Leadership Competencies Demonstrating Very Good Performance (3)

Leadership Competencies - Summary

Cluster Definition Competencies Fostering Collaboration Leading and Developing People & Self

1. Team Focused

Working together effectively to meet business goals faster

2. Action-Oriented

Driving to achieve ambitious targets in an efficient way

Drive for Results Turning Vision into Action

3. Passionate

Caring passionately about our guests and business partners, and changing to meet their needs Knowing what it takes to beat our competitors, both now and in the future

Guest / Customer & Market Focus Championing Change

4. Savvy

Thinks Ahead Understanding our Business

1. Team Focused Fostering Collaboration

Team Focused:
Fostering Collaboration
Level Hotel GMs 3/4/5 Corporate Bands 4 Corporate Bands 3 Creates and leads a culture of urgent collaboration Summary Actively partners with colleagues How we behave Recognizes others agendas and helps advance those agendas to deliver on the overall business need Builds a network across different levels of the organization and stays in productive contact with people, tapping into expertise elsewhere in the organization to be more effective Asks questions, tests assumptions and openly discusses issues; not afraid to disagree; welcomes the same from others Negotiates, consults and involves others in decision-making to build buy-in and commitment Encourages the contributions of others; listens and builds on suggestions, to help others get a strong sense of job satisfaction from contributing Works with others to resolve differences of opinion or conflict, and to establish a strong sense of common purpose and a feel good work environment, based on the principle that happy people are more productive and co-operative Leads with integrity to build trust, as trust is the basis of collaboration: Keeps promises. Doesnt let people down. Is respected and listened to; demonstrates executive presence & respect for others, thereby earning their respect Negotiates, consults and involves others in decision-making to build buy-in and commitment Establishes strong working relationships with people across all levels of the organization (e.g., with senior management, with subordinates and with peers) and manages these relationships to achieve results Shows others how their own objectives align with the business units and the companys Thinks and acts to mesh own units momentum in with overall company direction: anticipates the implications of decisions and actions for other areas of the organization Ensures all activity takes account of the different needs and perspectives of different cultures Role models how to collaborate with speed and urgency, without getting bogged down in bureaucracy

Working together effectively to meet business goals faster

1. Team Focused Leading and Developing People

Team Focused:
Leading and Developing People
Level Hotel GMs 3/4/5 Corporate Bands 4 Summary Leads, develops and actively involves the team How we behave Asks for and considers the input of others in decisions that affect them Provides specific and constructive feedback when results are not up to expectations, without denting peoples confidence Understands and leverages the major strengths and weaknesses of team members, including self Monitors ongoing performance and progress and keeps everyone focused on what is critical to team success Appropriately and regularly recognizes and rewards individuals and the team Listens hard: Gains commitment and engagement by constantly improving own communication skills An inspiring coach and mentor: finds out peoples aspirations, then provides regular feedback on how they behave and perform, to help raise their performance and achieve their personal development aims Leads by example: seeks and acts on feedback on own performance to develop self Understands and leverages the major strengths and weaknesses of team members, including self Monitors ongoing performance and progress and keeps everyone focused on what is critical to team success Appropriately and regularly recognizes and rewards individuals and the team Develops the ability of others to make decisions: uses the team to develop plans and resolve issues through collaborative problem solving

Working together effectively to meet business goals faster

Corporate Bands 3

Leads, develops and actively involves the team

2. Action-Orientated Drive for Results

Action-Orientated:
Drive for Results
Level Hotel GMs 3/4/5 Corporate Bands 4 Summary Inspires people to deliver beyond expectations How we behave Corporate Bands 3 Inspires people to deliver beyond expectations Inspires people to achieve beyond what they thought they were capable of, setting challenging goals, then supporting people to deliver increased revenues and business results Is strongly motivated by beating goals; is dedicated and focused and role models how to exceed expectations, thereby inspiring similar commitment in others. However, also prioritizes health and well-being of self and others at work to ensure continuing high performance Dispenses enthusiasm: Shows by example how to have fun while achieving beyond expectation, to maintain energy and engagement. Challenges orthodox thinking and actively seeks out opportunities to explore and experiment with different, novel or new ways of doing things Sets high personal standards for own performance; monitors performance against peers Inspires people to achieve beyond what they thought they were capable of, setting challenging goals, then supporting people to deliver increased revenues and business results Is strongly motivated by beating goals; is dedicated and focused and role models how to exceed expectations, thereby inspiring similar commitment in others. However, also prioritizes health and well-being of self and others at work to ensure continuing high performance Dispenses enthusiasm: Shows by example how to have fun while achieving beyond expectation, to maintain energy and engagement. Challenges orthodox thinking and actively seeks out opportunities to explore and experiment with different, novel or new ways of doing things Sets high personal standards for own performance; monitors performance against peers

Driving to achieve ambitious targets in an efficient way

2. Action-Orientated Turning Vision in to Action

Action-Orientated:
Turning Vision in to Action
Level Hotel GMs 3/4/5 Corporate Bands 4 Summary Inspires people to turn vision into action How we behave Explains the vision, why its important, and gets people to help define and own the steps needed to make it happen Inspires people to take those steps by constantly reminding them that turning a vision into action is delivering on a promise made, and that we always deliver on our promises Keeps everyones eyes on the prize: Role models how to lead with purpose to turn vision into action Develops and initiates inspiring action plans that deliver the vision, and follows these through in a timely and efficient way Sets specific, clear performance objectives, standards, accountabilities, and process goals for individuals and groups, with measurements; recognizing, praising and rewarding progress where appropriate Ensures that everyone uses defined business processes, including reporting processes and standards Explains the vision, why its important, and gets people to help define and own the steps needed to make it happen Inspires people to take those steps by constantly reminding them that turning a vision into action is delivering on a promise made, and that we always deliver on our promises Keeps everyones eyes on the prize: Role models how to lead with purpose to turn vision into action Develops and initiates inspiring action plans that deliver the vision, and follows these through in a timely and efficient way Sets specific, clear performance objectives, standards, accountabilities, and process goals for individuals and groups, with measurements; recognizing, praising and rewarding progress where appropriate Ensures that everyone uses defined business processes, including reporting processes and standards

