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Leadership Training

Leadership Training. O PEN S OURCE M ANAGEMENT. www.osminternational.com. Slides www.paoloruggeri.net. SOMETIMES THINGS ARE NOT AS THEY APPEAR. Are the colors of Square A and Square B the same???. 19% CONTROLS 85% WEALTH.

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Leadership Training

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  1. Leadership Training OPEN SOURCE MANAGEMENT www.osminternational.com

  2. Slides www.paoloruggeri.net

  3. SOMETIMES THINGS ARE NOT AS THEY APPEAR

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

  5. 19% CONTROLS 85% WEALTH

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

  7. 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.

  8. PEOPLE MANAGEMENT OPEN SOURCE MANAGEMENT www.osminternational.com

  9. DIFFICULTIES WITH PEOPLE

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

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

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

  13. 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

  14. 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.

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

  16. THE SCALE OF REACTIONS Solutions Opportunity Inspire – motivate - enlighten Have fun – Joke about it Being logical Disinterested - Bored Being Hostile - Seriousness Rage – Fighting Resentful – Hiding rage Anxious Sad Failure Problems Succumb

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

  18. Find the killer!

  19. 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

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

  21. Two environments:MENTAL MATERIAL

  22. 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

  23. 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 $ 100.000 a year».

  24. Leadership Training Part 2 OPEN SOURCE MANAGEMENT www.osminternational.com

  25. 1) You are the cause!2) The emotional level you have today is the best predictor of tomorrow’s success3) A leader has a dream!

  26. LEARN HOW TO MOTIVATE OTHERS

  27. 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

  28. 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

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

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

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

  32. 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

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

  34. 1) You are the cause!2) The emotional level you have today is the best predictor of tomorrow’s success3) A leader has a dream!4) Soft motivation is the most important

  35. MANAGE TIME

  36. 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?

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

  38. Urgent Non Urgent 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 • E-mail • 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 NotImportant

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

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

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

  42. 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

  43. «The maindifferencebetween me and an averageartististhat I amable to see the statue thatistrapped in the rock» - Michelangelo

  44. Each individual has + and - - - +

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

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