1. 1 LEADERSHIP! www.opensourcemanagement.it O PEN S OURCE M ANAGEMENT

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

3. Generating Value 3

4. Comfort ZoneUncomfortable == Consuming valueCreating value

5. OUT OF THE COMFORT ZONE

6. Take up a challenge Make a scary (or hard) decision

8. SOMETIMES THINGS ARE NOT AS THEY APPEAR

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

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

13. 13 HIGH PERFORMING MANAGER www.opensourcemanagement.it O PEN S OURCE M ANAGEMENT

14. 0) Dont hire the wrong people 14

15. 1) Response- ability 15

16. PROBLEM/DIFFICULTY CAUSE (=Source Point) EFFECT (=Receipt Point)

17. Cause and Effect To solve a problem or to handle succesfully a situation we need to see ourselves as “the cause” of such difficulty. 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

18. Don’t get mad! Develop a proactive response 18

19. 2) EMOTIONAL RESPONSES Excited Cheerful Logical Disinterested/Bored Hostile Anger Resentment Anxious Sad/Complaining Failure

20. Internal Customers Needs Tangible Intangible Salary Wages Praise BonusesSharing Information Plans Career PlanGenuine Interest Hard FactorsSoft Factors

21. WHAT DO THEY WANT 1.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

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

23. LEADERSHIP 23

24. 24 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

25. 25 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.

26. 26 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.

27. 27 WORK ON PEOPLE POSITIVE SIDES

28. EXERCISE 28

29. 29 YOU ARE THE SOURCE OF THE COMPANY www.opensourcemanagement.it O PEN S OURCE M ANAGEMENT

30. 30

31. 31 SENSE OF ORGANIZATION (focused, knows what to do)

32. 32 SELF MOTIVATION

33. 33 STRESS Possible sources of worry and distraction in the individuals’ environment caused by people who oppose their objectives or behave in inappropriate or demotivating ways towards them. Below 21 = indicator of possible “toxic relations”.

34. 34 SELF DISCIPLINE (Conscientiousness) Measures the reliability, steadfastness and degree of responsibility of the individuals examined

35. 35 DETERMINATION/ASSERTIVE Assertive and straightforward in making requests

36. 36 SALES Measures the individuals’ aptitude for being persuaders, for influencing others and selling, particularly in classic commercial businesses that include customer visits

37. 37 LEADERSHIP

38. 38 PROACTIVE Measures how far individuals feel they are able to influence their environment and those around them or how far they suffer these instead. When this trait approaches 0, they stop being proactive, i.e. solution-oriented or prone to mediate in their relationships with others, and they become reactive, i.e. irritable, touchy, jealous and at any rate difficult to deal with)

39. 39 TOLERANCE This trait indicates the ability of individuals to build quality long-term relationships. Individuals with strong Tolerance are able to feel and perceive the needs and states of mind of those around them, Individuals with weak Tolerance tend to create disagreements, be critical or not truly understand the needs of others, particularly their unexpressed needs

40. 40 EXPANSIVENESS Measures the ability and willingness of the individuals examined to approach people they don’t know and to put them at ease

41. ADD NEW EARNING ABILITIES In times of change learners inherit the earth; while the learned find themselves beautifully equipped to deal with a world that no longer exists. – Eric Hoffer 41