According to Adizes' theory, a well-managed organization can be called one that is effective and efficient in both the short and long term. The essence of the method, known as the “Adizes code”, or PAEI code, is that the competitiveness of an organization
is ensured through the correct and timely performance of four roles:
P - producing results - production of results for which this organization exists and which determine its effectiveness;
A - administering - administration ensuring productivity;
E - entrepreneuring - entrepreneurship through which change management occurs;
I - integrating - integration, that is, combining elements of an organization to ensure its viability in the long term.
In this case, the roles P and A are short-term, and E and I are long-term.

These four roles make up the "genetic code" of the company, and the transition to each new stage life cycle determined by their state: they arise, gain strength or fade away. At a particular moment, the functions are developed unequally. Sometimes their strengthening or weakening indicates the company’s “illness,” sometimes it simply indicates the costs of growth. The life cycle of an organization reflects the progression and decline of all four roles. Knowing this, the manager can manage the company by stimulating or inhibiting the necessary functions in a timely manner.
The implementation of each function allows you to get an answer to the corresponding question.
R - What needs to be done?
A - How should this be done?
E - When and why should this be done?
I - Who should do this?

Effective management styles according to I. Adizes.

Dominance in the management style of one of the functions (its successful implementation) with satisfactory performance of the other three gives rise, according to I. Adizes, one of the characteristic styles of effective management.

Paei "Manufacturer":
knows what the client needs;
knows how to create what the client needs;
independently produces the product;
has achievement motivation.

The activities of a leader are aimed at creating results, at carrying out his line. A clear task, goal, facts, and figures are important for a manufacturer. A producer in its “pure form,” when this role is clearly expressed and other roles are not represented, is a “workhorse.” He is the first to arrive and the last to leave, always busy. Employees don't develop. The manager is characterized by short-term planning.
To fulfill this role, the necessary qualities are: knowledge of what is happening, technology, political and strategic lines.

pAei "Administrator":
methodical and organized;
able to see" underwater rocks";
knows what is happening in the company;
cares about the reliability of information;
does not produce the product.

Creation information systems, budgeting and control systems.
Evaluating results, researching and testing options for solving problems, establishing rules. For the Administrator, the goal, strategy, order, norms, and rules are important. An administrator in its “pure form” is a bureaucrat. Comes and goes on schedule. All papers have been put away. Employees are loaded with work in accordance with the rules. Employee training is going according to plan. Meetings are scheduled regardless of need. The main thing is to complete the tasks “correctly”.
To perform this role, the necessary qualities are: knowledge of economics, finance, accounting systems, knowledge of laws and computer systems.

paEi "Entrepreneur":
chooses the direction of the company's development;
is a creative person;
shows courage and readiness to act.

Creation of new things, development of ideas, updating, general understanding of technologies, assessment of opportunities and threats from the surrounding community. An entrepreneur in its “pure form” is an adventurer. No clear schedule, but lots of ideas. Meetings are held when a new idea arises. The main thing is attention to new ideas. Entrepreneurs are characterized by constant changes of priorities and impatience.
To perform this role, the necessary qualities are: understanding of the main concept of the enterprise, knowledge of marketing and technology.

paeI "Integrator":
able to unite people;
has creative abilities;
clears up misunderstandings;
feels and understands other people;
does not strive to become indispensable.

Coordination, development of a common opinion on goals and strategy, planning, providing motivation, development and training of employees, increasing interest in work and satisfaction. For the Integrator, it is important to create an atmosphere of communication. He is usually verbose.
An integrator in its “pure form” is a compromiser. He comes and goes with everyone, does not show his power. Subordinates dictate their will to him. To perform this role, the necessary qualities are: knowledge of psychology, strategy, organizational theory, and the ability to understand relationships.

However, according to I. Adizes, a leader can only be called a person who successfully performs two or more functions, and one of them must necessarily be integration (I) - the ability to unite people. At the same time, other functions must also be performed satisfactorily: PAeI, PaEI, pAEI, PaeI, pAeI, paEI.

