THE NEW LEADERS O PEN S OURCE M ANAGEMENT

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WHEN ARE WE GOING BACK TO NORMAL?

“ It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” “ It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” —Charles Darwin

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OVERSUPPLY

SME’s that are doing well 1) Handle the internal reasons 2) Get out of their comfort zone 3) Embrace Marketing 4) Measure Profits and Cash Flow monthly 5) Pursue an important goal 6) Incentivise and motivate Employees 7) The owners Study/Improve themselves

Tangible Capital (visible) Intangible Capital (invisible)

INTANGIBLE FACTORS ADD THE REAL VALUE TODAY! “Value today is added by what is around the product: by the application of creativity and intellectual capital”. – Tom Peters

PEOPLE

PROBLEMS IN MANAGING PEOPLE?

Control To get things to go as you wish

Responsibility –THE FEELING OF BEING THE ONLY ONE IN CHARGE OF SOMETHING –=–= –THE ABILITY TO SEE ONESELF AS “THE CAUSE” WHEN CONFRONTED WITH A PROBLEM WE CAN CHOOSE OUR ANSWER: CAUSE OR EFFECT?

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 will control 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 EXTERNAL CONTROL Someone who thinks that all his life and misfortunes are or have been dependent upon others CONTROL SOLELY OF ONE’S ACTIONS One sees himself as the cause only of the activities performed directly but cannot accept blame for other people mistakes or for what happens outside the company. He will not reach his goals INTERNAL CONTROL Sees himself as the cause of his actions but also as teh cause of other people actions and activities.

LEADERSHIP A LEADER IS SOMEONE WHOSE REQUESTS ARE EXECUTED WITH PRIDE. In order to develop leadership you must feel fully responsible for the behavior of the people you are leading. When something goes wrong it’s not them, IT IS YOU!

1) If you want things to change, the first one who has got to change it’s you.

MOTIVATION

The missing 80% Only 19% of Western Countries employees feel passionate about top goals in their organization. –Not emotionally connected to the leader/goal

Exercise 1. Good job conditions 2. Feel involved in job problems 3. A non overpowering discipline 4. Praise (appreciation) for the work he carried out 5. Loyalty of the direction to its employees 6. Good wage level 7. Promotion and advance together with the company 8. Understanding and interest for employee’s personal problems 9. Job Security 10. Interesting Job

What employees want from their bosses 1.Praise for the work they carried out 2.To feel involved in company’s problems 3.Understanding and interest for employee’s personal problems (true interest for the person) Job Security Good wage level Interesting job Promotion and advance together with the company Loyalty of management toward employees Good Job conditions A non overpowering discipline

MOTIVATION TO GET SOMEONE TO SHOW HIS COMPETENCE AND CAPABILITIES YOU ARE THE COACH!

2) GIVE PRAISE

HOW DO YOU ESTABLISH THE VALUE OF A BUSINESS IDEA?

C.N.Q.

3) MIND THE COST OF NON QUALITY OF PERSONNEL (One free analysis available to you)

4) 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?

5) 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

 Owner   Situation of the company

“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