OPEN SOURCE MANAGEMENT LEADERSHIP www.osmconsultgroup.com 1

Slides www.paoloruggeri.net

Generating Value

Comfort Zone Uncomfortable = = Consuming value Creating value

Take up a challenge Take a scary (or tough) decision

OUT OF THE COMFORT ZONE

SOMETIMES THINGS ARE NOT AS THEY APPEAR

Are the colors of Square A and Square B the same???

19% CONTROLS 85% WEALTH

MANY OF THE PRACTICE AND ATTITUDES THAT BRING ABOUT PROSPERITY ARE COUNTER – INTUITIVE, THAT IS TO SAY APPARENTLY GOING AGAINST LOGIC

What are the ingredients of a prosperous group? A prosperous group is not just a collection of capable individuals. It is a collection of individuals who admire each other and like to spend time together. Their mutual love and comradery is the energy that gives strength to all of the group.

OPEN SOURCE MANAGEMENT PEOPLE MANAGEMENT www.osmconsultgroup.com 14

DIFFICULTIES WITH PEOPLE

Control To get things to go as you wish (the ability to influence something positively)

Influence explained 3) Control (influence) 2) Techniques/ Knowledge 1) Responsibility

Responsibility THE FEELING OF BEING THE ONLY ONE IN CHARGE OF SOMETHING = THE ABILITY TO SEE ONESELF AS “THE CAUSE”

PROBLEM CAUSE (=Source Point) EFFECT (=Receipt Point)

Cause and Effect To solve a problem or to handle succesfully a situation we need to see ourselves as “the cause” of such situation. If we aren’t able to do it, it is the situation that is controlling us. If we are not capable of seeing ourselves as «the cause» of the performance of our employees, we are indeed leaving the control to them. Case history scuola

The Scale of Effectiveness OTHER DETERMINED Someone who thinks that all his life and misfortunes are or have been dependent upon others and circumstances SELF DETERMINED One sees himself as «the cause» only of the activities performed directly but cannot «accept blame» for other people mistakes. He will not reach his goals GLOBAL INFLUENCER Sees oneself as the cause of his actions but also as the cause of other people actions and activities.

Causative Thinking When faced with a problem or with a disappointing situation, we can consider ourselves “the cause” or “the effect”. When we consider ourselves to be the effect, our thoughts or explanations have “another person” or “circumstances” as the subjects of what happened “He doesn’t understand…” “The market is slow…”

When we consider ourselves as «the cause» we use «MYSELF» or «ME» as the subject of what happened: «I wasn’t detailed enough in my explanations…» «My marketing needs improvement…»

The following thoughts belong to cause or effect ? He does not correct what I tell him She is not passionate enough The market is in a downturn He is disorganized She cannot get results He does not develop new business He does not execute my orders He is not motivated Non esegue gli ordini : qui si applica un dato ferreo : una persona non farà mai nulla che tu stesso non sai fare o che non hai voglia di fare Parla del fatto che tu gestisci aziende…ma se fossi un venditore …hai già venduto ?...se no sei morto..allora non ti seguirà mai Es….io non sono capace….e pretendo che lui me lo faccia ….lui mi troverà tutte le giustificazioni….adesso assumo uno bravo e quando lui chiederà al ragazzo di fare le cose , stranamente adesso lui le farà. Ma non si puo saper far tutto. Tu devi essere più bravo nell’organizazzione. E nella gestione delle persone ------------… ----------------- Non corregge quello che gli indico Non gli ho spiegato come fare il suo lavoro nel miglior modo ---------------- Se tu hai delle idee del genere stai dando la colpa a lui…e non collaborerà mai…entri in un giro di schiaffi ----------

1) You are the one determining your people productivity and motivation 1) You are the one determining your people productivity and motivation. Even if you still do not know how, you are the cause!

THE SCALE OF ATTITUDES Have fun – Joke about it Being logical Inspire – motivate - enlighten Have fun – Joke about it Being logical Disinterested - Bored Being Hostile - Seriousness Rage – Fighting Resentful – Hiding rage Anxious Sad Failure Solutions Opportunity Suocera = mother in law Pranzare = have lunch Make a step backward Pugnalare = stab her in the back Così va il mondo = that’s the way of the world… Inferiore = inferior Calciare = kick Impietosito = move someone to pity, touched Problems Succumb

If you want things to change you have to change first!

Find the killer!

If you are not really set in pursuing a goal, your brain will not show you all the opportunities that exist to make real progress

GOALS When we don’t have clear (written) goals in life, it is life controlling us and not vice versa.

Two environments: MENTAL  MATERIAL

GOAL A precise description of a particular scene that doesn’t exist at this moment in time but that we wish to actualize. A Dream

Exercise 5 Years from now Decide what you want – be clear and specific Handwrite your goals Write «I» and state as goal already reached – «I earn $ 100.000 a year».

1) You are the cause! 2) The emotional level you have today is the best predictor of tomorrow’s success 3) A leader has a dream!

LEARN HOW TO MOTIVATE OTHERS

Exercise 1. Good working conditions 2. To feel involved in work related problems 3. Non oppressive discipline 4. Full appreciation for the work done 5. Management loyalty toward the staff 6. Good salary level 7. Job Promotions and growing with the company 8. Understanding and concern for employee’s personal problems 9. Job Security 10. Interesting Work

WHAT DO THEY WANT Full appreciation for the work done (PRAISE) To feel involved in work related problems Understanding and concern for employee’s personal problems Salary and commissions Job Security Interesting Work Job Promotions and growing with the company Management loyalty toward the staff Good working conditions 10. Non oppressive discipline

MOTIVATION Get someone to demonstrate his competence and capabilities YOU ARE THE COACH!

