Leaders Eat Last_MEIA Leadership Workshop

Leaders Eat Last_MEIA Leadership Workshop

LEADERS EAT LAST

MEIA Leadership Workshop

Hotel is a service industry, and the most important element is your employees, and you depend on them fully to take of your customers; thus, we shall make it our primary agenda to take care of our employees.

Founder, Robert Kuok

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At Shangri-La,

Taking CARE of OUR PEOPLE remains a significant part of our responsibility as leaders

Our People success is EQUALLY IMPORTANT to our business performance

As a team, YOU cultivate the LEADERSHIP CULTURE in your hotel

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Todays Agenda

3. BEING A SELFLESS LEADER

1. THE STYLE OF A GREAT LEADER

2. CULTURAL INFLUENCE ON LEADERSHIP

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ACTIVITY 1 10 minutes In groups

1. Each person will have 2 minutes to share their photo of a famous leader and explain why they exemplify great leadership. 2. Once done, discuss as a team the reoccurring specific actions and/or behaviors that were common.

1. Have someone take notes, your team will have 2 minutes to present

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ADAPTING YOUR LEADERSHIP STYLE

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Leadership Competencies of Emotional Intelligence

Distinctive styles of leadership each spring from different components of Emotional Intelligence

• Self-control • Trust worthiness • Conscientiousness • Adaptability • Achievement Orientation • Initiative Self-Management

Self-Awareness • Emotional self-awareness • Accurate self-awareness • Self-confidence

FUNDAMENTAL CAPABILITIES OF EMOTIONAL INTELLIGENCE 4

• Empathy • Organizational awareness • Service orientation Social Awareness

Social Skill • Visionary leadership • Influence • Developing others • Communication • Change catalyst • Conflict management

• Building bonds • Teamwork and collaboration

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The Six Leadership Styles

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COERCIVE

AUTHORITATIVE

AFFILIATIVE

Mobilize people toward a vision “Come with me”

Demand immediate compliance “Do what I tell you”

Create emotional bonds and harmony “People come first”

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4

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DEMOCRATIC

PACESETTING

COACHING

Build consensus through participation “What do you think”

Expect excellence and self-direction “Do as I do now”

Develop people for the future “Try this”

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The AUTHORITATIVE Style in Action

Mobilizes people toward a vision

• Provides clarity and help others to understand that what they do matters and why

• M aximizes commitment to the organization’s goals and strategy and consistently aligning direction back to the vison

WHEN THE STYLE WORKS BEST:

When changes require a new vision or when clear direction is needed

• The standards for success are clear to all

• Gives people the freedom to innovate, experiment, and take calculated risks

“Come with me”

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The AUTHORITATIVE Style Risks

This approach fails when

If the leader becomes

When a leader is working with a team of experts or peers who are more experienced than he/she is

overbearing and undermines the egalitarian spirit of an effective team

“Come with me”

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The DEMOCRATIC Style in Action

Forges consensus through participation

• Spends time getting people’s ideas and buy-in

• Let's colleagues themselves have a say in decisions that affect their goals and how they do their work

WHEN THE STYLE WORKS BEST:

When a leader is uncertain about the best direction to take and needs ideas and guidance from able employees.

• Listens to colleague concerns

“What Do You Think”

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The DEMOCRATIC Style Risks

If used exclusively or in wrong situations

Doesn’t make sense if colleagues are not competent or informed enough

Consensus could remain elusive resulting in teams feeling confused

Building consensus is wrongheaded in times of crisis

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The PACESETTING Style in Action

Sets high standards for performance

• Sets extremely high-performance standards and exemplifies them

• Obsessive about doing things better and faster, and asks the same of everyone around

WHEN THE STYLE WORKS BEST:

• Quickly pinpoints poor performers and demands more from them

When all colleagues are self-motivated, highly competent, and need little direction or coordination

“Do As I Do Now”

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The PACESETTING Style Risks

If overly used, the colleague climate may suffer

Colleagues may feel overwhelmed by

No room to take own initiate. Work becomes very task focused

No clear guidance. They are expected to just KNOW

demands and morale drops

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The AFFILIATIVE Style in Action

Creates harmony and builds emotional bonds

• Natural relationship builders creating strong emotional bonds and benefit from the loyalty formed • Drives positive and collaborative communication in teams, sharing ideas and inspiration

WHEN THE STYLE WORKS BEST:

When trying to build team harmony, increase morale, improve communication, or repair broken trust.

• Provides flexibility and freedom

• Offers ample positive feedback and recognition

“People Come First”

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The AFFILIATIVE Style Risks

Despite its benefits, the affiliative style should not be used alone to avoid the following risks

Poor performance may go uncorrected

Could leave teams adrift with no improvement plan

Leaders may end to own emotions openly

“People Come First”

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The COACHING Style in Action

Develops people for the future

• Helps colleagues identify their unique strengths and weaknesses and tie them to their personal and career aspirations • Encourages colleagues to establish long- term development goals and help them conceptualize a plan for attaining them

WHEN THE STYLE WORKS BEST:

Works best with colleagues who want to be coached

• Give plentiful of instruction and feedback

• Excel at delegating; they give colleagues challenging assignments

“ Try This”

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The COACHING Style Risks

The following are scenarios where the coaching style would be ineffective if applied

When colleagues are resistant to learning or changing their ways

If the leader lacks the expertise to help the employee along

If the leader is unfamiliar with or simply incompetent at coaching

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The COERCIVE Style

Demands immediate compliance

The coercive style should be used with caution and in the few situations when it is imperative:

