An overview of the Top Gun program and the topics covered.
| CONTENT |
Key dates and milestones for the program.
Spaces are limited. See an overview of the cadet selection process.
Overview of the strategic thinking workshop and curriculum.
Introduction to the second workshop, focused on leadership.
The final workshop, covering financial acumen and partner relations.
The final part of the program - group presentations to the executive team.
ABOUT
Top Gun is Levy’s premier Talent Development program, designed to develop future leaders in preparation for either Regional or Marquee
Property Leadership roles.
Top Gun includes:
• Live workshops focused on Leadership, Strategic Thinking and Entrepreneurial Partner Relations
• Self-awareness skill building including GIA, Leadership 360, and Emotional Intelligence assessment
• Teamwork activities, including a final team presentation to the Levy Leadership team.
STRATEGIC THINKING PARTNER RELATIONS
Focus: Finance & Partner Relations
Location: TBD
Focus: Team Presentations to the Executive Team
Location: Chicago
TOP GUN SELECTION PROCESS
Spaces in the Top Gun program are limited. Selecting the right people to participate at the right time is critical. The selection process is a robust, three step assessment designed to assess readiness for the program. All applicants will recieve a debrief of their results and a customized development plan.
general in T elligen C e a SS e SS men T ( gia )
Aptitude has been widely acknowledged as the most important predictor of job success. The General Intelligence Assessment (GIA) is a cognitive ability assessment that can help to predict how quickly an individual will take to get to grips with a new role.
The assessment measures a range of dimensions including word meaning, numerical speed and accuracacy, perceptual speed and reasoning. Results will be benchmarked against high performing Vice Presidents of Hospitality Strategy.
Applicants need to have been identified as high potential in Levy’s annual Talent Review process and score above target on their annual review.
vi D eo in T erview SUB mi SS ion
The video interview selection will capture key candidate information and assess ability in relation to our core competencies. Interviews last around 10-15 mins. Additional information on our organizational competencies can be found here.
T alen T an D ann U al review S
Elevating our performance as a Company requires strategic leaders. The Strategic Thinking workshop explores;
• Interpreting data and using it to generate strategic insights
• Utilizing Critical Thinking skills to better understand strategic issues and opportunities
• Applying different strategic models to analyze business situations
• Chess not checkers (Book)
• Your strategy needs a strategy
• Resource based view of the firm
WORKSHOP TWO
This workshop takes an in-depth look at participants natural leadership style building self-awareness around their strengths and opportunities.
Special focus is given to allyship and developing others.
OVERVIEW
w H a T’S C overe D?
• Leadership and building adaptive capacity
• Understanding your 360 & TEIQ reports
• High Performance Coaching
• Team Dynamics and Organizational Competencies
• How to be an effective ally
The Trait Emotional Intelligence Quotient (TEIQ) Assessment measures 15 EQ dimensions, building a highly personalized view of an individual.
360 review
Our bespoke 360 assessment collects feedback from a range of stakeholders on your leadership style and how you compare to our organizational competencies.
WORKSHOP THREE
Leaders in our organizations need to expertly manage partner relations and the financial health of their business. This workshop explores the best practices from the Compass Strategic Alliance Group (SAG) and looks at the dynamics of our Capital Investment processes.
• Overview of the Strategic Account Group process
• Using DISC to build powerful business relationships
• Negotiation techniques
• Corporate Finance and contract
success drivers overview
The Strategic Alliance Group was developed in 1995 as a result of negative net growth results.
In their nearly 30 years of existence, Compass have never had a retention rate lower than 98%.
Typically over 80% of the accounts SAG retain in our portfolio are retained premptively, driving a compound effect on value profit.
PARTNERSHIP
FINAL MISSION
The Top Gun program culminates in a final mission. Participants will work in teams to address a strategic business need identified by the Levy Leadership Council. Each workshop will be used to further refine and develop the proposal prior to the final presentation.
The purpose of the final mission is apply our best and brightest leaders to opportunities or challenges the organization is facing. It’s also an opportunity to demonstrate the skills you have learned and gain face time with senior Levy Leaders. You will present as part of a team for 5-10 mins with your presentations scored and feedback collected from the panel.
Example One | Subsectorization
The team analyzed the opportunities and challenges of the emerging cultural attractions market, recommending an approach and org design for the future.
Example One | Quartermaster
This team identified the opportunity to leverage Levy’s scale to develop an internal store and program for managing reusablessaving money and improving quality.
