1. OPEN SOURCE MANAGEMENT
LEADERSHIP 1

2. Slides www.paoloruggeri.net

3. Generating Value

4. Comfort Zone Uncomfortable = = Consuming value Creating value

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

6. OUT OF THE COMFORT ZONE

7. SOMETIMES THINGS ARE NOT AS THEY APPEAR

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

11. 19% CONTROLS 85% WEALTH

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

13. 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.

14. OPEN SOURCE MANAGEMENT
PEOPLE MANAGEMENT 14

15. DIFFICULTIES WITH PEOPLE

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

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

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

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

20. 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

21. 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.

22. 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…”

23. 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…»

24. 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

25. 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!

26. 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

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

28. Find the killer!

30. 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

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

32. Two environments: MENTAL  MATERIAL

33. 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

34. 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 $ a year».

35. 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!

36. LEARN HOW TO MOTIVATE OTHERS

37. 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

38. 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

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

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

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

42. OPEN SOURCE MANAGEMENT
SECOND DAY 42

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

44. 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

45. 4) THE WORLD IS BASED ON 2

46. ARE YOU “BETTING” ON THE RIGHT PEOPLE?

47. 5 characteristics of people that should work with you

49. 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

52. MANAGE TIME

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

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

56. 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
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

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

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

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

60. 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

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

62. Passive Income > Life Style

63. 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

64. 7) Handle Internal Reasons
OPEN SOURCE MANAGEMENT
7) Handle Internal Reasons 64

65. 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

67. What we measure

68. You’re not your profile!

69. SENSE OF ORGANIZATION (focused, knows what to do)

70. 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

71. 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

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

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

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

75. 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

76. 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

77. «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

78. Each individual has + and -

79. IF I WORK ON POSITIVE SIDES- + - +

80. 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.

81. 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

82. EXERCISE

83. 9) STUDY (IMPROVE YOURSELF)

84. 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

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

86. MOST IMPORTANT COMMODITY. IT DOESN’T COME FOR FREE