Driving to achieve ambitious targets in an efficient way

Corporate Bands 3 Inspires people to turn vision into action

3. Passionate Guest/Customer & Market Focus

Passionate:
Guest/Customer & Market Focus
Level Hotel GMs 3/4/5 Corporate Bands 4 Summary Knows own market well, and uses that understanding to create a memorable customer experience, and inspires people to deliver it

Caring passionately about our guests and business partners, and changing to meet their needs

How we behave Develops detailed understanding of the market and guests needs, and shares it to ensure staff know it too Gathers and uses guest feedback to constantly improve the quality of the customers experience Communicates good and bad news to guests/colleagues in a timely and appropriate manner ; if its bad news, shows people how to manage the consequence, minimize the impact, and lead the service recovery to minimize loss of customer goodwill Takes the lead in evolving current or new products/services to exceed guest expectations and improve their preference for us over the competition Understands business partners organizations/cultures, and demonstrates ability to work with them to get things done Creates a culture in which everyone knows that every guest interaction is an opportunity to delight or disappoint and that these extreme states are the only ones guests will remember; just ok or satisfactory or even good is simply not memorable and does nothing to improve guest loyalty. Keeps everyone focused on delivering the prime objective of a great hotel experience that guests love Anticipates evolving market and guest needs with imagination and insight Understands how the guest perceives us relative to our competitors Takes the lead in evolving current or new products/services to exceed guest expectations and improve their preference for us over the competition Understands business partners organizations/cultures, and demonstrates ability to work with them to get things done Develops measurable guest-specific key performance indicators Understands that it takes a great employee experience to engage people to deliver a great customer experience, and delivers the former

Corporate Bands 3

Knows market and guest needs intimately; and uses that understanding to create and constantly evolve a memorable customer experience, and inspires people to deliver it

3. Passionate Championing Change

Passionate:
Championing Change
Level Hotel GMs 3/4/5 Corporate Bands 4 Summary Inspires and leads people to make the right change happen

Caring passionately about our guests and business partners, and changing to meet their needs
How we behave Challenges the way things are done: identifies areas requiring change and suggests & welcomes ideas to create better ways of doing things and then put them into practice Leads change by example: Be the change you want to see ; is a leading participant and shows how to change and improve own practices, rather than just imposing change on others Clearly and consistently explains the reasons for change, outlines the course of planned change and involves people in a change dialogue, rather than a monologue of change initiatives from on high that people feel are imposed on them. Communicates a clear and convincing vision of how and why we need to change, whether or not they originated it Helps people come to terms with the need for change, and their own role in making it happen

Corporate Bands 3

Leads the creation of a dynamic culture that welcomes improvements and generates its own

Communicates a clear and convincing vision of how and why we need to change, whether or not they originated it Champions change by encouraging others to pursue better ways of doing things and rewarding innovation Leads change by example: Be the change you want to see ; is a leading participant rather than just imposing change Sets clear targets in line with a larger change effort to focus people on accomplishing the change Helps people come to terms with the need for change, and their own role in making it happen Demonstrates expertise in knowing and applying well-researched change management approaches, and their limitations

4. Savvy Thinks Ahead

Savvy:
Thinks Ahead
Level Hotel GMs 3/4/5 Corporate Bands 4 Corporate Bands 3 Defines and delivers strategy for own area of the business Summary Shapes medium-term priorities How we behave Leads the business with a clear focus on evolving priorities within a two year horizon Understands own business within group and industry context Frames the right strategic questions for their area of the business Adapts short term plans as business priorities evolve for the company Plans for evolving priorities for the business within 3-5 year horizon and incorporates understanding of other relevant industries Integrates all relevant business policies, strategies and programs into the definition of a strategy for own area of the business, to keep aligned with overall group strategy Develops distinctive strategies to grow the business and achieve sustainable competitive advantage in the market Removes others blinkers: Asks questions which open up new ways of seeing the company and the industry we operate in

Knowing what it takes to beat our competitors, both now and in the future

4. Savvy Understanding our Business

Savvy:
Understanding our Business
Level Hotel GMs 3/4/5 Corporate Bands 4 Summary Spots and exploits opportunities to improve profitability of own area How we behave Corporate Bands 3 Spots and exploits opportunities to improve profitability of own area Identifies and exploits opportunities in own area to contribute to the commercial success of the enterprise Shows the ability to influence key financial indicators and outcomes through smart decisions and actions Recognizes and pursues opportunities for business growth and improved operational effectiveness Sound judgment: doesnt just rely on the numbers in making value-creating decisions, combining hard data with personal insights Acts quickly on and prioritizes opportunities within own area of responsibility Recognizes and pursues opportunities for business growth and improved operational effectiveness Develops clear strategies to help grow the business Keeps the business unit focused on constantly coming up with and implementing ways to improve profitability Sound judgment: doesnt just rely on the numbers in making value-creating decisions, combining hard data with personal insights Acts quickly on and prioritizes opportunities within own area of responsibility Anticipates evolving trends by watching for and spotting early warning signals, and takes steps to refocus business activities and even shift business direction if necessary to sustain and improve competitive advantage

Knowing what it takes to beat our competitors, both now and in the future