Isaac Adizes argues that for the prosperity of any organization and its effective work, a combination of four main functions is important.

Yitzhak Calderon Adizes is a Macedonian and Israeli writer, an expert in the field of improving business efficiency.

​These four functions form the PAEI model:

1. Producing results– production of results, in fact, for the sake of which the organization exists;
2. Administering– administration necessary to ensure effectiveness;
3. Entrepreneuring– entrepreneurship serving to manage change;
4. Integrating– integration necessary to ensure the viability of an organization in the long term by combining its elements.

Depending on the dominant function, I. Adizes identifies four types of leaders:

1. Manufacturer (producer): Paei;
2. Administrator – pAei;
3. Entrepreneur – paEi;
4. Integrator – paeI.

​​​​​​​Capital letters (P,A, E, I) in the code indicate that the function is performed brilliantly, lowercase letters (p, a, e, i) indicate that the function is performed satisfactorily by the manager. Poor performance or failure to perform functions is indicated by a dash.

Producer is focused, first of all, on the result, which is the satisfaction of the needs of its clients, of which there will be more and more, provided that sufficient quality goods or provision of services in full.

Administrator– aims to optimize and minimize the use of available resources. He must also systematize the entire process of managing the organization, streamline it, establish the so-called bureaucratic order, specifying all functional responsibilities, defining the rights and responsibilities of managers at different levels, and ensuring standardized document flow.

These two types of leaders can already provide successful operation organization, but they will not be able to develop it, adapt to changing circumstances and the business environment.

Entrepreneur capable of inventing and successfully implementing new things, he always has many plans and ideas. Such a leader is often not only loved, but also feared, since he can completely rethink everything and offer something very creative. The presence of such ideas allows any organization not to stop there, but to move on and develop.

Integrator– this is not just a manager, he is a leader capable of creating common traditions, values, and corporate culture of the organization. It defines a common strategic goal for everyone and encourages everyone to work together, thereby maintaining unity in the organization.

According to Adizes, there are a lot of variants of the PAEI code - there are as many of them as there are all the people on earth. By replacing letters with numbers from 1 to 9, you can get more accurate codes. So, for example, a manager with code 1935 will perform the A-function best, the situation will be worse with the I and E-functions, and the P-function will be performed worst of all.

An ideal leader who can simultaneously perform all four functions, according to I. Adizes, does not exist. To be a truly good leader, it is enough to at least minimally be able to perform each of the functions and have a style that matches both the stage of the organization’s life cycle and the task facing it.

Isaac Adizes is an expert in improving business efficiency in his book “The Ideal Leader. Why you can’t become one and what follows from this” wrote that for effective management A company needs to have 4 types of managers:

• P. Manufacturer- focused on short-term results
• A. Administrator- focused on processes and efficiency
• E. Entrepreneur (entrepreneur)- aimed at long-term results and vision of prospects
• I. Integrator- aimed at effective interaction between people in the company and a favorable psychological atmosphere

Usually, every manager has all these qualities, but one or two are most clearly expressed, while the rest are at a satisfactory level. Therefore, for harmonization and management efficiency, the team should be strengthened with people with other strengths.
​

In details:
Types of leaders
PAEI Management Styles
Personality type test according to Adizes
Funky and Sexy managers

Democrat political regimes

Democracy

Control Process Diagram

Adizes. Manager code (PAEI)

I - Who should do this?

Manufacturer

strategic lines.

Administrator

Entrepreneur.

the emergence of a new idea.

Itzhak Adizes' team role model

The main thing is attention to new ideas. It is typical for entrepreneurs

Integrator.

P

Lone Ranger style

p A Bureaucratic style

pa E

Pyro Style

pae I

Super follower style.

Related information:

1. III. Sales Manager Compensation Contract

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Adizes. Manager code (PAEI)

Closed loop control process

There are physical, social and economic changes. Changes happen constantly. And change creates problems. And problems require solutions. And decisions cause even more changes. You can display this sequence using the following diagram:

The greater the scale and speed of change, the more numerous and complex the problems we will face. When a set of problems is solved, it will be replaced by a new one.

