1. OPEN SOURCE MANAGEMENT
Leadership Training 1

2. Slides www.paoloruggeri.net

3. SOMETIMES THINGS ARE NOT AS THEY APPEAR

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

7. 19% CONTROLS 85% WEALTH

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

9. 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.

10. OPEN SOURCE MANAGEMENT
PEOPLE MANAGEMENT 10

11. DIFFICULTIES WITH PEOPLE

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

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

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

15. 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

16. The Scale of Effectiveness
OTHER DETERMINED
They think that all their lives and misfortunes are or have been dependent upon others and circumstances
SELF DETERMINED
They see themselves as «the cause» only of the activities performed directly but cannot «accept blame» for other people mistakes.
They will not reach their goals
LEADERS
They see themselves as the cause of their actions but also as the cause of other people actions and activities.

17. 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!

18. THE SCALE OF REACTIONS 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

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

20. Find the killer!

22. 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

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

24. Two environments: MENTAL  MATERIAL

25. 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

26. 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».

27. Leadership Training Part 2
OPEN SOURCE MANAGEMENT
Leadership Training Part 2 27

28. 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!

29. LEARN HOW TO MOTIVATE OTHERS

30. 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

31. 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

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

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

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

35. 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 they have another goal

38. The Demotivating Person
Behind business failures
Broken Families
Life becomes really hard

39. 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

40. MANAGE TIME

41. 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?

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

43. 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 employees
Pressing but not important problems
Quadrant IV
Useless actities you generally do when you’re burned out
Facebook/Instagram
Internet
Physical Labor
Etc
Not Important

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

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

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

47. 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

48. «The main difference between me and an average artist is that I am able to see the statue that is trapped in the rock»
- Michelangelo

49. Each individual has + and -

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

51. SANDWICH CORRECTION
Approach the person in a positive way and praise them for something specific (and true).
Don’t say «But» – «However». Pause.
«Now…. State the thing they have to improve in a clear manner making sure they get it and obtain their agreement»
End off by saying that however you really appreciate how they are doing and that you expect them to continue doing well.

52. 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 they have another goal

53. EXERCISE

54. THE WORLD IS BASED ON 2

55. STUDY (IMPROVE YOURSELF)

56. 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

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

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