assumptions with partners and stakeholders in an assertive yet constructive way that prevents recurrence of conflicts that are obstacles to collaboration
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. Creates a culture of leveraging and mobilizing strengths across teams; breaks down barriers to teamwork; being flexible and responsive to changing business priorities
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.
Creates a culture of continuous innovation by challenging self and others to change and think differently; stays ahead of the game by anticipating and responding with agility to changing environmental needs; is aware of and leverages best practices from other industries
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.
Puts in place processes that encourages others to see the positive outcome of doing things differently; empowers others to make decisions and seek solutions without fear of failure or criticism
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.
Role models the ability to identify patterns across situations that are not obviously related; identifies key or underlying issues in complex situations; removes any roadblocks preventing the implementation of new ideas
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.
Leads and commits time and effort required to support innovative initiatives; proactively supports and embraces the changes
4.
Tends to be overcautious/risk averse when considering changes suggested by team members; does not encourage new ideas or opportunities for change.
5.
Seeks out opportunities for innovation and has the courage to take calculated risks; champion innovation and the use of current technology within the organization
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.
Is able to shape, articulate and clarify Shangri-La’s vision and business model and help people see their role within it
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.
Creates a culture that supports taking responsible risks and one where change is expected and supported; is known as a credible leader who demonstrates respect for individual differences; fosters mutual trust, open dialogue and a sense of belonging; role models clear and respectful communication, both written and in person
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.
Allows others to take the lead and the credit by stepping to one side to grow capability and confidence; exemplifies a culture that empowers and supports others in taking independent decisions; gives people latitude to make decisions in their own sphere of work
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.
Role models clear and credible communication within and outside of the organisation; provides employees and stakeholders with a variety of communication vehicles or forums in which to express their ideas and concerns; listens actively, demonstrates empathy and a mature approach to managing the emotions of self and others
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.
Acts as a trusted leader who leads by example and consistently role models the Shangri-La core values; projects credibility, poise and confidence even under difficult conditions
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.
Drives and role models a culture that encourages regular, timely and constructive feedback for performance and development; inspires and motivates others to adopt the same approach
1.
Provides little or vague performance feedback; avoids addressing performance issues; does not hold frequent development discussions
2.
Champions the strategic importance of people development and talent management; identifies and nurtures future leaders and serves as their sounding board; builds capability strategies to support career development and succession planning
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.
Takes a strategic perspective to identifying the capability needs of the organisation; unleashes potential of senior leadership; raises the bar for performance by setting challenging objectives; reinforces development when driving change
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.
Creates a culture of coaching, mentoring and appreciation through role modelling; seeks opportunities to coach and develop the next generation of senior leaders; supports events that recognise employees and celebrate successes
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.
Builds a strong culture of continuous lifelong learning and knowledge sharing though both formal and informal interventions; drives equality and diversity in access to knowledge and learning
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.
Creates an environment which encourages employees to take responsibility for own growth and development; drives ownership of learning; leads by example
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.
Fosters an environment where failures and successes are used as learning opportunities; shares best practices, experiences and knowledge to build organisation capability
2.
Does not want to learn from mistakes; is complacent about current knowledge; does not want to share best practices
3.
Creates an environment where open feedback is encouraged; is aware of personal strengths and weaknesses; proactively solicits feedback to enhance awareness of own strengths and weaknesses
3.
Seldom seeks feedback; is resistant to or is dismissive of constructive feedback to overcome blind spots.
4.
Leads by example by being in a continuous learning mode, does not hesitate to ask questions and bridge knowledge gaps.
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.
Builds and supports a culture that encourages a commitment to learning, continuous improvement, knowledge and skills acquisition and willingness to change attitudes.
5.
Places little importance on personal growth; does not allocate time and effort required to upgrade knowledge and skills; is resistant to personal change.
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香格里拉各领导级别领导者能力重定义 (引领企业) 能力要求 释义
有效行为 (引领企业)
无效行为
推动业绩 的实现
1.
深入理解行业趋势,洞悉推动战略变革的机遇;高效分析财务报表,发现症兆,预测其涵义并重新调整战略
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。
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.
识别风险,在不确定,模糊的环境下分析形势;带着紧迫感采取行动、推进业务发展; 面对风险和不确定事件或危 机时刻,行事耐心,坚毅且足智多谋
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.
在卓越的领导力、强大的影响力和责任心方面，做到以身作则，以实现战略上的业务成果;在向员工赋能、增 强员工主人翁意识和责任心方面，致力于构建与之匹配的最佳实践和业务政策。
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.