2. Change management is based on the principles of democracy and dictatorship (“democracy”)

Democrat political regimes, which combines the features of democracy (which is based on the method of collective decision-making with equal influence of participants on the outcome of the process or at its essential stages.) and dictatorship (a form of implementation state power, in which the entirety of state power belongs to one political position, belonging either to one person (dictator) or to the ruling group of persons (party, union, class, etc.) and the possibility of unpunished disregard or violation of the interests of the majority or a significant part is provided citizens.

Democracy implies democratization without liberalization. This means that elections (assuming they are held at all), multi-party systems and political competition are allowed only to the extent that they do not threaten the power of the ruling elite. In fact, the political participation of the majority is seen as a direct demonstration of support for the ruling elite. Examples of these regimes include El Salvador and Guatemala, where since the mid-1980s. elections were held in violation of political and civil rights.

Control Process Diagram

Adizes.

your password

Manager code (PAEI)

According to Adizes' theory, a well-managed organization can be called one that is effective and efficient both in the short and long term. The essence of the method, known as the “Adizes code”, or PAEI code, is that the competitiveness of an organization is ensured through the correct and timely execution of four roles:

P - producing results - production of results for which this organization exists and which determine its effectiveness;

A - administering - administration that ensures productivity;

E - entrepreneuring - entrepreneurship, with the help of which change management takes place;

I - integrating - integration, i.e. bringing together elements of an organization to ensure its long-term viability.

In this case, the roles P and A are short-term, and E and I are long-term. These four roles

constitute the “genetic code” of the company, and the transition to each new stage of the life cycle is determined by their state: they arise, gain strength or fade. Life cycle

organization reflects the progression of the rise and fall of all four roles.

Knowing this, the manager can manage the company by stimulating or inhibiting the necessary functions in a timely manner. The implementation of each function allows you to get an answer to the corresponding question.

R - What needs to be done? A - How should this be done? E - When and why should this be done?

I - Who should do this?

Manufacturer. The activities of a manager are aimed at creating results, at carrying out

life of your line. A clear task, goal, facts, and figures are important for a manufacturer. A producer in its “pure form,” when this role is clearly expressed and other roles are not represented, is a “workhorse.” He is the first to arrive and the last to leave, always busy. Employees are not

are developing. The manager is characterized by short-term planning. To fulfill this

roles, the necessary qualities are: knowledge of what is happening, technology, political and

strategic lines.

Administrator. Creation of information systems, budgeting and control systems.

Evaluating results, researching and testing options for solving problems, establishing rules. For the Administrator, the goal, strategy, order, norms, and rules are important. An administrator in its “pure form” is a bureaucrat. Comes and goes on schedule. All papers have been put away. Employees

loaded with work in accordance with the rules. Sees employee training according to plan. Meetings

carried out according to schedule regardless of needs. The main thing is to complete the tasks “correctly”.

To perform this role, the necessary qualities are: knowledge in the field of economics,

finance, accounting systems, knowledge of laws and computer systems.

Entrepreneur. Creation of new things, development of ideas, updating, general understanding of technologies,

assessment of opportunities and threats from the surrounding community. An entrepreneur in its “pure form” is an adventurer. There is no clear schedule, but many ideas. Meetings are held at

the emergence of a new idea. The main thing is attention to new ideas. It is typical for entrepreneurs

constant change of priorities and impatience. To perform this role, the necessary qualities are: understanding of the main concept of the enterprise, knowledge of marketing and technology.

Integrator. Coordination, development of a common opinion on goals and strategy,

planning, providing motivation, development and training of employees, increasing interest in work and satisfaction. For the Integrator, it is important to create an atmosphere of communication. Usually he is verbose. An integrator in its “pure form” is a compromiser. Comes

and leaves with everyone, does not show his power. Subordinates dictate their will to him. For

To perform this role, the necessary qualities are: knowledge of psychology, strategy,

theories of organization, ability to understand relationships.

