change and emotion o pen s ource m anagement

CHANGE AND EMOTIONCHANGE AND EMOTION

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OPEN SOURCE MANAGEMENT

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Slides at: www.paoloruggeri.net

WHEN ARE WE GOING

BACK TO NORMAL?

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OVERSUPPLY

• RESULTS

• ACTIONS

• IDEAS• (paradigms no longer working)

Paradigm shift

ECONOMIC DOWNTURN HITS

YOU HARDER WHEN IT’S BEEN A WHILE SINCE YOU HAD A VISION…

VISION =

HOW CAN WE

PRODUCE VALUE

FOR THE CUSTOMER?(what’s the real deal for him)

SOMETIMES TREATMENT JUST WORSENS THINGS

20/80

4/37

WHY?

“COUNTER-INTUITIVE”

• Goes against common sense

• At first seems impossible

• “The Earth is Flat…”.

• “The Earth rotates around the Sun…”

Are the colors of squares A

and B the same?

The brain sometimes tricks you

(in this case by increasing contrast)

MANY OF THE PRACTICE AND ATTITUDES THAT

BRING ABOUT PROSPERITY ARE COUNTER – INTUITIVE,

THAT IS TO SAY APPARENTLY GOING

AGAINST LOGIC

EXCHANGE IN ABUNDANCE

If you want things to change, the first one who has got to

change it’s you.

• 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.

6 ideas6 ideas

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OPEN SOURCE MANAGEMENT

1) HARD WORK HAS CHANGED!

COMFORT ZONE

Comfortable Uncomfortable = =

Consuming Creating

Innovation (and value creation)

is exciting and not

comfortable

Make a hard (scary) decision…

HARD WORK CONSISTS OF MAKING EMOTIONALLY DIFFICULT DECISIONS

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

3) BECOME A STUDENT OF

CHANGE

“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…”

THE “LIZARD” BRAIN

• 80% of the sales are already closed before the product is even mentioned

Information and knowledge do not bring about change

• Analyze • Think • Change ?????

• See • Feel (emotion)• Change!

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.

“We got to the part of your

head that thinks from

the heart”

“ Selling [today] is not about objects. It is about

interaction”. – Seth Godin

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WHERE DID THE MONEY GO?

Money goes where people create emotions

HOW CAN WE DO IT?

THE CUSTOMER DOESN’T LISTEN

ANY LONGER THE CUSTOMER

“FEELS”

CORRECT MIX FOR A SPEECH

• A logical part where data and processes are explained.

• An emotional part where you create emotions.

4) ENGAGE PEOPLE

WHAT IS THE VALUE OF A BUSINESS

IDEA?

Tangible CapitalTangible Capital(visible)(visible)

Intangible Capital Intangible Capital (invisible)(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

The missing 80%

• Only 19% of employees feel passionate about top goals in their organization. – No emotionally connected to the leader/goal

ACCEPT RESPONSIBILITY!

INTERNAL CONTROL

EXTERNAL CONTROL

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!

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.

5) MANAGETIME!

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?

6) 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

“Millionaires have a system and the know-

how to restore their enthusiam and energy when they lose it.” –

Thomas Stanley

MOST IMPORTANT COMMODITY. IT DOESN’T

COME FOR FREE