SHELL’S APPROACH TO LEADERSHIP DEVELOPMENT: LEADERSHIP ATTRIBUTES
Updated July 2015
1. High Level Definitions
Authenticity Growth Collaboration Performance
• Inspire by personal integrity and • Set direction which focuses on • Drive competitive performance • Create credible, competitive and
transparency sustainable commercial value through strong external affordable plans
• Lead with a clear sense of • Active in external environment partnerships • Lead delivery through
purpose for new ideas and opportunities • Work across internal boundaries engagement and accountability
• Share an honest point of view, • Adapt the business to changes in with speed and simplicity • Focus effort on the bottom line
staying curious to other the environment, taking risks • Embrace diversity and inclusion • Personally develop people to
perspectives and innovating in pursuit of business outcomes deliver business performance
• Maintain resilience under • Uncompromising on safety, • Influence without formal • Continuously improve processes
pressure ethics & compliance authority to enhance competitiveness
• Make decisions with recognition • Build solutions which meet
of the impact on Shell’s customer needs
reputation
Note : In addition to these Attributes, effective Leadership requires technical/functional domain expertise according to relevant professional competences.
NOT TO BE SHARED EXTERNALLY OF SHELL
2. Leadership Attribute by Leadership Group
Note: This model is cumulative and collectively sufficient:
• Across the Leadership Groups, e.g. the behaviours at the Leader of Team level continue to apply at Leader of Community level
• To be effective, Leaders need to demonstrate competence across all four areas (e.g. demonstrating competence in Performance at the expense of Growth
would not yield a successful leadership profile)
High Level Definition Individual Performer Leader of Team Leader of a Community Strategic Leader Broad Integrative Leader
Person without direct Front line leader of individual Leader of team leaders Leader of a business line or Leader of a business that
reports performers function operates across the value chain
• Inspire by personal • Act with personal • Act with integrity and • Champion and role • Drive a culture of • Uphold the highest
integrity and integrity and transparency, even in model high standards integrity and standards of integrity and
transparency transparency difficult situations of integrity and transparency across transparency in all internal
transparency the business and external relationships
• Lead with a clear • Demonstrate values • Share underlying • Help others to find • Share a clear sense of • Communicate a personal
sense of purpose and beliefs through personal values, and why personal purpose in personal purpose and leadership purpose which
actions they are important their work how it aligns to the is aligned with a broad
business agenda industry or societal agenda
Authenticity
• Share an honest • Share opinions openly, • Openly discuss own views • Share difficult • Acts as a role model • Acts as a role model for
point of view, yet respectfully and perspectives messages regardless of for honest and open honest and open
staying curious to • Actively encourages the audience communications communications
other perspectives others to share their • Create an environment • Curious to relevant • Curious across a wide
views/opinions where people are perspectives within range of interests within
expected to share and and outside of the and outside of the
build on others' ideas organisation organisation
• Maintain resilience • Stay present and • Role model and build • Demonstrate resilience • Resilient whilst • Demonstrate and maintain
under pressure focused in a range of resilience amongst the even whilst working navigating difficult resilience in the face of
situations team through the most leadership dilemmas significant challenges and
challenging issues and increasing across a range of
complexity issues/contexts
NOT TO BE SHARED EXTERNALLY OF SHELL
High Level Definition Individual Performer Leader of Team Leader of a Community Strategic Leader Broad Integrative Leader
Person without direct Front line leader of Leader of team leaders Leader of a business line or Leader of a business that
reports individual performers function operates across the value chain
• Set direction which • Understand own • Align team targets to • Translate business • Create and • Create opportunities for
focuses on business and how it business goals strategy into a clear communicate a sustained growth across
sustainable makes money and direction focused on compelling strategy the full value chain
commercial value creates value for Shell commercial value which builds
commercial value
• Active in external • Curious about the • Bring ideas from the • Build and leverage a • Strategically build a • Act as an ambassador for
environment for new external business external environment broad external network in broad external Shell
ideas and context into Shell order to bring about new network for short and • Create opportunities for
opportunities • Encourage the team to insights and opportunities long term value senior leader involvement
find and apply ideas • Open doors for others to • Establish clear in external representation
from outside Shell build their external expectations for
network external networking
and hold people
accountable
• Adapt the business • Innovate within scope • Champion new ideas • Balance analysis and risk- • Anticipate and adapt • Disrupt the business to
to changes in the of own role which bring about taking in the pursuit of to market drive competitive
Growth
environment, taking • Embrace change business value opportunities developments, taking performance
risks and innovating • Create an environment risks on new ideas to • Drive a mindset of
where people are add value sustainable change
appreciated for • Build a culture which
developing new encourages people to
approaches in response drive change which
to changes in the creates value
business/market
• Uncompromising on • Unreservedly commit • Quickly and visibly • Set clear expectations and • Create a culture of • Champion the commercial,
safety, ethics & to acting safely and intervene to manage hold people to account uncompromising competitive and regulatory
