Kathryn W. Davanzo, SPHR                                                                        6860 Gulfport Blvd. S. #34...
Creating Leaders                                Leadership Self-Identity/Self-ConceptHeritage                          Sel...
CODA’S Leader’s POV™ (Point of View)Leaders with a Strong Self-Identity Are:• Acutely aware of theirs, and others, strengt...
Other Critical Development ComponentsMentors Linked to Content and ContextCollaborative LearningCapstone Experience       ...
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Davanzo -The leader's point of view handout

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The leader's point of view handout

Kathy Davanzo

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  1. 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 Series1. 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 DoCandidly 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 ShopHoward Shultz, CEO StarbucksI tell our teams, make timely decisions, not perfect He rebuilt the company with a philosophy of beingdecisions. In our business late and perfect is not tough-minded on the standards anda great solution. tenderhearted with the people.Anne Mulcahy, Chairman, Xerox Corp. Douglas Conant, CEO Campbell Soup CompanyShe (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 meltparticipating in the lives of others. She showed together and make sure youre being fulfilledme that people can be a source of inspiration and because you dont want to wake up in the morningsupport. and dread the day. You want to wake up in theMike 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? Page 1 of 4
  2. 2. Creating Leaders Leadership Self-Identity/Self-ConceptHeritage Self-construal – how we define ourselves in personal, relational and collective terms (I am a leader. I am an HR professional.)PositionTraits Self-esteem – our own positive and negative evaluations by which we measure ourselves. (I am a good leader. I am a poor leader.)StyleCompetencies Self-consistency – the stability, over time, of our values and beliefs. (I have always believed…Sometimes I believe…)RelationshipStrengths Self-efficacy – our belief in our ability to act in ways necessary toLeadership 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 threatsThey are able who think they are able. VirgilIf you think you can do a thing or think you cant do a thing, youre right. Henry Ford Sources of Self-Efficacy – Implications for DevelopmentMastery of ExperienceVicarious ExperiencesSocial Persuasion Page 2 of 4
  3. 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 DevelopmentAwareness – Acutely Aware of Self, Others and ContextLeadership encompasses many things, and the “work” of a leader at any level in an organization demands acertain kind of self-awareness and focused attention. Ram Charan Assessment Instruments Reflective Practices Ask! Ask! Ask!Exploration – Continually Seeking and Synthesizing InformationTo change the conversation, change who is in the conversation. It is a really hard to see our own blindspots. Margaret J. Wheatley Inside and Outside – My Life, My Organization, My Industry, My Community History and Contemporary Reinforcing and ContradictoryDirection – Defining and Casting a VisionThe 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 MediumAction – Ensuring Skilled Execution Strategies and SystemsIf you don’t know how to execute, the whole of your efforts as a leader will always be less than the sum ofits parts. Larry Bossidy, Former CEO of Honeywell International and Allied Signal Contextual and Experiential Practice Opportunities Real World Applications Page 3 of 4
  4. 4. Other Critical Development ComponentsMentors Linked to Content and ContextCollaborative LearningCapstone Experience KATHY DAVANZO, SPHR - NATIONAL SPEAKER, TRAINER AND HR CONSULTANT  Kathy uses her easy and genuine connection to her audience to create a highly interactivelearning environment - incorporating stories, humor, thoughtful quotes and concepts, herexperiences and the experiences of her audience into a dynamic, fast paced and informativeevent. 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 influencesare 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 amaster’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 ofMiami and the University of South Florida, seven years as the HR officer for Fortune 200 manufacturingcompany, nine years as the VP for Human Resources for a seven-state nonprofit agency and twelve yearsas a national speaker, trainer and HR Consultant.Kathy is also the President of Pelorus Leadership Group, Inc., an affiliate of Navigen Leadership, LLC, acertified administrator of the Leadership Spectrum Profile® and the Conflict Dynamics Profile®, a memberof the Advisory Council for the Institute for Professional Development at Saint Leo University and a FASTStart 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.net727-302-9170www.codapartners.net Page 4 of 4

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