国际酒店高层培训课英文版.doc
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1、Turn 3Successful TransitionTo EXCOMParticipant Learning GuideDate:_Participant:_Facilitator:_Starwood Cares Leadership University“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 KoPresidentStarwood Asia Pac
2、ificThe 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 Asso
3、ciates from all levels, and to maximize their chances of success when they move into new and more complex leadership and managerial roles.“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 MonahanThe concept of Lea
4、dership 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 nav
5、igate 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, t
6、here 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. Turn 1: From Associate (Individual Contributor) to Supervisor (Managing a Small Team). The work focus will shift from doing on
7、es 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 dem
8、and 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 strat
9、egically, 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 tra
10、de-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 relianc
11、e on Functional Heads and EXCOM members and the ability to get them to work together for the good of the overall business.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 c
12、ompetencies. The SCLU is dedicated to create programs dedicated to develop these competencies. About this ProgramThis 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/t
13、eam, 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. Table of ContentsStarwood Cares Leadership UniversityiAbout this ProgramiiiExercise: Finish the Sentence!1In
14、troduction to Leadership2Why is Leadership Important?2Why Are We Here?2Exercise: Which Benefits do you Want?3Mini-Exercise: When Can I Apply These Skills?3The Six (6) Myths of Leadership4Exercise: What Will I Learn?6Self-Assessment What Are My Current Behaviors?7Exercise: What Have Been Your Experie
15、nces?9Learning Model One What is the Difference Between Management and Leadership?10How is Management and Leadership Different?12How do they Compare and Contrast?13Learning Model Two What is Leadership?14What are the Four (4) Main Theories of Leadership?15Mini-Exercise: Whom would you follow?15Mini-
16、Exercise: What inspires you?18What are the Six (6) Elements of Leadership?19What are the Six (6) Actions of Great Leaders?20Mini-Exercise: Who do you think?20Learning Model Three How do Leaders Influence Results?21How Does a Leader Influence Desire?22What is the Motivation Cube?22What are the Intrin
17、sic Elements of Desire?23How do we Increase Credibility?24Case Study: The Good and the Bad25Section Knowledge Check26Exercise: Debrief and Action Planning27How to . . . Achieve Results Through Leadership?28EA 1 Understand Yourself29Summary - The Four Styles31Style 1 Careful32Style 2 Challenger33Styl
18、e 3 Champion34Style 4 Considerate35Summary of Communication Styles36Exercise: Gallery Walk!37Self-Exercise: What me!38Self-Exercise: Core Beliefs and Virtues Clarification40Case Study Part One: Chouyins Dilemma41EA 2 Evaluate the Leadership Situation42EA 2 Evaluate the Leadership Situation42What are
19、 the Four (4) Leadership Approaches?43Approach I: Affecting44Approach II: Inspiring45Approach III: Directing45Approach IV: Clarifying45Exercise: Which Approach Works Best?46Example: Leadership Situation Evaluation Worksheet53Case Study Part Two: Chouyins Dilemma54EA 3 Build Positive Relationship Bon
20、ds55Case Study Part Three: Chouyins Dilemma65EA 4 Influence the Situation66Mini-Exercise: Say What?74Extra: Create a leadership development system within your unit77Exercise: What would you do?78Case Study Part Four: Chouyins Dilemma80EA 5 Have a Leadership Plan to Achieve Results81The Eight (8) Cri
21、tical Elements of a Plan82Exercise: Create a vision statement83Mini-Exercise: Are they or are they not?86Unit Leadership Plan89Conclusion:92Exercise: Remember this!93Mastery Demonstration: Create a Plan94Performance Change Action Planning:95References - For additional reading try:96Exercise: Finish
22、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
23、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 lead
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