1. Developing Service Leadership David L Jones, Ph.D. Associate Professor Hong Kong Polytechnic University

2. What Ever It WasThat Got YouTo Where You Are Today,Is Not Sufficient to Keep You There , 3. ! 4. What We Will Cover Best Sellers/Academics Characteristics/Types of Leadership Open Leadership Service Leadership Admired Leaders Profiles of Leaders My Admired Leaders Global Leadership Blue Ocean Strategy/Co-creation Where do you begin? Putting Global Leadershipto Work Communicating to customers and employees 5. General LeadershipCharacteristicsBest Sellers & Academics 6. Good to Great Jim Collins Who before What or Where Fox and Hedgehog Fox Knows many small things Hedgehog Knows one big thing Which is best? Stop doing list Level 5 Leadership = ProfessionalWill and Personal Humility 7. Hedgehog Three Circles What you can be the Best in the World at What drives your economic engine Makes a profit What you are deeply passionate about 8. Ways CEOs LeadFarkas & Wetlaufer Strategy Approach Analyzing data Human-Assets Approach Managing one person at a time Expertise Approach Championing knowledge Box Approach Designing and maintaining control Change Approach Upending status quo 9. Conclusions No one way is best Need a consistent approach Clarity, Consistency, Commitment Not a matter of personality 10. The Leadership Challenge Kouzes & Posner Model the way Inspire a shared vision Challenge the process Enable others to act Encourage the heart 11. Creditability Foundation of Leadership Common Phrases They practice what they preach They walk the talk Their actions are consistent with their words They put their money where there mouth is They follow through on their promises They do what they say they will do 12. Open Leadership Charlene Li Definition Having the confidence and humility to give up the need to be in controlwhile inspiring commitment from people to accomplish goals 13. New Rules of Open Leadership 1. Respect that your customers and employees have power 2. Share constantly to build trust 3. Nurture curiosity and humility 4. Hold openness accountable 5. Forgive failure 14. 10 Elements of OpennessInformation Sharing Explaining Updating Conversing Open Mic Crowdsourcing PlatformsDecision Making Centralized Democratic Self-managing Distributed 15. Four Goals Define Open StrategyDialogLearnSupport Innovate 16. Engagement Pyramid: DialogCurating ProducingCommenting Sharing Watching 17. Country ComparisonsWave 2 - January 2010Asia Western World SouthChina India Japan France Germany Australia CanadaUKUSAKorea Watchers86.0% 89.3% 89.6% 70.4%75.4% 69.1%72.8%81.9% 78.9% 78.1% Sharers74.2% 64.6% 82.5% 29.2%48.9% 46.3%59.7%63.9% 61.8% 63.0%Commentators62.1% 76.2% 61.4% 21.7%35.6% 32.8%33.0%35.5% 31.9% 34.4%Producers59.1% 53.1% 56.0% 28.0%20.2% 26.9%22.8%26.3% 21.1% 26.1% 18. Who Supports Open Leadership? CollaborativeIndependentPessimist Optimist 19. Other Leadership Styles and Behaviors Management-by-exception Directive Leadership Participative LeadershipContingent Reward Laissez-faire Intellectual Stimulation Individualized Consideration Inspirational MotivationIdealized Influence Delegative Leadership Consultative Leadership 20. Service LeadershipCharacteristics 21. Qualities of Service Leaders Berry Service Vision Belief in Others Love of the Business Earn Trust 22. Service Vision Focus on details and nuances ofservice Bonding with customer Words and behavior Vision versus Idealism 23. Belief in Others Capacity of others to achieve Not bosses, but acting as a coach 24. Love of Business Motivated to teach the business Pass it on to others Passion for service 25. How You Can Show It 1 Customers are the reason we are here Sell customers what they want and what fits Emphasize quality of the product Be on the floor Make customers part of the operation 26. How You Can Show It 2 Know your services offered Show quality in everything Always smile You sell yourself. Customers come back becauseof they are friends Promote the hotel and restaurant 24 hours24 27. Earn Trust Doing the right thing Trusting the judgment, ability, andgoodwill of employees Fairness/equity 28. Teamwork Underlying variable to success Lessons from Geese Model leadership behaviors teamwork 29. Winning People to the Vision 1 They understand the purpose of their work. They feel they are members of an importantgroup. They have a sense of ownership of their work. They have high self-esteem. 