Short term results

When the style works best

Provide clear direction

In a crisis

Break failed business habits and shift people into new ways of working

To kick start a turnaround

Set clear performance improvement expectations needed from colleague

Severe Issue with colleague

“ Do what I tell you”

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The COERCIVE Style Risks

Long term impact to workplace climate

Sense of responsibility and ownership may evaporate

Colleagues may feel unable to act on their own

Can adopt an attitude due to resentment

Can kill new ideas

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LEADERS NEED MANY STYLES

DEMOCRATIC

PACESETTING

COERCIVE

AFFILIATIVE

AUTHORITATIVE

COACHING

“People come first”

“Try this”

“Do as I do now”

“What do you think”

“Come with me”

“Do what I tell you”

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Situational Leadership: Adapting Your Style

SHORT TERM RESULTS/WHEN TO APPLY

DESCRIPTION

STYLE

To provide clear direction In a crisis

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COERCIVE

Demands immediate compliance

To kick start a turnaround With problem employee

“Do what I tell you”

When changes require a new vision When a clear direction is needed

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AUTHORITATIVE

Mobilizes people toward a vision

“Come with me”

Creates harmony and builds emotional bonds

To heal conflict in a team

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AFFILIATIVE

To motivate people during stressful circumstances

“People come first”

Forges consensus through participation

To build buy-in or consensus

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DEMOCRATIC

To get input from valuable employees

“What do you think”

Sets high standards for performance

• To get quick results from a highly motivated and competent team

PACESETTING

“Do as I do now”

Develops people for the future

• To help an employee improve performance • develop long term strengths

COACHING

“Try this”

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*Source: Daniel Goleman

CULTURAL INFLUENCE ON LEADERSHI P

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Exploring Cultural Leadership Behaviors

1. Reflecting on your local setting/country, how do you think historical and/or cultural influence has contributed to the leadership styles in organizations today in your local market?

2. How are leadership profiles in in your local region changing? What is impacting this change?

A RE F L EC T I ON ON ENR I CHED CULTURA L CONT E XT…

3. Do you foresee workforce expectations of leadership changing in the future, if so how and why?

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10 min break…

COFFEE BREAK

Please enjoy a 10-minute break

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BE ING A SELFLESS LEADER

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Selflessness is rooted in our shared values

SINCERITY

THOUGHTFULNESS

WHAT DO WE NEED TO DO IN ORDER TO TRULY BE A SELFESS LEADER?

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BUILD TRUST

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Simon Sinek

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Build trust by creating a culture of safety

Intimidation

Rejection

Shaming

Punishment for mistakes

Performance KPIs

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1. HAVE THE COURAGE TO DO WHAT’S RIGHT

2. INTEGRITY AND HONEST MATTERS

3. TAKE TIME FOR RELATIONSHIPS

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WHAT DEFINES BUSINESS SUCCESS AT SHANGRI-LA?

LEARN, UNDERSTAND AND EXPLAIN THE BALANCED SCORECARD

DON’T LET THE POWER PARADOX GET IN THE WAY

COLLABORATE WITH IDEAS TO ACHIEVE 2019’s BSC. Studies show that power can make leaders lose sight of ethics and other people's interests

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Firstly, Take Time To Self Reflect…

Be attentive to the feelings that accompany your power and to any changes in your behavior

Mindfulness practices can give people greater focus and calm

Take time to reflect on your demeanor and actions

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Firstly, Take Time To Self Reflect…

Do you frequently interrupt people?

Do you check your phone when others are talking in meetings?

Have you told a joke or story that embarrassed or humiliated someone else?

Have you left a room or lunch table messy, assuming someone else will clean up?

Have you taken credit for a group effort?

Do you forget colleagues’ names?

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Daily Behaviors That Form Selfless Leadership

ACTIVITY – 10 MINS In groups, brainstorm examples of small leadership acts of empathy, gratitude and generosity. Take notes and be prepared to share your thoughts.

#3 Generosity

#1 Empathy

#2 Gratitude

Subtly signals to increase ones feeling of being understood

Being giving and sharing

Small expressions of appreciation

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Tips To Practice Empathy

Subtly signals of empathy in leadership show that teams are more effective at tackling hard analytical problems together and increases the feeling of being understood

✓ Ask questions and paraphrase

✓ Show your listening

✓ Articulate concern for others

✓ Before meetings, take a moment to think about the person you’ll be with and what is happening in his or her life.

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Tips To Practice Gratitude

Small expressions of appreciation can impact individuals to feel stronger ties in a team and increase engagement and productivity

✓ Thoughtful thank yous

✓ Send notes of appreciation

✓ Publicly recognize and reward

✓ Gestures to celebrate success

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Tips To Practice Generosity

Studies show that individuals who share with others in a group are considered more worthy of respect and influence from others

✓ Spend one on one time with people you lead

✓ Delegate

✓ Give praise generously

✓ Share the limelight

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Key Take Aways

1. Stay fluid and flexible amongst Leadership styles • Be aware of your natural tendencies • Expand your Repertory • Be adaptive even with enriched cultural leadership behaviors

2. Build Trust in Teams • They must feel safe and protected • Don’t be an internal threat!

3. Cultivate Selflessness Leadership • Self-reflect, avoid the power paradox • Daily doses of Empathy, Gratitude, Generosity

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LOOKING AHEAD…

Follow up session in a few weeks

Post Exercises •

Leadership traits self assessment

Daily Doses of Selflessness

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• Personal commitments- Start, Stop, Continue

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Commitment

What is one personal commitment as a leader that you will take away from todays session…

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LEADERS EAT LAST

MEIA Leadership Workshop