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Leadership Competencies and BSC Digital Booklet

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Leadership Competencies and BSC Digital Booklet

LEADERSHIP COMPETENCIES

VIRTUAL WORKSHOP

SLIM DUBAI

WELCOME & INTRODUCTIONS

OVERVIEW

Objectives and Overview

The Need to Recalibrate

• Recalibrated Leadership Competencies

Leadership in Action

Self-Rating Leadership Competencies

Balance Scorecard

Wrap up & Close

OBJECTIVES

TO HELP YOU:

• Understand the need for recalibration.

• Recall the six recalibrated competencies

and what they stand for.

• Internalise what the competency behaviors

mean to you and how to translate them into action.

OUR BUSINESS GLOBAL STRATEGY

WHY NEED TO RECALIBRATE? ‘Double the asset portfolio in 3-5 years’

Vision, Mission & Strategic Priorities

Simple

Current & Future Business Needs

Aligned with

Actionable

Future Focused

Core Values

OUR BUSINESS MODEL IS CHANGING ‘Double the asset portfolio in 3-5 years’

ASSET MANAGEMENT COMPANY

OWNING COMPANY

DEVELOPER COMPANY

HOW DO WE PREPARE OURSELVES AS LEADERS FOR THE FUTURE?

WHAT DOES LEADERSHIP MEAN TO YOU? Your thoughts.

RECALIBRATED LEADERSHIP COMPETENCIES

Being a Shangri-La Leader Recalibrated Shangri-La Leadership Competencies

3 Bs 3 Ps

BUSINESS PERFORMANCE

PEOPLE SUCCESS

Competency Definition

LEADS TEAMS

DRIVES BUSINESS RESULTS

Generic Effective & Ineffective Behaviors

BUILDS COLLABORATIVE PARTNERSHIPS

DEVELOPS PEOPLE

Effective Behavioral Descriptors at 4 Levels

DRIVES INNOVATION

DEVELOPS SELF

Being a Shangri-La Leader Recalibrated Shangri-La Leadership Competencies

Competency Definition

Generic Effective & Ineffective Behaviors

Leading Organisations

Leading Leaders

Effective Behavioral Descriptors at 4 Levels

Leading Multiple Teams

Leading Teams

3 Bs 3 Ps

The Shangri-La Leadership Competencies

DRIVES BUSINESS RESULTS

DRIVES INNOVATION

BUILDS COLLABORATIVE PARTNERSHIPS

Facilitates business success by building and maintaining supportive, responsive and trusting relationships with stakeholders within and outside Shangri-La

Can be counted on to consistently deliver business results with a bottom line and customer centric approach

Fosters an environment that supports experimentation, rewards risk taking, accepts failure, reinforces curiosity and continuously challenges the status quo.

BUSINESS PERFORMANCE

DEVELOPS PEOPLE

LEADS TEAMS

DEVELOPS SELF

Develops and leads high performing teams to achieve business goals, role modeling the Shangri-La Values

Understands and is committed to people development. Identifies and supports growth opportunities, providing encouragement through coaching and constructive feedback.

Exhibits continuous desire to learn, acquires knowledge and skill-sets to meet existing and future business needs

PEOPLE SUCCESS

Being a Shangri-La Leader Identifying specific behaviours – generic definitions

Generic Effective and Ineffective behaviours

Be a Role Model

Set a Personal Example

• Make time to facilitate dialogue, reflection, and feedback • Be aware of the impact of what you are modeling (be it positive or negative) • Make a conscious effort to articulate what you are modeling, and to make the implicit explicit • Reinforce through symbols, artifacts and storytelling

▪ Build and affirm shared values ▪ Align actions with values

LEADERSHIP COMPETENCIES & SHANGRI-LA VALUES

Self Rating

INTRODUCTION TO THE 2018 BALANCED SCORECARD INCENTIVE SCHEME

1

THE RATIONALE BEHIND THE BSC

What does this mean for Shangri-La?

For Shangri-La -The Balanced Scorecard is a strategic management tool that will enables us to assess the health and performance of our hotels from a holistic perspective across six key dimensions

Why do we need a Balanced Scorecard?

A BSC will allow us to align the entire organization behind our key focus areas for the year

Its designed to encourage collaboration and personal accountability as it rewards both teamwork as well as individual performance

It will guide everyone in the company from HQ to regional leaders to our front-line staff

It offers transparency and tracks performance using focus areas that can be measured, quantified, benchmarked, and aggregated

2 2

Why do we need a Balanced Scorecard?

It reduces subjectivity , ensures a fair, accurate and consistent evaluation of hotels and colleagues’ contributions and performance

Evaluates interrelated performance across multiple facets of our business, not just financials

Signals our commitment to building high performing, collaborative teams that drive business results

The performance of our hotels propels the performance of our regions and HQ, and vice versa

2 3

OUR APPROACH IS:

“All for One and One for All”

What does our Balanced Scorecard look like?

2 5

LEADERSHIP COMPETENCIES

WORKSHOP

THANK YOU