According to I. Adizes, most managers can successfully perform 1-2 of the considered

functions, based on which they form their management style.

5 Question. Adizes – Management styles

1. Paei – Producer (P000 – Lone Ranger)

2. pAei – Administrator, Administrator (0A00 - bureaucrat)

3. paEi – Entrepreneur, Entrepreneur (00E0 arsonist)

4. paeI - Integrator, Integrator (000I - super follower)

5. 0000 – 0-manager, dead stump (book manager)

P aei - businesslike and practical, must be knowledgeable and goal-oriented, produces outstanding work results.

Lone Ranger style. He is too focused on achieving results. He does not create a team, is not particularly good at working with people, and does not offer new directions.

p A ei - scrupulous and pedantic, organizing optimal order in processes. Bureaucratic style. He acts exclusively within the rules. It controls through directives, usually in writing. It focuses on how things are done rather than what or why.

pa E i is a creative person, capable of charting new directions and inventing strategies, generating innovative ideas and new trends.

Pyro Style. A source of new ideas. He hands out new tasks (forgetting about those already in progress) and expects immediate execution. Moreover, the tasks are not fully formulated.

pae I- evasive and courteous, harmonization of relationships in the team and development of connections

Super follower style. It first seeks to determine which plan of action will be accepted by the majority, and then to bring people together to implement that plan. A pure Integrator does not have his own ideas, he does not strive to achieve tangible results.

Related information:

III.

Sales Manager Compensation Contract

1. Vision", image of the desired future, "want" manager 1 page
2. Vision", image of the desired future, manager "want" page 2
3. Vision", image of the desired future, manager's "want" page 3
4. Vision", image of the desired future, manager "want" page 4
5. Vision", image of the desired future, manager's "want" page 5
6. Vision", image of the desired future, manager's "want" page 6
7. Sales Manager Relationships
8. The activity of a manager is solving problems, and only in solving he
9. JOB DESCRIPTION OF A MANAGER
10. Educational technology aimed at developing the creative abilities of a manager.

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An effective manager – who is he?

According to the concept of Isaac Adizes PAEI, to work successfully in a team, a good leader must brilliantly perform at least one managerial role, while mastering the others at an acceptable level. In other words, the difference between a successful manager and a mediocre manager is how well he can perform certain functions. An effective manager must be flexible, able to adapt to new situations and perform functions that meet the needs of the moment.

What are these functions? P (production of results), A (administration), E (entrepreneurship) and I (integration).

Isaac Adizes calls a manager with the Pae code a Manufacturer. The bearer of this management style performs the P-function at an unsurpassed level and copes well with administration, entrepreneurship and integration. It is he who makes the company effective in the short term.

What personal and business qualities possesses Manufacturer?

He is a creator who has excellent knowledge of the technology in his field, which is necessary to achieve results. Manufacturer sells, designs, manages production system or doing research.

Incredibly competent, knowledgeable, proactive, diligent, driven and driven. He works all day long, tirelessly. His main mission is to accomplish the task. You can always rely on such a person, being confident that he will not stop halfway and will certainly bring the job to the end.

Those managers who simply know the specifics of their business well will never become successful. The manufacturer is full of drive.

Tags: PAEI, Adizes management styles, Adizes methodology, management styles, PAEI test

2007

Source: www.agilerussia.ru
An independent non-profit community uniting IT professionals involved in or interested in flexible methodologies software development

Introduction

Scrum is one of the most popular agile development methodologies. One of the reasons for its popularity is its simplicity. Scrum is truly simple and can be described in one short article, which is what I will try to do in this review.

Scrum Foundation

Rice. 1. Scrum Foundation

Roles

There are only three roles in the Scrum methodology.