30. Winning People to the Vision 2 They have management support. They have resources the time, tools, training todo the job they are being asked to do. They have the information about what is going on,what they are doing, and how well they are doing it. 31. Nurture Service Leadership 32. Promote Right People Footprints-in-the-Sand Test Past experience predicts future Stand for Something Test Vision of future Outside Leadership Test Volunteer organizations 33. Profiles of Service LeadersHospitality & Tourism 34. Drivers of CEO Reputation Burson-Marsteller Building CEO Capital (2001) Is believable Demands high ethical standards Communicates clear vision inside company Attracts/retains quality management team Motivates and inspires employees Cares about customers Manages crises/downturns effectively Communications clear vision outside company Increases shareholder wealth Executes well on strategic vision 35. Top 5 Qualities Employees Want in a GM Burwash The Key to Great Leadership Visibility Loyalty Respect Enthusiasm Value their opinion 36. Hospitality Innovative Leaders Berger, Ferguson & Woods Ability to juggle many tasks High energy levels Sense of humor People orientation Willingness to span job and companyboundaries in search of ideas andinformation 37. Hotel Best-Practice Champions Dube & Renaghan Passion to Serve Having the right attitude Relentless search for innovation Involvement with employees Leading People High emotional intelligence Knowledge of the job Setting an example Climate of openness Context of choice for employees Managing Process Like a Symphony Conductor Success is Never Final 38. Admired Hospitality Industry Leaders 39. Howard Shultz Starbucks Return to leadership after 8 year absence Shut stores for 3 hours for retraining Celebrate human connection Respect for the employee Creating value for the people who are doing the work and then value for customer Using social media Information not just from company, customers need to feel they are opting in and sharing Mainland China Need to see the world through Chinese lens therefore, local Chinese team 40. Isadore Sharp Four Seasons Golden Rule: Treat others as youwould have them treat you Mentor and Coach 3 Pillars: People, Product, Profit 41. Harris Rosen Rosen Hotels Entrepreneurship is a Defective Gene Built hotel company based on sellingthe lowest rate in town Comfort Inn ran 100% occupancy for 5years 100% No organization chart Love what you do, and work hard at it 42. My Most Admired Leaders Robert Kouk Shangri-la J. Willard and Bill Marriott Marriott 43. Robert Kouk Asian owned hotel group Shangri-la International Malaysian Chinese Worlds largest sugar trader 60% of world free trade Smart guy with contacts PIC Committees at hotels Political connections Forbes - #3 in global power elite Non Pretentious Inner Humility Competent Loyalty Close knit family Vision of China 44. J. Willard and Bill Marriott J. Willard Marriott, Sr. Employee first Treat employee right and hell treat customer well Taskmaster attention to detail Diversity of business Restaurants, hotels Airline catering Contrast to son Bill J. W. Marriott, Jr. Bill Same attention to detail Hands-on manager More financially driven Hotelier first Recently turned over leadership to non-family member 45. What Did I Admire? 46. Determining Characteristics Your Admired Leaders 47. Characteristics of Admired Leaders Ranking of Characteristics 1. Honest 2. Forward Looking 3. Inspiring 4. Competent Cross-Cultural Differences Korea and Singapore ranked Forward- Looking ahead of Honest 48. Exercise IGroup Discussion of Characteristics Brainstorm the characteristics of your AdmiredLeaders Use what has been presented Add your own ideas 1. List as many as you can as a team 2. Determine the top 5 characteristics important to you and your group 49. Exercise II -Establishing an Individual Service Leadership Objective Focus on one characteristic you want to target and/orimprove about your leadership style Determine three (3) actions you will take to work on thischaracteristic 30 Day Follow-up for you to consider30 Write a 1-page summary of what youve done How did you exemplify the characteristic? What did you change? How did it work? 50. Global Leadership What does it take to be a global leader as a company? 