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Kathryn W. Davanzo, SPHR 6860 Gulfport Blvd. S. #343

St. Petersburg, FL 33707 Kathy@codapartners.net

727-302-9170 www.codapartners.net

The Leader’s Point of View (P.O.V.)™: A New Paradigm for Leadership Development 2011 HR Florida State Conference – Master Series

1. When did you first acknowledge to yourself or others that you are, or could be, a leader?

2. How did you become a leader?

3. What makes leaders leaders?

4. How does what you believe about yourself influence the kind of leader you are, or are becoming?

5. How can we best develop individual and organizational leadership capacity?

What We Believe Drives What We Do

Candidly expressing my business philosophies, feelings, and plans in writing to co-workers has been a habit of mine since 1986. Howard Shultz, CEO Starbucks I tell our teams, make timely decisions, not perfect decisions. In our business late and perfect is not a great solution. Anne Mulcahy, Chairman, Xerox Corp. She (mother) impressed upon me the importance and power of people and relationships, of participating in the lives of others. She showed me that people can be a source of inspiration and support. Mike Robert, President, McDonald’s Corporation

If you do things well, do them better. Be daring. Be first. Be different. Be just. Anita Roddick, founder of The Body Shop He rebuilt the company with a philosophy of being tough-minded on the standards and tenderhearted with the people. Douglas Conant, CEO Campbell Soup Company …you need purpose and you need passion. Those are two very important things to melt together and make sure you're being fulfilled because you don't want to wake up in the morning and dread the day. You want to wake up in the morning and seize the day. Mindy Grossman, CEO HSN, Inc.

1. How is this belief likely to be evident in the actions of this leader?

2. How is this belief likely to be evident in how and with whom this leader forms relationship?

3. When faced with a difficult decision of significant consequence how is this belief likely to influence the decision making process and the decision itself?

What Do You Believe? How Do Your Beliefs Drive What You Do?

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Creating Leaders

Heritage

Position

Traits

Style

Competencies

Relationship

Strengths

Leadership Self-Identity

Leadership Self-Identity/Self-Concept Self-construal – how we define ourselves in personal, relational and collective terms (I am a leader. I am an HR professional.) Self-esteem – our own positive and negative evaluations by which we measure ourselves. (I am a good leader. I am a poor leader.) Self-consistency – the stability, over time, of our values and beliefs. (I have always believed…Sometimes I believe…) Self-efficacy – our belief in our ability to act in ways necessary to successfully accomplish a specific goal. (I can do this. I cannot do this.)

Self-Efficacy

High Leadership Self-Efficacy Low Leadership Self-Efficacy

• Difficult tasks are challenges to be mastered.

• Difficult tasks are threats to be avoided.

• Set challenging goals and maintain a strong commitment to them.

• Have low aspirations and a weak commitment to chosen goals.

• Heighten and sustain efforts in face of difficulties, obstacles or even failure.

• Slacken efforts – give up quickly in face of difficulties.

• Quickly recover after failure or setback.

• Slow to recover – lose faith in own capabilities after failure or setback.

• Failure attributed to insufficient effort or deficient knowledge or skills all of which can be acquired.

• Dwell on personal deficiencies, obstacles and adverse outcomes rather than on “how” to perform successfully.

• Approach threats with assurance they can exercise control over them.

• Shy away from difficult tasks they see as personal threats

They are able who think they are able. Virgil

If you think you can do a thing or think you can't do a thing, you're right. Henry Ford

Sources of Self-Efficacy – Implications for Development

Mastery of Experience Vicarious Experiences Social Persuasion

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CODA’S Leader’s POV™ (Point of View)

Leaders with a Strong Self-Identity Are: • Acutely aware of theirs, and others, strengths and weaknesses and are able to leverage this awareness

to maximize effective communication, business processes, and outcomes;

• Actively exploring industry and leadership best practices and able to synthesizing information into actionable strategies;

• Able to define and cast a direction that resonates with their constituents and leads to desired actions and to maintain an appropriate sense of urgency around the direction.

• Highly skilled in execution strategies and systems to help others prioritize, select and follow through with the highest leverage actions.

What Happens When a Leader • Lacks Awareness • Does Not Explore • Provides No Direction • Fails to Act or Ensure Others Act

Ramifications for Leadership Development

Awareness – Acutely Aware of Self, Others and Context Leadership encompasses many things, and the “work” of a leader at any level in an organization demands a certain kind of self-awareness and focused attention. Ram Charan Assessment Instruments Reflective Practices Ask! Ask! Ask! Exploration – Continually Seeking and Synthesizing Information To change the conversation, change who is in the conversation. It is a really hard to see our own blind spots. Margaret J. Wheatley Inside and Outside – My Life, My Organization, My Industry, My Community History and Contemporary Reinforcing and Contradictory Direction – Defining and Casting a Vision The very essence of leadership is that you have to have a vision. You cannot blow an uncertain trumpet. Father Theodore M. Hesburgh, Former President, Notre Dame Preparing the Message Connecting to the Audience Selecting the Medium Action – Ensuring Skilled Execution Strategies and Systems If you don’t know how to execute, the whole of your efforts as a leader will always be less than the sum of its parts. Larry Bossidy, Former CEO of Honeywell International and Allied Signal

Contextual and Experiential Practice Opportunities Real World Applications

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Other Critical Development Components

Mentors Linked to Content and Context Collaborative Learning Capstone Experience

KATHY DAVANZO, SPHR - NATIONAL SPEAKER, TRAINER AND HR CONSULTANT

 Kathy uses her easy and genuine connection to her audience to create a highly interactive learning environment - incorporating stories, humor, thoughtful quotes and concepts, her experiences and the experiences of her audience into a dynamic, fast paced and informative event. Kathy provides keynotes and workshops to help: § Participants clarify and articulate their personal leadership point of view; recognizing that a

leader who can clearly define and communicate his or her strengths, experiences, and vision will experience greater and sustained leadership effectiveness.

§ Participants communicate to influence others in ways that do not rely on authority or power and in

situations that may involve tough issues, difficult relationships and/or critical consequences. § Organizations clarify their workforce readiness issues and their strategies for addressing them. Recently, her research and in-house training events have also focused on the way generational influences are impacting the way we lead and the way work gets done. Kathy holds a bachelor’s degree in English and Communications Education from Miami University and a master’s degree in Education from the University of Miami. Kathy’s professional career has included nine years as a Student Affairs Administrator at the University of Miami and the University of South Florida, seven years as the HR officer for Fortune 200 manufacturing company, nine years as the VP for Human Resources for a seven-state nonprofit agency and twelve years as a national speaker, trainer and HR Consultant. Kathy is also the President of Pelorus Leadership Group, Inc., an affiliate of Navigen Leadership, LLC, a certified administrator of the Leadership Spectrum Profile® and the Conflict Dynamics Profile®, a member of the Advisory Council for the Institute for Professional Development at Saint Leo University and a FAST Start Facilitator for the University of Tampa MBA program. Kathy is an avid sailor, and when not sailing, she and her husband Charlie reside in Gulfport, Florida. For More Information Contact: Kathy@CODAPartners.net 727-302-9170www.codapartners.net