1 LEADERSHIP LEADERSHIP O PEN S OURCE M ANAGEMENT

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Generating Value 3

Comfort ZoneUncomfortable == Consuming valueCreating value

«Perspectives and opportunities in the wheat market»

OUT OF THE COMFORT ZONE

SOMETIMES THINGS ARE NOT AS THEY APPEAR

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

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. 12

13 PEOPLE MANAGEMENT PEOPLE MANAGEMENT O PEN S OURCE M ANAGEMENT

DIFFICULTIES WITH PEOPLE

Control To get things to go as you wish The ability to Start – Modify and Stop something or someone

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.

1) You are the one determining your people productivity and motivation. Even if you still do not know how, you are the cause! 20

EMOTIONAL RESPONSES Enthusiastic Cheerful Logical Bored Hostile Angry Resentful Anxious Sad Apathetic

If you want things to change you have to change first! 22

1) You are the cause! 2) The emotional level you have today is the best predictor of tomorrow’s success 23

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 1.Full appreciation for the work done (PRAISE) 2.To feel involved in work related problems 3.Understanding and concern for employee’s personal problems 4.Salary and commissions 5.Job Security 6.Interesting Work 7.Job Promotions and growing with the company 8.Management loyalty toward the staff 9.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 Wages Praise BonusesSharing Information/Plans ProjectsGenuine Interest Hard FactorsSoft Factors

1) You are the cause! 2) The emotional level you have today is the best predictor of tomorrow’s success 3) Soft motivation is the most important 30

1.Praise Often 2.Involve People 3.Interested genuinely in the success of others 31

MANAGE TIME 32

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

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35 Urgent Non Urgent Important Not 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 Quadrant III Some phonecalls 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

36 CRISIS Quadrant I Quadrant IIIQuadrant IV Quad. II Poor Manager Time Allocation

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

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

39 How to work on Quadrant II 1.Identify prevention, training and improvement activities (strategic progress) we would like to get done during the next few weeks. 2.Set aside IRREVOCABLE slots of time in your calendar to take care of such activities. Agenda + drill

1) You are the cause! 2) The emotional level you have today is the best predictor of tomorrow’s success 3) Soft motivation is the most important 4) Do today what will make a difference tomorrow 40

41 MANAGER EMOTIONAL STATE CHERFULNESS/STRONG INTEREST: Happy, productive and motivated people LOGIC: People are productive but a bit demotivated BOREDOM: People are productive but sense of belonging/group identity is decreasing

42 HOSTILITY: People get the job done because of fear rather than because of real motivation. They become just «Gofers». Initiative is missing. RAGE: People are just Gofers. Burn out. High turn over of the best people. RESENTMENT: The worst people stay on board. ANXIETY/APATHY Anarchy and state of neglect.

43 Strong Interest / Cheerful The feeling displayed toward other people when they are ineffective, unproductive or otherwise create problems is Strong Interest. Works on his staff’s positive sides.

WORK ON PEOPLE POSITIVE SIDES Positive Activity to be improved Positive 44

1) You are the cause! 2) The emotional level you have today is the best predictor of tomorrow’s success 3) Soft motivation is the most important 4) Do today what will make a difference tomorrow 5) Work on people positive sides 45

EXERCISE 46

Find the killer! 47

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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. 50