1. 1 LEADERSHIP! LEADERSHIP! www.iprofile.bg O PEN S OURCE M ANAGEMENT

2. Slides www.paoloruggeri.net www.paoloruggeri.net 2

3. -5,5% +0,4% +1,8% +0,8% +1,1% +1,7%

4. 20% have strongly increasing sales and profitability WHY? 4

5. Tools and viewpoints no longer fit for the times 5

7. “The pike dies of experience and habits…”

8. 8 BUILDING VALUE THROUGH PEOPLE BUILDING VALUE THROUGH PEOPLE www.iprofile.bg O PEN S OURCE M ANAGEMENT

9. Generating Value 9

10. Comfort ZoneUncomfortable == Consuming valueCreating value

11. «Perspectives and opportunities in the wheat market»

12. OUT OF THE COMFORT ZONE

13. SOMETIMES THINGS ARE NOT AS THEY APPEAR

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

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

18. 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. 18

19. 19 PEOPLE MANAGEMENT PEOPLE MANAGEMENT www.iprofile.bg O PEN S OURCE M ANAGEMENT

20. DIFFICULTIES WITH PEOPLE

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

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

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

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

25. 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

26. 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.

27. 1) You are the one determining your people productivity and motivation. Even if you still do not know how, you are the cause! 27

28. EMOTIONAL RESPONSES Enthusiasm Cheerful Logical Bored Hostile Angry Resentful Anxious Sad Apathetic

29. If you want things to change you have to change first! 29

30. 1) You are the cause! 2) The emotional level you have today is the best predictor of tomorrow’s success 30

31. Find the killer! 31

32. 32

33. 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

34. GOALS When we don’t have clear (written) goals in life, it is life controlling us and not vice versa. 34

35. Two environments: MENTAL  MATERIAL

36. 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 36

37. 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». 37

38. 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! 38

39. LEARN HOW TO MOTIVATE OTHERS

40. 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

41. 41 Упражнение Добри условия за работа Ангажираност в проблемите на работата Дисциплина, която не потиска хората Пълно признание за свършената работа Лоялност от страна на ръководството Добро ниво на заплащане Повишения и израстване във фирмата Разбиране и истински интерес към личните проблеми Сигурност за работното място Интересна работа

42. 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

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

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

45. Internal Customers Needs Tangible Intangible Salary Wages Praise BonusesSharing Information/Plans ProjectsGenuine Interest Hard FactorsSoft Factors

46. 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 46

47. 1.Praise Often 2.Involve People 3.Interested genuinely in the success of others 47

48. MANAGE TIME 48

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

50. 50 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 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

51. 51 CRISIS Quadrant I Quadrant IIIQuadrant IV Quad. II Poor Manager Time Allocation

52. 52 CRISIS Quadrant I Quadrant II Effective Manager Prevention, training and improvement activities

53. 53 Working on “important and not urgent” activities the effective manager compresses the crisis of tomorrow

54. 54 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

55. 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 5) Do today what will make a difference tomorrow 55

56. LEADERSHIP 56

57. 57 Leadership Characteristics The first test of a leader is competence. Does the leader know what is he doing? Whoever manages should be capable of attracting attention and enthusing other people. A common denominator of all good managers is their ability to communicate, to be interested in the people they manage and to be able to understand the area of operations of their people. The ability to lead may also be composed of force and of the ability to ask people. All great leaders have a goal/dream they pursue with tremendous intensity. Communication is possibile in presence of leadership. Psychological competence. A leader has to have the ability of feeling affection for the people he manages (Empathy). A leader should be able to get the people he manages to develop affection for him.

58. 58 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

59. 59 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.

60. 60 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.

61. WORK ON PEOPLE POSITIVE SIDES Positive Activity to be improved Positive 61

62. 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 5) Do today what will make a difference tomorrow 6) Work on people positive sides 62

63. HIRE SMART 63

64. A BUSINESS IDEA IS AS VALUABLE AS THE PEOPLE WHO SUPPORT IT

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

66. 66

67. 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 5) Do today what will make a difference tomorrow 6) Work on people positive sides 7) Hire smart and beware of the scorpions 67

68. STUDY (IMPROVE YOURSELF)

69. 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

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

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