1 / 33

THE NEW LEADERS

THE NEW LEADERS. O PEN S OURCE M ANAGEMENT. www.opensourcemanagement.it. Slides at: www.paoloruggeri.net. 2. WHEN ARE WE GOING BACK TO NORMAL?.

milt
Télécharger la présentation

THE NEW LEADERS

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. THE NEW LEADERS OPEN SOURCE MANAGEMENT www.opensourcemanagement.it

  2. Slides at: www.paoloruggeri.net 2

  3. WHEN ARE WE GOING BACK TO NORMAL?

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

  5. 5

  6. OVERSUPPLY

  7. 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

  8. Tangible Capital (visible) Intangible Capital (invisible)

  9. 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

  10. PEOPLE

  11. PROBLEMS IN MANAGING PEOPLE?

  12. Control • To get things to go as you wish

  13. 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?

  14. 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

  15. 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.

  16. 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!

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

  18. MOTIVATION

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

  20. 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

  21. What employees want from their bosses • Praise for the work they carried out • To feel involved in company’s problems • 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

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

  23. 2) GIVE PRAISE

  24. HOW DO YOU ESTABLISH THE VALUE OF A BUSINESS IDEA?

  25. C.N.Q.

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

  27. 4) MANAGETIME!

  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 or your career?

  29. 5) STUDY(IMPROVE YOURSELF)

  30. 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

  31. Owner   Situation of the company

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

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

More Related