• Scrum Master
• Product Owner

Scrum Master

The Scrum Master is the most important role in the methodology. The Scrum Master is responsible for the success of the Scrum project. Essentially, the Scrum Master is the interface between management and the team. As a rule, this role in the project is played by the project manager or team lead. It is important to emphasize that the Scrum Master does not distribute tasks to team members. In Agile, the team is self-organizing and self-managing.

The main responsibilities of the Scrum Master are:

• Creates an atmosphere of trust,
• Participates in meetings as a facilitator
• Removes obstacles
• Makes problems and open questions visible
• Responsible for maintaining team practices and process

The Scrum Master leads the Daily Scrum Meeting and tracks the team's progress using the Sprint Backlog, noting the status of all tasks in the sprint.

The ScrumMaster can also help the Product Owner create a Backlog for the team

Product Owner

Product Owner is the person responsible for product development. As a rule, this is a product manager for product development, a project manager for internal development and a customer representative for custom development. The Product Owner is the single point of final decision making for the team on a project, which is why it is always one person and not a group or committee.

The responsibilities of a Product Owner are:

• Responsible for creating product vision
• Manages ROI
• Manages the expectations of customers and all stakeholders
• Coordinates and prioritizes Product backlog
• Provides clear and testable requirements to the team
• Interacts with the team and the customer
• Responsible for accepting code at the end of each iteration

The Product Owner assigns tasks to the team, but he does not have the right to assign tasks to a specific member of the project team during the sprint.

Team

In the Scrum methodology, the team is self-organizing and self-managing.

The team undertakes obligations to the Product Owner to complete the scope of work for the sprint. The team's work is assessed as work single group. In Scrum, the contributions of individual project team members are not valued, as this disrupts the team’s self-organization.

The team's responsibilities are:

• Responsible for evaluating backlog items
• Makes decisions on design and implementation
• Develops software and provides it to the customer
• Tracks own progress (together with the Scrum Master).
• Responsible for the result to the Product Owner

Team size is limited to the size of the group of people who can interact effectively face-to-face. Typical team size is 7 plus minus 2.

A team in Scrum is cross-functional. It includes people with different skills - developers, analysts, testers. There are no predefined and divided roles in the team that limit the scope of action of team members. The team consists of engineers who contribute to the overall success of the project according to their abilities and project necessity. The team self-organizes to perform specific tasks in the project, which allows it to respond flexibly to any possible challenges.

To facilitate communication, the team should be in one place (colocated). It is preferable to place the team not in cubes, but in one common room in order to reduce obstacles to free communication. The team must be provided with everything necessary for comfortable work, provide whiteboards and flipcharts, provide everything necessary tools and work environment.

Artifacts

Product Backlog

Product Backlog is a prioritized list of currently available business requirements and technical requirements to the system.

Product Backlog includes use cases, defects, enhancements, technologies, stories, features, issues, etc. Product backlog also includes tasks that are important for the team, for example “conduct training”, “get everyone’s memory”

Rice. 2. Example Product Backlog

The Product Backlog is constantly reviewed and supplemented - new requirements are included, unnecessary ones are removed, and priorities are revised. The Product Owner is responsible for the Product Backlog. He also works with the team to get estimates of Product Backlog items to complete so that they can more accurately prioritize the time needed to complete them.

Sprint Backlog

The Sprint Backlog contains functionality selected by the Product Owner from the Product Backlog. All functions are divided into tasks, each of which is assessed by the team. Every day, the team estimates the amount of work that needs to be done to complete tasks.

Rice. 3. Spint Backlog example

The sum of the remaining work estimates can be plotted as a function of time. This chart is called Sprint Burndown chart. It shows the team's progress throughout the sprint.

Rice. 4. Example Sprint Burndown chart

Sprint

In Scrum, an iteration is called a Sprint. Its duration is 1 month (30 days).

The result of Sprint is a finished product (build), which can be delivered (deliver) to the customer (at least, the system must be ready to be shown to the customer).

Short sprints provide quick feedback to the project team from the customer. The customer gets the opportunity to flexibly manage the scope of the system, evaluating the result of the sprint and suggesting improvements to the created functionality. Such improvements go to the Product Backlog, are prioritized along with other requirements, and can be planned for the next (or one of the next) sprints.