51. Addressing Key Questions What does it take to go global? What is global leadership? How to you get there? Putting theory into action Where do you go from here? 52. Keys to Global Leadership World is Flat Thomas Friedman Anywhere & Anyway Transperency New competencies needed Todays technology Gen X and Y One-to-One Dialog Customers and Team Members Social media as dialog, not advertising 53. How do we get there? 54. Blue Ocean Strategy Kim & Marborgne Red versus Blue Ocean . The aim of BOS is not to out-perform the competition in the existing industry, but to create new market space or a blue ocean, thereby making the competition irrelevant Strategy drives structure 55. Blue Ocean Grid 56. Co-Creation Prahalad & Ramaswamy Joint creation of value Allow the customer to co-construct Allow your team to co-construct Continuous dialog 57. Putting theory into action 58. How Do Find Your Blue Ocean? What niche do you fill no one else can? Differentiation Customers perceptions, not yours People & Service, not just product alone Who before What and Where Lifetime value of the customer Examples: Kimpton Hotels & Restaurants SHTM 59. Kimpton Hotels & Restaurants Every hotel tells a story, every restaurant has apersonality Business model: hotel and restaurant teams areseparate Uniqueness Wine Hour Pet Friendly Eco-Hotel Program Goldfish Bowl Leopard Print Bathrobes Key It all comes from customers 60. 1983 61. Award for Best Employer #16 of top 100 companies in the USA Traditions like the "Housekeeping Olympics," whichfeatures blindfolded bedmaking and the "vacuum dash,"and a $10,000 employee prize for best service keep thishotel operator from feeling like a big chain 62. 63. 64. Kimptons Blue OceanHighADRKORHOTEL GROUPLow ConventionalBoutique TrendyProduct 65. 66. Robes & Socks Annual Sales = 20,000 units of each 67. Using Co-Creation to Find the Blue Ocean How we created a degree in Convention &Event Management at SHTM Industry and Academic combination 68. Co-Creation Steps of SHTM Degree1. Form an industry task force 2. Task force co-creation What should an entry level manager know to besuccessful in the industry Competencies Future Leadership Industry and Academic3. Faculty determination of subjects4. Subject input from task force 5. Reconvened faculty to evaluate results 69. Resulting Blue Ocean Strategy First program in Hong Kong Planning and venue operations focuses Matched to associate degrees from otherinstitutions in Hong Kong Asian perspectives Real convention/conference planning subject 70. Where do you begin?How do you communicate it? 71. Open Leadership Revisited Company Perspective 72. 10 Elements of Openness Information Sharing Explaining Updating Conversing Open Mic Crowdsourcing Platforms Decision Making Centralized Democratic Self-managing Distributed 73. Social Media in Employee and Customer Communication Social Networking Sites Review Networking Sites 74. Exercise III Leadership characteristics/values Company Co-creation Management perspective Brainstorm the characteristics of GuangdongInternational Hotel Management Holdings Limited Consider individual leadership characteristics Add the vision, values, marketing of company 1. List as many as you can as a team 2. Determine the top 5 characteristics important to you and your group 75. Exercise IV Putting it into action1. Determine which of the five top characteristics gives you the best chance at a Blue Ocean 2. Determine how you will communicate it using social media One (1) action to employees One (1 ) action to customers 76. Keys to Asian Hotel Leadership My Perspective of the Blue Ocean 77. Lifetime Value of Customer Understanding of lifetime value of customer, nottransaction view Chinese Guanxi Revenue and profits by average customer over alifetime by segment Increased average purchase, frequency of visit,life 78. Asian Principles 3 Plus 1 Factor Respect for elders Face Giving it Work before self Importance of the status of working fora hotel Plus factor: Educational Sponges 79. The Possession of Facts is Knowledge, the Use of Them is Wisdom Thomas Jefferson 80. To Be Fond Of LearningIs Near To Wisdom Confucius 81. Thank You Xie Xie84