OPEN SOURCE MANAGEMENT Leadership Training www.osminternational.com 1

Slides www.paoloruggeri.net

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.osminternational.com 10

DIFFICULTIES WITH PEOPLE

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

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 They think that all their lives and misfortunes are or have been dependent upon others and circumstances SELF DETERMINED They see themselves as «the cause» only of the activities performed directly but cannot «accept blame» for other people mistakes. They will not reach their goals LEADERS They see themselves as the cause of their actions but also as the cause of other people actions and activities.

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 REACTIONS 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».

Leadership Training Part 2 OPEN SOURCE MANAGEMENT Leadership Training Part 2 www.osminternational.com 27

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

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 they have another goal

The Demotivating Person Behind business failures Broken Families Life becomes really hard

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

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 or your career?

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 employees Pressing but not important problems Quadrant IV Useless actities you generally do when you’re burned out Facebook/Instagram 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

«The main difference between me and an average 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 them for something specific (and true). Don’t say «But» – «However». Pause. «Now…. State the thing they have to improve in a clear manner making sure they get it and obtain their agreement» End off by saying that however you really appreciate how they are doing and that you expect them 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 they have another goal

EXERCISE

THE WORLD IS BASED ON 2

STUDY (IMPROVE YOURSELF)

THE COMPANY MIRRORS THE MANAGER 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