设定,维护并确保本企业目标和方向的清晰(比如愿景和战略), 清晰定义短期和长期业务优先级和要达成的结 果; 了解潜在风险,当形势发生变化时,迅速将企业转向新的业务重点
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.
预见商业计划和行动给客户在短期和长期带来的影响,平衡顾客和企业之间的需求
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.
与本行业和跨行业最高级别领导者建立网络和紧密合作伙伴关系
1.
在建立和发展合作伙伴和关系网络方面少有作为。
2.
推进多样性和合作性的职场文化, 鼓励透明、公开的讨论, 寻求并鼓励员工向他人寻求反馈, 高效展开战略讨 论
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。
3.
用“以身作则”来践行信任的核心原则，从而维护一种可持续的信任文化，这里的“以身作则”包含以下行 为特征：正直、自信、有能力、可靠、前后一致及清晰沟通。
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.
以积极的态度和建设性的方式直面来自于合作伙伴和干系人的问题和挑战,防止冲突再次发生,扫除合作障碍
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.
营造一种在团队间善用和调动优势的文化;打破团队间的壁垒; 在“业务优先级多变的”情况下，能做出灵活 快速的反应。
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.
营造持续创新的企业文化,激励自己和他人做出改变并从不同角度思考问题;高瞻远瞩,预判变化的商业环境并 敏捷应对;跨界借鉴最佳实践案例
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。
2.
建立流程鼓励他人正视以不同方式做事带来的积极成果;授权下属制定决策和寻找解决方案,不必担心失败和 责备
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.
树立榜样,从无序的情形中找到模式;在复杂情形下找出主要或潜在问题;扫除阻碍新想法实施的障碍
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.
引领并投入必要的时间和精力支持创新举措; 积极支持和拥抱变革
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.
寻找机会进行创新并勇于承担经过权衡的风险; 拥护创新并在企业内启用现代科技
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。
领导团队
1.
有能力塑造、表述以及澄清香格里拉的愿景、商业模型并帮助他人了解各自在其中的角色
1.
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
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。
2.
营造鼓励承担责任风险且利于变革的企业文化；被视为有公信力的领导，以身示范尊重个人差异；促进相互 信任、坦诚对话以及归属感；树立榜样以清晰和尊重的方式进行面对面交流或书面沟通
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.
傍其身，助其力，促其信，让员工勇于承担领导者地位，敢于接受相应的荣誉；树典型，营造充分授权和支 持他人独立决策的企业文化；给予他人空间，在他自己工作范围内独立作决策。
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.
在企业内、外树立榜样，进行清晰和有公信力的沟通；向员工和干系人提供各种形式的沟通方式或提供论坛 来表达各自想法和关注；积极聆听，表达同理心并以成熟的方式管理自我和他人的情绪
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.
成为可信赖的领导，以身作则并持之以恒践行香格里拉核心价值观，即便在艰难形势下依旧表现得具有公信 力，稳重和自信
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。
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
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
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
发展自我 求知若渴，对未来 的业务需求作好充 分的储备
1.
推进并身体力行定期、及时的建设性绩效反馈和人员发展的企业文化,激励他人积极践行
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。
2.
捍卫人员发展和人才管理的战略重要性;发现并培养未来领袖,给予坚强后盾,为职业发展和接班人计划制定 能力培养策略
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.
带着战略眼光发现组织的能力需求; 帮助高级领导者的释放潜力;通过设定有挑战的目标提高绩效标准;加强 变革时的人员发展
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.
通过以身作则营造一种教练、导师和正向欣赏的企业文化; 寻求机会辅导和发展下一代高级领导者; 支持员 工表彰和庆祝活动
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.
营造一种强烈的学习型企业文化,推动持久终生学习以及正式和非正式知识分享;创造获取知识和学习的平等 机会和多样途径
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.
营造环境鼓励员工自我提升和发展;推动自主学习并以身示范做榜样
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。
2.
营造环境让成功和失败均被视为学习机会; 分享最佳实践,经验和知识,塑造企业能力
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.
营造环境鼓励公开透明反馈; 意识到个人强项和弱项;主动征求他人反馈，提高对自己强项和弱项的认知
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.
以身示范做持续学习的好榜样,不耻下问且努力填补知识空白
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.
营造并扶持这样的企业文化：在学习、持续精进、知识技能获取、变革意愿等方面，鼓励员工的积极投入 和承诺。
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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