Each sprint is a small "waterfall". During the sprint, all work on collecting requirements, design, coding and testing of the product is done.

The scope of the sprint should be fixed. This allows the team to commit to the amount of work that needs to be done in the sprint. This means that the Sprint Backlog cannot be modified by anyone other than the team.

Sprint life cycle

Sprint planning

At the beginning of each sprint, sprint planning is carried out.

Typology of managers according to I. Adizes (PAEI model)

Sprint planning involves customers, users, management, Product Owner, Scrum Master and team.

Sprint planning consists of two consecutive meetings.

Sprint planning, meeting one

Participants : team, Product Owner, Scrum Master, users, management

Target : Define the Sprint Goal and Sprint Backlog - the functionality that will be developed during the next Sprint to achieve the Sprint Goal.

Artifact : Sprint Backlog

Sprint planning, meeting two

Participants : Scrum Master, team

Target : Determine exactly how certain functionality will be developed in order to achieve the sprint goal. For each Sprint Backlog item, a list of tasks is defined and their duration is estimated.

Artifact : Tasks appear in Sprint Backlog

If during the sprint it turns out that the team cannot complete what was planned for the sprint, then the Scrum Master, Product Owner and the team meet and figure out how to reduce the scope of work and still achieve the sprint goal.

Sprint Abnormal Termination

The sprint is stopped in exceptional situations. The sprint can be stopped before the allotted 30 days are completed. The sprint can be stopped by the team if it realizes that it cannot achieve the sprint goal in the allotted time. The sprint can be stopped by the Product Owner if the need to achieve the sprint goal has disappeared.

After stopping the sprint, a meeting is held with the team where the reasons for stopping the sprint are discussed. After this, a new sprint begins: it is planned and work begins.

Daily Scrum Meeting

The Scrum meeting is conducted by the Scrum Master. He asks questions to each team member in a circle

• What was done yesterday?
• What will be done today?
• What problems did you encounter?

The Scrum Master collects all open issues for discussion in the form of Action Items, for example in the what/who/when format, for example

• Discuss the problem with control rendering
• Petya and Vasya
• Immediately after Scrum

Sprint demo and review

The team demonstrates the product increment created during the last sprint. Product Owner, management, customers, users, in turn, evaluate it. The team talks about the tasks set, how they were solved, what obstacles were in their way, what decisions were made, what problems remained unresolved. Based on the review, the receiving party can draw conclusions about how the system should further develop. Meeting participants draw conclusions about how the process went in the team and propose solutions to improve it.

The Scrum Master is responsible for organizing and conducting this meeting.

The team helps him draw up an agenda and plan who will present what and in what order.

Preparing for the rally should not take the team a lot of time (the rule is no more than two hours). In particular, this is why it is prohibited to use Power Point presentations. Preparation for the rally should not take the team more than 2 hours.

According to the PAEI concept, each manager has his own management style, which is determined by the dominance of certain “vitamins”. Yes, the code Integrator- (paeI). This means that the bearer of this style performs (P), (A) and (E) functions well. He is good at developing conceptual plans and ideas (E). It is capable of tracking details (A) both in the planning and implementation phases. He always brings what he starts to its logical conclusion.

I-type easily establishes connections and interpersonal relationships, forms a team and develops the potential of colleagues and subordinates. All this allows us to unite the organization, successfully implement ideas and achieve results.

How does the Integrator differ from other PAEІ types? I-people are sensitive individuals. They tend to be empathetic and have deductive thinking. In other words, they have a good understanding of the difference between what a person said and what a person meant to say. But the most important difference is that they remember not only their own interests and are always able to put themselves in the place of another. In particular, for this reason, this type of leader becomes good managers.

Warm supporter- who is he?

An ardent supporter resembles a fish that watches the underwater current, trying to choose the right stream and rush after it. He is a middling politician who acts depending on which way the wind blows.