MANAGER ORIENTATION From : Manager who does the job to Manager who gets others to do the job, Manager who creates capable people

Internal Customers Needs Tangible Intangible Salary Salary Wages Praise Bonuses Sharing Information/Plans Benefits Genuine Interest Hard Factors Soft Factors

OPEN SOURCE MANAGEMENT SECOND DAY www.osmconsultgroup.com 42

1) Praise 2) Involve your people (meetings, listening, numbers, goals) 3) Genuine interest for them as a person

1) You are the cause! 2) The emotional level you have today is the best predictor of tomorrow’s success 3) A leader has a dream! 4) Soft motivation is the most important

4) THE WORLD IS BASED ON 2

ARE YOU “BETTING” ON THE RIGHT PEOPLE?

5 characteristics of people that should work with you

NO CHANGE 2 months of patient training and no results or change (things go back on your plate) Your attempts to motivate the person backfire or are used against you If productivity keeps low, either the person has a difficult personal situation, either she has another goal

MANAGE TIME

URGENT VS. IMPORTANT What is that activity that when done regularly for the next months (years) would make a huge difference for your company?

Parkinson’s Law «The amount of time we have available to complete a task … …will be the amount of time needed to complete it».

Not Important Urgent Non Urgent Important Quadrant I Crisis Key activities of one’s hat Activities needed to make the budget quotas and to reach the goal of one’s hat Quadrant II Activities that will increase the potential of the restaurant, of personnel. Training and Motivation Strategic Progress Prevention Marketing Planning/Organizing Important Quadrant III Some phonecalls E-mail Certain meetings Do the work of one’s direct reports Pressing but not important problems Quadrant IV Useless actities you generally do when you’re burned out Facebook/Twitter Internet Physical Labor Etc Not Important

Poor Manager Time Allocation Quadrant I Quad. II CRISIS Quadrant III Quadrant IV

improvement activities Effective Manager Quadrant I CRISIS Prevention, training and improvement activities Quadrant II

and not urgent” activities the effective manager compresses Working on “important and not urgent” activities the effective manager compresses the crisis of tomorrow

How to work on Quadrant II Identify prevention, training and improvement activities (strategic progress) we would like to get done during the next few weeks. Set aside IRREVOCABLE slots of time in your calendar to take care of such activities. Agenda + drill

Passive (Automatic) Income Royalties (books, franchises, licenses) Bond coupons Pensions Rental income (apartments or companies) Interests Company Profits (Dividends)

Passive Income > Life Style

HOW TO BECOME RICH A) Exchange in abundance Work on your personality Give to the customer more than expected Become the best in your profession B) Apply the Principles of Financial Management in the company to create a surplus C) Build passive income D) The generated harmony and well being will help you attract even more money and opportunities

7) Handle Internal Reasons OPEN SOURCE MANAGEMENT 7) Handle Internal Reasons www.osmconsultgroup.com 64

MILLIONAIRE’S SUCCESS FACTORS (by Thomas Stanley) 1) To be honest with everybody 2) Being well disciplined 3) Getting along with people 4) Having a supportive spouse 5) Working harder than most people 6) Loving my career/business 7) Having strong leadership qualities 8) Having a very competitive spirit/personality 9) Being very well organized 10) Having an ability to sell my ideas/products

What we measure

You’re not your profile!

SENSE OF ORGANIZATION (focused, knows what to do)

From 100 to 70: Very organised, precise and orderly From 69 to 41: Organised, precise and orderly From 40 to 25: In general they organise their work, a little confused under pressure. From 24 to 10: Needs help organising their work. From 9 to -10: Often disorganised Below - 10: Very disorganised and lacking in concentration

HOW CAN WE HELP THEM? 1) Some micromanagement 2) Help them establish priorities (or role) 3) Help them with Time Management 4) Sometimes confusion/compromises

PROACTIVE Measures how far the individual considers himself/herself the cause when things go wrong

HOW CAN WE HELP? Teach her Cause and Effect (exercise) Teach her to become less touchy/sensitive.

TOLERANCE Individuals with weak tolerance tend to create disagreements, be critical or not truly understand the needs of others, particularly their unexpressed needs

From 100 to 45: tolerant, understanding, puts others at ease From 44 to 30: puts themselves in other people's shoes and makes them feel understood From 29 to 16: understands others' reasons pretty well From 15 to 0: understands others, not critical. From -1 to -20: decidedly critical, does not listen to or understand others From - 21 to -44: highly critical, concentrates on other people's defects and shortcomings From -45 to -100: extremely diffident, is critical and tends to blame others

HOW TO HELP? Make sure he understands what you tell him Make him concentrate on people positive sides (exercise on how to correct someone). Help him develop empathy

«The main difference between me and a mediocre artist is that I am able to see the statue that is trapped in the rock» - Michelangelo

Each individual has + and -

IF I WORK ON POSITIVE SIDES - + - +

SANDWICH CORRECTION Approach the person in a positive way and praise her for something specific (and true). Don’t say «But» – «However». Pause. «Now…. State the thing she has to improve in a clear manner making sure she gets it and get her agreement» End off by saying that however you really appreciate how she is doing and that you expect her to continue doing well.

NO CHANGE 2 months of patient training and no results or change (things go back on your plate) Your attempts to motivate the person backfire or are used against you If productivity keeps low, either the person has a difficult personal situation, either she has another goal

EXERCISE

9) STUDY (IMPROVE YOURSELF)

THE COMPANY MIRRORS THE OWNER 1) To grow as a company you need to have a program to improve yourself If you want things to change, you have to change first

“Millionaires have a system and the know-how to restore their enthusiam and energy when they lose it.” – Thomas Stanley

MOST IMPORTANT COMMODITY. IT DOESN’T COME FOR FREE