1. 1 LEADERSHIP LEADERSHIP www.osmconsultgroup.com 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. «Perspectives and opportunities in the wheat market»

6. OUT OF THE COMFORT ZONE

7. SOMETIMES THINGS ARE NOT AS THEY APPEAR

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

11. 19% CONTROLS 85% WEALTH 11

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

13. What’s the best way to judge someone’s performance? 13

14. 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. 14

15. 15 PEOPLE MANAGEMENT PEOPLE MANAGEMENT www.iprofile.bg O PEN S OURCE M ANAGEMENT

16. DIFFICULTIES WITH PEOPLE

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

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

19. 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

20. 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.

21. 1) You are the one determining your people productivity and motivation. Even if you still do not know how, you are the cause! 21

22. EMOTIONAL RESPONSES Enthusiasm Cheerfulness Logical Boredom Hostile Anger Resentment Anxious Sad Apathy

23. 1) You are the cause! 2) The emotional level you have today is the best predictor of tomorrow’s success 23

24. LEARN HOW TO MOTIVATE OTHERS

25. 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

26. 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

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

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

29. 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.

30. 1) You are the cause! 2) The emotional level you have today is the best predictor of tomorrow’s success 3) Soft motivation is the most important 30

31. 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 she has another goal 31

33. 1) You are the cause! 2) The emotional level you have today is the best predictor of tomorrow’s success 3) Soft motivation is the most important 4) If no change, there is something wrong WITH THE PERSON 33

34. 34 HOW TO BUILD SOMETHING HOW TO BUILD SOMETHING www.osmconsultgroup.com O PEN S OURCE M ANAGEMENT

35. I I have a job 35

36. I I have a job II I own a job 36

37. I I have a job III I own a system II I own a job 37

38. I I have a job III I own a system II I own a job IV I own many systems 38

39. 5) The World is based on 2

40. How to delegate 1) First YOU win on the job 2) Once you won, you prepare a manual on how the job should be done 3) Then you find someone who can do it and get him started on it 4) The first positions you should delegate are the ones you are doing really well 40

41. MANAGE TIME 41

42. 1.Praise Often 2.Involve People 3.Interested genuinely in the success of others 42

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

44. 44

45. 45 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 Checking Facebook aimlessly Physical Labor Etc

46. 46 CRISIS Quadrant I Quadrant IIIQuadrant IV Quad. II Poor Manager Time Allocation

47. 47 CRISIS Quadrant I Quadrant II Effective Manager Prevention, training and improvement activities

48. 48 Working on “important and not urgent” activities the effective manager compresses the crisis of tomorrow

49. 49 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

50. 1) You are the cause! 2) The emotional level you have today is the best predictor of tomorrow’s success 3) Soft motivation is the most important 4) If no change, there is something wrong WITH THE PERSON 5) Find your number two 6) Do today what will make a difference tomorrow 50

51. EXERCISE 51

52. Find the killer! 52

53. 53

54. 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

55. Two environments: MENTAL  MATERIAL