Leadership Competencies and BSC Workshop

Leadership Competencies and BSC Workshop

LEADERSHIP COMPETENCIES

WORKSHOP

SLIM DUBAI 2018

HOW LONG HAVE YOU BEEN A LEADER FOR?

OVERVIEW

Objectives and Overview

•

The Need to Recalibrate

•

• Recalibrated Leadership Competencies

Leadership in Action

•

• Self-Rating Leadership Competencies

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.

EFFECTIVE LEADERSHIP IN THE 21 ST CENTURY

WHAT CAN WE LEARN FROM THESE THREE QUESTIONS?

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

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

Learn, demonstrate & drive

Leading Organisations

Learn, demonstrate & mentor

Leading Leaders

Learn, demonstrate & inspire

Leading Multiple Teams

Learn, demonstrate & lead

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

ACCESS THE GENERIC DEFINITIONS BY SCANNING THE QR CODE

Affinity Wall Identifying specific behaviours – different levels of leadership

Based on your leadership level:

Access the specific behaviours related to your leadership level so that you can clearly understand how to live our Shangri-La leadership competencies in your role.

Leading Leaders

Leading Multiple Teams

Leading Teams

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

INTRODUCTION TO THE 2018 BALANCED SCORECARD INCENTIVE SCHEME

1

What we will cover today

 The rationale behind The Balanced Scorecard

 The Balanced Scorecard focus areas

 The scoring mechanism

 The Bonus calculation

 The Regional Office Bonus

 Q&A

2 2

THE RATIONALE BEHIND THE BSC

What is a Balanced Scorecard?

➢ It was developed by Kaplan & Norton in the early 1990’s, Accounting and Leadership academics at Harvard Business School

➢ Designed to help firms measure business performance using both financial and non-financial >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36

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