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An Interview with

An Interview with. Gregory Cavoli Vice President/General Manager Enterprise Holdings, Incorporated Group 57 Rebecca Lorfink Drexel University. Interview Protocol. Thursday, January 28, 2010 – 3:00 PM Enterprise Holdings Inc. Group 57 Administrative building, (Harrisburg, PA).

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An Interview with

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  1. An Interview with Gregory CavoliVice President/General ManagerEnterprise Holdings, IncorporatedGroup 57Rebecca LorfinkDrexel University

  2. Interview Protocol • Thursday, January 28, 2010 – 3:00 PM • Enterprise Holdings Inc. Group 57 Administrative building, (Harrisburg, PA)

  3. Early experiences that lead to success as a leader • First failure at Enterprise, early in career. • Did not receive desired promotion and acted inappropriately, almost left the company. • Mentor helped to point out behaviors and potential successes. • Realized that failure happens, can be seen as a learning activity. • Early failures help a leader to overcome adversity later in career.

  4. Effect of moods and emotions on style and decisions • Keep positive as much as possible, especially with employees. • Good attitude can help overcome others smarter and more naturally talented than you. • Keep personal life and emotions out of the workplace as much as possible. • Spend time with family and friends outside of work to keep centered.

  5. Encouraging others to stay emotionally healthy • Crucial to a productive, focused organization. • Encourage others to keep personal challenges at home, be positive at all times in public eye. • Formal training on work-life balance for all new hires. Includes money management and keeping healthy relationships.

  6. Three most important factors to being successful in this position • Having passion for the work. Being “fired up.” • High level of integrity. Must be able to be trusted at all times. • Personal drive to be the best. Extremely competitive.

  7. Personal weaknesses • Sometimes can get too passionate about an idea. • To overcome – step back and take a look at the situation from other points of view. Ask trusted others for opinions.

  8. How to get different opinions to reach a shared vision for the future • Have personal idea written down prior to initial meeting to refer to when others add in thoughts. • Allow individuals time to “hash it out.” • Be willing to consider other sides. • Never accept “whatever” as a response. • When a decision is made, work with opposition to obtain “buy in.”

  9. Advice for others in position • Be confident that opportunities exist. • Reach out to others and be willing to learn from them. • Accept that you do not know everything. • Work towards handling failure and adversity well.

  10. References Multiple articles from:(2008). Business Leadsership. In J. V. Gallos, Business Leadership. San Francisco: Jossey-Bass. Leadership. San Francisco: Jossey-Bass. • What Leaders Really Do? John P. Kotter pgs. 5–15. • Primal Leadership: The Hidden Power of Emotional Intelligence. Daniel Goldman, Richard Boyatzis, and Annie McKee. pgs. 16–25. • Leadership is Authenticy, Not Style. Bill George. pgs. 87-98. • Want Collaboration? Accept – And Actively Manage – Conflict. Jeff Weiss and Jonathan Hughes. Pgs. 349-361. • Learning for Leadership: Failure as a Second Chance. David L. Dotich, James L. Noel, and Norman Walker. Pgs. 478-485 Heifetz, R. A., & Linsky, M. (2002). Leadership on the Line. Boston: Harvard Business School Press.

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