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CHANGE AND EMOTION O PEN S OURCE M ANAGEMENT.
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Transcript of CHANGE AND EMOTION O PEN S OURCE M ANAGEMENT.
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CHANGE AND EMOTIONCHANGE AND EMOTION
www.opensourcemanagement.it
OPEN SOURCE MANAGEMENT
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2
Slides at: www.paoloruggeri.net
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WHEN ARE WE GOING
BACK TO NORMAL?
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OVERSUPPLY
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• RESULTS
• ACTIONS
• IDEAS• (paradigms no longer working)
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Paradigm shift
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ECONOMIC DOWNTURN HITS
YOU HARDER WHEN IT’S BEEN A WHILE SINCE YOU HAD A VISION…
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VISION =
HOW CAN WE
PRODUCE VALUE
FOR THE CUSTOMER?(what’s the real deal for him)
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SOMETIMES TREATMENT JUST WORSENS THINGS
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20/80
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4/37
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WHY?
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“COUNTER-INTUITIVE”
• Goes against common sense
• At first seems impossible
• “The Earth is Flat…”.
• “The Earth rotates around the Sun…”
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Are the colors of squares A
and B the same?
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The brain sometimes tricks you
(in this case by increasing contrast)
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MANY OF THE PRACTICE AND ATTITUDES THAT
BRING ABOUT PROSPERITY ARE COUNTER – INTUITIVE,
THAT IS TO SAY APPARENTLY GOING
AGAINST LOGIC
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EXCHANGE IN ABUNDANCE
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If you want things to change, the first one who has got to
change it’s you.
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• If you want to improve a failing employee…
• you need to work on his OK points rather than on the negative ones.
• In order to sell you need to be interested and not interesting.
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6 ideas6 ideas
www.opensourcemanagement.it
OPEN SOURCE MANAGEMENT
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1) HARD WORK HAS CHANGED!
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COMFORT ZONE
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Comfortable Uncomfortable = =
Consuming Creating
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Innovation (and value creation)
is exciting and not
comfortable
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Make a hard (scary) decision…
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HARD WORK CONSISTS OF MAKING EMOTIONALLY DIFFICULT DECISIONS
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2) UP THE VALUE ADDED LADDER
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VALUE ADDED LADDER
• Commodities • Products• Services• ??????• Experiences• Game changing solutions (or turnkey
solutions) • “Sell out” Solutions
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3) BECOME A STUDENT OF
CHANGE
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“GO TO SEE JOHN ZERMER, DEALER IN BAKERSFIELD.
HE USED SICIS BUT WOULD LIKE TO CHANGE.
I’VE TALKED TO HIM ABOUT TREND AND HE IS VERY
INTERESTED. YOU HAVE TO MAKE HIM GOOD PRICES
THOUGH…”
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LOGIC-EMOTIONS
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What the customer buys• In order to get a close, the customer must
buy 5 things in sequence:
• THE SALESMAN
• THE COMPANY
• THE PRODUCT/THE SERVICE/THE PROJECT/THE PROPOSAL
• THE PRICE
• WHEN TO DO IT
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Emotion and relationships• AN INTERESTING STORY: • Ms X went to dinner both with Mr Y and Mr Z.• After dinner Ms X said of Mr. Y: “at the end of
the dinner I felt he was the smartest person on Planet Earth…”.
• Of Mr. Z said: “at the end of the dinner I felt the smartest person on Planet Earth…”
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THE “LIZARD” BRAIN
• 80% of the sales are already closed before the product is even mentioned
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Information and knowledge do not bring about change
• Analyze • Think • Change ?????
• See • Feel (emotion)• Change!
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While you explain the new idea…
• Give knowlegde but ensure that you:
–A) Make the person in front of you FEEL something (CARE GENUINELY)
–B) Try to “ignite” positive emotions.
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“We got to the part of your
head that thinks from
the heart”
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“ Selling [today] is not about objects. It is about
interaction”. – Seth Godin
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WHERE DID THE MONEY GO?
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Money goes where people create emotions
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HOW CAN WE DO IT?
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THE CUSTOMER DOESN’T LISTEN
ANY LONGER THE CUSTOMER
“FEELS”
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CORRECT MIX FOR A SPEECH
• A logical part where data and processes are explained.
• An emotional part where you create emotions.
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4) ENGAGE PEOPLE
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WHAT IS THE VALUE OF A BUSINESS
IDEA?
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Tangible CapitalTangible Capital(visible)(visible)
Intangible Capital Intangible Capital (invisible)(invisible)
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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
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The missing 80%
• Only 19% of employees feel passionate about top goals in their organization. – No emotionally connected to the leader/goal
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ACCEPT RESPONSIBILITY!
INTERNAL CONTROL
EXTERNAL CONTROL
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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!
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QUALITY OF RELATIONSHIPs
• The emotional connection existing between the leader and the employee cannot be replaced by processes, policies, statistics, organizing boards, budgets, management systems.
• If you want things to change… • The first one who has to change is
YOU.
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5) MANAGETIME!
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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?
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6) STUDY(IMPROVE
YOURSELF)
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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
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“Millionaires have a system and the know-
how to restore their enthusiam and energy when they lose it.” –
Thomas Stanley
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MOST IMPORTANT COMMODITY. IT DOESN’T
COME FOR FREE