国际酒店高层培训课英文版

Turn 3 Successful Transition To EXCOM Participant Learning Guide Date: _ Participant: _ Facilitator: _ Successful Transition To Excom People Elements, 2004. All Rights Reserved. i Starw ood Asia Pacific Hotels & Resorts Starwood Cares Leadership University The Starwood Cares Leadership University (SCLU) provides critical leadership development opportunities for all Associates and helps build Starwoods competitive edge in an increasingly demanding marketplace. The SCLU is designed specifically to develop the Starwood Leadership Competencies of Associates from all levels, and to maximize their chances of success when they move into new and more complex leadership and managerial roles. The concept of Leadership or Career Turns is central to the SCLU design. At each Leadership Turn, Associates face significant challenges in mastering the mindset, knowledge and skills required for success in the next turn level. It is therefore important that all Associates are adequately equipped and prepared to navigate their Leadership Turns. This concept of Leadership Turns is based on a groundbreaking study by one of the first and most respected succession planning gurus, Walter R. Mahler, and has been well tested and validated with many global companies in the last decade. For the typical hotel property, there are 4 key Leadership Turns. Associates who want to succeed at the next turn level must be able to develop new skill sets, work values and manage their time differently. “If we really want to have a competitive edge, we cant just have one leader at the top - we need leaders throughout the organization” Tom Monahan “You have the potential to be a great leader and the Starwood Cares Leadership University is the first step in helping you become one.” Miguel Ko President Starwood Asia Pacific Successful Transition To Excom People Elements, 2004. All Rights Reserved. ii Starw ood Asia Pacific Hotels & Resorts Turn 1: From Associate (Individual Contributor) to Supervisor (Managing a Small Team). The work focus will shift from doing ones own functional work to facilitating the work of others. This will require the person to start to use his managerial abilities to interact and spend more time helping the unit members. Turn 2: From Supervisor (Managing a Small Team) to Manager (Managing Supervisors). This turn places increasing demand on the skills associated with managing others like assigning work, coaching and counseling, and measuring the work of others. Turn 3: From Manager (Managing Supervisors) to EXCOM (Managing Functions). This turn requires a significant shift in skills as the person now needs to learn to think strategically, compete for resources, and communicate through at least one layer of management. Turn 4: From EXCOM (Managing Functions) to GM (Managing Property). Another significant shift in skills, work values and time usage is required to make this turn successful. Firstly there is the need to make trade-off decisions against the P&L statement (vs. just a cost or revenue budget). This requires a fairly sound understanding of business and financial matters. Also, the challenge of overseeing all the functions, some of which the person may have no experience in managing before, places a high reliance on Functional Heads and EXCOM members and the ability to get them to work together for the good of the overall business. Successful Transition To Excom People Elements, 2004. All Rights Reserved. iii Starw ood Asia Pacific Hotels & Resorts Success at a Leadership Turn will depend on some leadership competencies more than others. Starwood has developed a leadership success profile with 6 factors, each comprising 4 competencies. The SCLU is dedicated to create programs dedicated to develop these competencies. About this Program This workshop was developed over 1,400 hours of research and 11 years of application. This module presents the concepts and many valid techniques of leadership useful at the unit, group/team, department, and business group levels. It builds on the Successful Transition to Supervisor and Successful Transition to Manager which covers the basic concepts and skills of management. Successful Transition To Excom People Elements, 2004. All Rights Reserved. iv Starw ood Asia Pacific Hotels & Resorts Table of Contents Starwood Cares Leadership University . i About this Program . iii Exercise: Finish the Sentence! . 1 Introduction to Leadership. 2 Why is Leadership Important?. 2 Why Are We Here? . 2 Exercise: Which Benefits do you Want? . 3 Mini-Exercise: When Can I Apply These Skills?. 3 The Six (6) Myths of Leadership. 4 Exercise: What Will I Learn? . 6 Self-Assessment What Are My Current Behaviors? . 7 Exercise: What Have Been Your Experiences?. 9 Learning Model One What is the Difference Between Management and Leadership? . 10 How is Management and Leadership Different? . 12 How do they Compare and Contrast?. 13 Learning Model Two What is Leadership? . 14 What are the Four (4) Main Theories of Leadership? . 15 Mini-Exercise: Whom would you follow? . 15 Mini-Exercise: What inspires you? . 18 What are the Six (6) Elements of Leadership?. 19 What are the Six (6) Actions of Great Leaders? . 20 Mini-Exercise: Who do you think? . 20 Learning Model Three How do Leaders Influence Results? . 21 How Does a Leader Influence Desire? . 22 What is the Motivation Cube? . 22 What are the Intrinsic Elements of Desire? . 23 How do we Increase Credibility? . 24 Case Study: The Good and the Bad . 25 Section Knowledge Check . 26 Exercise: Debrief and Action Planning . 27 How to . . . Achieve Results Through Leadership? . 28 EA 1 Understand Yourself. 29 Summary - The Four Styles . 31 Style 1 Careful . 32 Style 2 Challenger . 33 Style 3 Champion. 34 Style 4 Considerate . 35 Summary of Communication Styles . 36 Exercise: Gallery Walk!. 37 Self-Exercise: What me!. 38 Self-Exercise: Core Beliefs and Virtues Clarification . 40 Case Study Part One: Chouyins Dilemma . 41 EA 2 Evaluate the Leadership Situation . 42 EA 2 Evaluate the Leadership Situation . 42 What are the Four (4) Leadership Approaches? . 43 Approach I: Affecting. 44 Approach II: Inspiring . 45 Approach III: Directing. 45 Approach IV: Clarifying. 45 Exercise: Which Approach Works Best? . 46 Example: Leadership Situation Evaluation Worksheet. 53 Case Study Part Two: Chouyins Dilemma . 54 EA 3 Build Positive Relationship Bonds . 