compliance ethically safety and compliance for safety, ethics and standards on safety, imperatives for
risks compliance standards ethics and compliance uncompromising standards
on safety, ethics and
compliance
• Make decisions with • Mindful of the impact • Actively consider the • Protect Shell's reputation • Enhance Shell's • Establish the external
recognition of the of own behaviour on impact of own when making operational reputation through reputational context for
impact on Shell’s Shell's reputation decisions on Shell's or commercial decisions responsible decisions organisational decision
reputation reputation and actions making
NOT TO BE SHARED EXTERNALLY OF SHELL
High Level Definition Individual Performer Leader of Team Leader of a Community Strategic Leader Broad Integrative Leader
Person without direct Front line leader of individual Leader of team leaders Leader of a business line or Leader of a business that
reports performers function operates across the value chain
• Drive competitive • Establish strong • Role model and hold • Create the conditions • Embed a culture which • Create the structure and
performance working relationships others accountable for for others to build supports mutually practices for external
through strong with external suppliers building strong strong relationships beneficial external relationships which drive
external and customers relationships with with external partners partnerships competitive performance
partnerships external partners
• Work across internal • Work within and • Collaborate effectively • Remove barriers which • Coordinate delivery • Establish alignment and
boundaries with across teams to get with other parts of the get in the way of cross- across boundaries to shared purpose across
speed and simplicity the job done with organisation team collaboration achieve business boundaries in pursuit of
speed and simplicity outcomes business outcomes
• Embrace diversity • Understand the • • Set clear expectations • Role model inclusion •
Collaboration
Leverage diversity and Champion the commercial
and inclusion in performance impact of inclusion as a way of for diversity and and diversity as a way and competitive context
pursuit of business diversity and inclusion improving performance inclusion, and embrace of driving business for diversity and inclusion
outcomes them in the pursuit of outcomes
business outcomes
• Influence without • Deploy a range of • Apply a range of • Role model and • Influence in a wide • Influence for internal and
formal authority communication and approaches to influence support others in using range of situations to external alignment across
influencing styles key stakeholders a wide range of drive business the value chain
regardless of their status influencing approaches outcomes
and role
• Build solutions which • Explore and • Build solutions which • Build a sustainable • Set business priorities • Build a customer-focused
meet customer understand meet the needs of the approach to meet which are aligned with organisation
needs customer/stakeholder customer/stakeholder customer/stakeholder the needs of the
needs and needs customer/stakeholder
perspectives
NOT TO BE SHARED EXTERNALLY OF SHELL
High Level Definition Individual Performer Leader of Team Leader of a Community Strategic Leader Broad Integrative Leader
Person without direct Front line leader of individual Leader of team leaders Leader of a business line or Leader of a business that
reports performers function operates across the value chain
• Create credible, • Actively participate in • Establish clear and • Translate business • Create plans for the • Gain alignment for the
competitive and planning/prioritising of specific outcomes for the plans into specific business/function business/functional plans
affordable plans own work team to deliver operational outcomes which are credible, across key organisational
competitive and interfaces
affordable
• Lead delivery • Know what is expected • Ensure people have the • Anticipate and remove • Ensure that the • Engage key contributors
through engagement in terms of own clarity/capability they barriers/blocks to organisation is clear on across the value chain for
and accountability delivery need to be able to deliver delivery priority outcomes and shared clarity on
• Commit to and take • Create clear • Role model has the resources and outcomes, priorities and
personal commitments and commitment and hold capability to deliver resourcing
accountability for the accountability within the others to account for • Hold people to account • Drive the practice of
delivery of outcomes team delivery for delivery of commitment and
commitments accountability across the
full value chain
Performance
• Focus effort on the • Understand own • Connect team member's • Drive a focus on • Focus the organisation • Optimise commercial
bottom line contribution to Shell's activities to the bottom bottom line results on delivering bottom performance across the
bottom line line across the community line results for the full value chain
Enterprise
• Personally develop • Provide feedback and • Coach and develop own • Create stretch • Ensure robust • Keep a constant overview
people to deliver support to peers team to deliver business opportunities for leadership succession of critical talent needs
business • Ask for feedback, and performance people in pursuit of is in place to drive across the organisation
performance take action on it • Let team members know business outcomes future performance • Set expectations and
how they are performing • Hold team leaders to • Hold all leaders priorities for the
through open and honest account for providing accountable for development of business
conversations performance feedback developing the critical capabilities across
and coaching their capability within their the organisation
team teams
• Continuously • Seek ways to improve • Set expectations for and • Create a culture of • Challenge the • Drive systemic and
improve processes to existing role model continuous continuous organisation at all sustained continuous
enhance practices/processes improvement improvement levels to continuously improvement across
competitiveness drive out inefficiency interfaces
and waste
NOT TO BE SHARED EXTERNALLY OF SHELL
