LEADERSHIP AND LEADERSHIP AND PEOPLE PEOPLE

MANAGEMENTMANAGEMENTwww.k2usa.info

K2USA

Slides www.paoloruggeri.net

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Generating Value

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Comfort Zone Uncomfortable = =

Consuming value Creating value

OUT OF THE COMFORT ZONE

SOMETIMES THINGS ARE NOT AS THEY APPEAR

Are the colors of

Square A and Square B

the same???

MANY OF THE PRACTICE AND ATTITUDES THAT

BRING ABOUT PROSPERITY ARE COUNTER – INTUITIVE,

THAT IS TO SAY APPARENTLY GOING

AGAINST LOGIC

Wealth Distribution

• 20% of the people 80% of the wealth

• 80% of the people 20% of the wealth

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3 Strategies3 Strategies

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OPEN SOURCE MANAGEMENT

DIFFICULTIES WITH PEOPLE

Control

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

Responsibility–THE FEELING OF BEING THE

ONLY ONE IN CHARGE OF SOMETHING

–=–THE ABILITY TO SEE ONESELF

AS “THE CAUSE”

PROBLEM

•CAUSE(=Source Point)

• EFFECT

(=Receipt Point)

Cause and EffectTo 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

The Scale of Effectiveness• EXTERNAL CONTROL

Someone who thinks that all her life and misfortunes are or have been dependent upon others and circumstances

• CONTROL SOLELY OF ONE’S ACTIONS One sees herself as the cause only of the activities performed directly but cannot accept blame for other people mistakes or for what happens outside the company.

• She will not reach her goals

• INTERNAL CONTROL Sees herself as the cause of her actions but also as the cause of other people actions and activities.

EMOTIONAL RESPONSES Enthusiasm

Cheerfulness

LogicalBoredomHostileAngerResentmentAnxiousSadApathy

One of the fastest way to fail is to

associate yourself with someone

competent yet critical 20

LEARN HOW TO MOTIVATE OTHERS

Exercise

1. Good working conditions2. To feel involved in work related problems 3. Non oppressive discipline4. Full appreciation for the work done5. Management loyalty toward the staff 6. Good salary level7. Job Promotions and growing with the company8. Understanding and concern for employee’s

personal problems9. Job Security 10. Interesting Work

WHAT DO THEY WANT1. Full appreciation for the work done (PRAISE)2. To feel involved in work related problems 3. Understanding and concern for employee’s

personal problems4. Salary and commissions5. Job Security 6. Interesting Work 7. Job Promotions and growing with the company8. Management loyalty toward the staff 9. Good working conditions10. Non oppressive discipline

1.Praise Often2.Involve People3.Interested genuinely in

the success of others

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MOTIVATION

Get someone to demonstrate his competence and capabilities

YOU ARE THE COACH!

MANAGER ORIENTATION

• From :

• Manager who does the job

• to

• Manager who gets others to do the job, Manager who creates capable people

Internal Customers NeedsTangible Intangible

Salary Salary

Wages Praise

Bonuses Engagement

Projects Genuine Interest

Hard Factors Soft Factors

HIRE GREAT PEOPLE

• Dont hire when you need it. Always looking.

• Character is more importance than competence

ADD NEW EARNING ABILITIES

• In times of change learners inherit the earth; while the learned find themselves beautifully equipped to deal with a world that no longer exists. – Eric Hoffer

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