The leader's point of view handout Kathy Davanzo

1. 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, If you do things well, do them better. Be daring.
feelings, and plans in writing to co-workers has Be first. Be different. Be just.
been a habit of mine since 1986. Anita Roddick, founder of The Body Shop
Howard Shultz, CEO Starbucks
I tell our teams, make timely decisions, not perfect He rebuilt the company with a philosophy of being
decisions. In our business late and perfect is not tough-minded on the standards and
a great solution. tenderhearted with the people.
Anne Mulcahy, Chairman, Xerox Corp. Douglas Conant, CEO Campbell Soup Company
She (mother) impressed upon me the importance …you need purpose and you need passion.
and power of people and relationships, of Those are two very important things to melt
participating in the lives of others. She showed together and make sure you're being fulfilled
me that people can be a source of inspiration and because you don't want to wake up in the morning
support. and dread the day. You want to wake up in the
Mike Robert, President, McDonald’s Corporation 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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2. Creating Leaders Leadership Self-Identity/Self-Concept
Heritage Self-construal – how we define ourselves in personal, relational and
collective terms (I am a leader. I am an HR professional.)
Position
Traits Self-esteem – our own positive and negative evaluations by which we
measure ourselves. (I am a good leader. I am a poor leader.)
Style
Competencies Self-consistency – the stability, over time, of our values and beliefs.
(I have always believed…Sometimes I believe…)
Relationship
Strengths Self-efficacy – our belief in our ability to act in ways necessary to
Leadership Self-Identity 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 • Difficult tasks are threats to be avoided.
mastered.
• Set challenging goals and maintain a • Have low aspirations and a weak
strong commitment to them. commitment to chosen goals.
• Heighten and sustain efforts in face of • Slacken efforts – give up quickly in face of
difficulties, obstacles or even failure. 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 • Dwell on personal deficiencies, obstacles
deficient knowledge or skills all of which and adverse outcomes rather than on
can be acquired. “how” to perform successfully.
• Approach threats with assurance they can • Shy away from difficult tasks they see as
exercise control over them. 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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3. 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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4. 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
727-302-9170
www.codapartners.net
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