55 Case Study Part Three: Chouyins Dilemma . 65 Successful Transition To Excom People Elements, 2004. All Rights Reserved. v Starw ood Asia Pacific Hotels & Resorts EA 4 Influence the Situation . 66 Mini-Exercise: Say What? . 74 Extra: Create a leadership development system within your unit . 77 Exercise: What would you do?. 78 Case Study Part Four: Chouyins Dilemma . 80 EA 5 Have a Leadership Plan to Achieve Results . 81 The Eight (8) Critical Elements of a Plan . 82 Exercise: Create a vision statement . 84 Mini-Exercise: Are they or are they not? . 86 Unit Leadership Plan . 89 Conclusion: . 92 Exercise: Remember this! . 93 Mastery Demonstration: Create a Plan . 94 Performance Change Action Planning: . 95 References - For additional reading try: . 96 Successful Transition to Excom People Elements, 2004. All Rights Reserved. 1 Starw ood Asia Pacific Hotels & Resorts Exercise: Finish the Sentence! Purpose: This activity will help focus us on the topic and frame much of the content for the rest of the workshop. Directions: This activity has two parts. First, individually answer the question in part 1. Second, with your table group, brainstorm responses to your assigned primary and secondary question. Part 1. Consider the following (1 minute): What is the single most important thing that you must be able to do, when you leave this workshop? Part 2. Brainstorm responses to your assigned questions (4 minutes & 2 minutes): _ 1. The five (5) most important characteristics of a great leader are _ 2. The ideal leader should have the following qualities _ 3. Five (5) great ways to enhance leadership skills, include _ 4. Five (5) behaviors great leaders exhibit/display include _ 5. When a person experiences a great leader (during and after an event) five (5) common feelings include NOTE: This activity is very fast. Please stick to the times for each component of the activity as indicated by the facilitator Have a great workshop! Successful Transition to Excom People Elements, 2004. All Rights Reserved. 2 Starw ood Asia Pacific Hotels & Resorts Introduction to Leadership Leadership is often defined as, the process of directing the behavior of others toward the accomplishment of some objective. Although this definition works, is it enough? Leadership is one of the most studied yet least understood of all human qualities. As we shall see, the reason for this will become clear as we answer the question, What is leadership? Why is Leadership Important? During a 9-month study in the 1990s, 945 management practices were evaluated in 580 organizations in the US, Japan, Canada, and Germany in the automotive, banking, computer, and health care industries. The study sought to understand any consistent best practices that lead to consistent higher organizational performance. Organizational performance was defined as: Market performance Operations performance (value-added per employee) Financial performance (REVPAR, GOP, ROA, ROI, etc.) Results: The study found only three universally beneficial practices with a consistent impact on performance regardless of starting position. 1. Consistent use of applied Strategic Planning and Deployment 2. Extensive use of Business Process Improvement Methods 3. Use of practices that broaden the breadth and depth of leadership and management practices (a prime example of which would be our Starwood Cares Leadership University) Note: Empowerment was not found Source: American Quality Foundation (AQF) and Ernst & Young Why Are We Here? To provide the information necessary for you to be a successful leader, particularly in your role as an Excom member To provide the differences between management and leadership To give you the opportunity to work on your leadership skills To enable you to view leadership differently To help you succeed in the ever changing role of leader Successful Transition to Excom People Elements, 2004. All Rights Reserved. 3 Starw ood Asia Pacific Hotels & Resorts Exercise: Which Benefits do you Want? Directions: Below is a list of typical benefits achieved when applying this competency. Please review the list and select the top three (3) that are most important to you. Please be prepared to share your selections with the larger group. Rank: Typical benefits of mastering this competency include: 1. Develop more followers 2. Increase support for your ideas, recommendations, and beliefs 3. Increase the effectiveness of your division/department 4. Enhance the integrity of your organization 5. Develop Associates to take charge of their work 6. Help people achieve their goals and keep them focused 7. Be a role model to those around you 8. Help others to feel special, appreciated and important 9. Promote diversity and divergent thinking 10. Enhance your professional success 11. Shape opinion through effective influence 12. Build and sustain interpersonal relationships 13. Exhibit more passion and commitment to your professional life 14. Clearly and passionately express a vision or view of possibility for the future 15. Enhance your personal success 16. ? Mini-Exercise: When Can I Apply These Skills? Use the skills in this workshop to be more successful when you: Are looking for a greater challenge Have strong ideas on how something should be changed Receive a promotion into a formal management position Are new to a division/department and want to make a difference Have a vision for your unit that you would like to make a reality Are up for a promotion at work Become the member of a new team Would like to take more control of your life Step-in and provide informal leadership when the designated leader is failing Which situation do you face? Successful Transition to Excom People Elements, 2004. All Rights Reserved. 4 Starw ood Asia Pacific Hotels & Resorts The Six (6) Myths of Leadership 1. Great Leaders are born that way Sure, some people were born with innate style preferences, and have developed certain traits and characteristics that enable them to be a successful leader in certain situations. Whether a natural leader consciously knows this or not, even natural leaders must follow a process to replicate leadership success. However, this is not enough. Effective leaders must have flexibility to adapt to the situation, providing the right kind of leadership for the situation. Just as a hammer is an important tool but not t