OPEN
SOURCE
MANAGEMENT
THE NEW LEADERS
www.opensourcemanagement.it
Slides at:
www.paoloruggeri.net
2
WHEN ARE
WE GOING
BACK TO
NORMAL?
“It is not the strongest
of the species that
survives, nor the most
intelligent, but the one
most responsive
to change.”
—Charles Darwin
5
OVERSUPPLY
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
Tangible Capital
(visible)
Intangible Capital
(invisible)
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
PEOPLE
PROBLEMS IN
MANAGING
PEOPLE?
Control
• To get things to go as you wish
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?
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
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.
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!
1) If you want
things to change,
the first one who
has got to change
it’s you.
MOTIVATION
The missing 80%
• Only 19% of Western Countries
employees feel passionate about top goals
in their organization.
– Not emotionally connected to the leader/goal
Exercise
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
1.
What employees want from their bosses
1. Praise for the work they carried out
2. To feel involved in company’s problems
3. 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
MOTIVATION
• TO GET SOMEONE TO SHOW
COMPETENCE AND CAPABILITIES
• YOU ARE THE COACH!
HIS
2) GIVE
PRAISE
HOW DO YOU
ESTABLISH THE
VALUE OF A
BUSINESS IDEA?
C.N.Q.
3) MIND
THE COST OF
NON QUALITY
OF PERSONNEL
(One free analysis available to you)
4) MANAGE
TIME!
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?
5) STUDY
(IMPROVE
YOURSELF)
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

Owner

100
75
80
61
60
60
40
46
54
30
20
7
7
0
-20
-20
-30
-40
-60
-80
-100

Situation of the company
“Millionaires have a
system and the knowhow to restore their
enthusiam and energy
when they lose it.” –
Thomas Stanley
MOST IMPORTANT
COMMODITY. IT DOESN’T
COME FOR FREE