1. OPEN SOURCE MANAGEMENT
THE NEW LEADERS 1

2. Quality Relationships
Quality opportunity and staff
Social Impact
Personal Growth
Financial Success
Values
Spirituality
Quality Relationships
Knowledge

3. Slides www.paoloruggeri.net

4. Generating Value

5. Comfort Zone Uncomfortable = = Consuming value Creating value

6. JUMP INTO THE FUTURE

7. SOMETIMES THINGS ARE NOT AS THEY APPEAR

9. 19% CONTROLS 85% WEALTH

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

11. 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. OPEN SOURCE MANAGEMENT
PEOPLE MANAGEMENT 12

13. DIFFICULTIES WITH PEOPLE

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

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

16. 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

17. 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.

18. 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!

19. 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

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

21. LEARN HOW TO MOTIVATE OTHERS

22. WHAT WOULD THEY LOVE 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

23. 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.

24. Two months – no results

26. MANAGE TIME

27. Praise Often
Involve People
Interested genuinely in the success of others

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

29. 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
Checking Facebook aimlessly
Physical Labor
Etc
Not Important

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

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

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

33. 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

34. Find the killer!

35. 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

36. OPEN SOURCE MANAGEMENT
TRACTION

37. Traction?
CONTROL

38. PREDICTABLE CHANGE

39. Plan activities
Define the person (1) in charge
Share the activities
Obtain agreement
Set dates and result needed
Check work at 1/3 of the process
Give praise

42. Public Speaking: how to be able to deliver to an audience13th and 14th of September 2016
Advanced Leadership Class: How to build wealth for your company October 12th and 13th