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THE NEW LEADERS

THE NEW LEADERS. O PEN S OURCE M ANAGEMENT. www.opensourcemanagement.it. Slides at www.paoloruggeri.net. A BUSINESS IDEA IS AS VALUABLE AS THE PEOPLE WHO SUPPORT IT. “The pike dies of experience and habits…”. AVERAGE ANALYSIS OF THE BUSINESS OWNER (US). STRENGHTS.

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THE NEW LEADERS

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

  2. Slides at www.paoloruggeri.net

  3. A BUSINESS IDEA ISAS VALUABLE AS THE PEOPLE WHO SUPPORT IT

  4. “The pike dies of experience and habits…”

  5. AVERAGE ANALYSIS OF THE BUSINESS OWNER (US)

  6. STRENGHTS • Motivated and hard worker. Very reliable. • Assertive/competitive. • Good sales capability. • Above average leadership skills. • Flexible. • Good in financial management.

  7. AREAS OF IMPROVEMENT • Stress (conflictual relationships). • Although they question themselves, they tend to confront poor performance being touchy and a bit reactive. • Decidedly critical. Too concentrated on people negative sides/Low empathy. • They tend to manage with logic and procedure, not emotion and involvement (engagement).

  8. AVERAGE UK BUSINESS OWNER

  9. Less critical /more proactive • Tendency to do things personally rather than building people who will get the job done (too «spread out» on the organizing chart) • Needs to go from «technician working in the company» to individual who builds a company (learn to delegate).

  10. 1) DEVELOP THE RIGHTMANAGEMENT STYLE

  11. CAUSE (=Source Point) EFFECT (=Receipt Point) PRODUCTIVITY PROBLEM

  12. 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.

  13. Blaming others drives you toward negative and ineffective emotions

  14. EMOTIONAL RESPONSES Positive Disagreement Having Fun Logical Disinterested/Bored Hostile Anger Resentment Anxious Sad Failure

  15. A PRODUCTIVE MANAGEMENT STYLE • a) Before you get mad or blame see yourself as «the cause». • b) If you work on people negative sides, the positive sides disappear. • c) If you work on people positive sides, the negatives will tend to disappear. • d) Train and coach (positive and instant help)

  16. 2) MANAGE TIME

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

  18. 3) ARE YOU “BETTING” ON THE RIGHT PEOPLE?

  19. Steve Jobs, around 1997, talks about his failure in Apple

  20. 70% OF COSTS OF NON QUALITY OF PERSONNEL DEPEND ON CHARACTER RATHER THAN ON COMPETENCE AND EXPERIENCE

  21. 4) STUDY(IMPROVE YOURSELF)

  22. 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

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

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

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