Isaac Adizes

What happens if a manager is focused exclusively on I, and he does not perform the remaining functions (P, A, E) (does not strive to complete what he started, is not creative and is very disorganized)? Before you is an ardent supporter (—І). He is worried about only one question: that everyone comes to an agreement. And it doesn’t matter that the decision will be fundamentally wrong. It doesn’t matter that it is clear in advance that it cannot be implemented. For the Ardent Supporter, the main thing is to achieve consensus and avoid disagreement.

The results of such integration are usually predictable. The appearance of agreement always leads to one thing: sooner or later chaos arises, the situation destabilizes, and any intended transformation fails.

1. Stop worrying about what people will say

The desire for consensus is not always justified. Sometimes circumstances develop in such a way that it is necessary to act without waiting for everyone’s consent. Of course, it is necessary to be interested in people’s opinions, but, above all, you should think for yourself and use common sense.

1. To become a leader, you need to stop going with the flow

How does an I-manager prefer to solve problems? He is inclined to “wait out the bad weather” – slow down, and then “time will tell.” He hopes that people will make the right decision themselves. This approach can be disastrous. It’s good when everything is good, but if the company is experiencing difficulties, and competitors are breathing down your neck, then you need to stop being a follower, and lead people along.

Imagine that your organization is a motorized vessel. To change direction, you need to change the operating mode of the engines. In other words, you must control the energy system, not be controlled by it.

Isaac Adizes

Of course, the I-type does not feel entirely comfortable when he has to take the initiative into his own hands, nevertheless, it is important at a certain moment to take a specific position, develop his own point of view and stop shying away from developing a solution.

1. Disagreement is not always a bad thing

Complete unanimity suggests that no one took the trouble to think. By adhering to different points of view and objecting to our opponent, we sharpen our own arguments.

Isaac Adizes

When a dispute arises, it seems to the Integrator that harmony is being destroyed and the situation is getting out of control. But is this really so? The cause of friction and disagreement is differences in styles. All people are different, and their interests do not always coincide. But this does not mean that you cannot learn to work successfully together and have different views.

No matter how heated the argument may be, it cannot be “extinguished.” It should be recognized that conflict is a natural and normal phenomenon that should not be feared. It should be perceived as an opportunity to learn something new, develop and evaluate the problem from all sides. And stopping a discussion is the same as hiding garbage under the carpet.

1. Stop seeking imaginary agreement

It is possible to give the appearance of consensus, but does this guarantee a quality solution? After all, what comes first is not the problem itself, but the feelings of people. “If the main thing is to come to a compromise, and not to achieve the optimal result, it will end up that, having taken on the creation of a horse, we will get a camel,” says the guru. To prevent this from happening, it is important to focus not on who is speaking, but on the content of what is said. Because the main thing is not resolving conflicts, but making effective decisions, by implementing which a company can achieve exceptional results.

1. Express your point of view

Stealth is not the best best quality leader. If you hide your point of view and don't express your intentions, people won't know what's on your mind. They may perceive this as an absence worthwhile ideas. As a result, there will be a strong opinion that you are not able to influence what is happening. As a result, you can lose both influence and power. If a leader becomes passive, he loses the right to be called such.

1. Meetings are not a panacea

Managers who have the Integrator style differ from others in that they cannot live without meetings. And there is an explanation for this: they will be internally calm only when they make sure that each employee well understands and supports the decision made.

What is the error? First, any meeting should be attended only by those who have necessary knowledge, experience and competence to solve a particular issue. Secondly, we need people who will implement this decision. And spending hours discussing already made decisions with everyone and everyone is ineffective and unproductive.

1. Stop doubting

I often doubts. He spends a lot of time listening to others and sharing his doubts.

Adizes methodology in personnel selection: PAEI code

This “shakes” the situation and sows discord in the team.

You can express doubts, but before a decision is made. In addition, it is necessary to remember that there are no ideal solutions, just like people. Therefore, any hesitations should be kept to yourself. The job of a leader is “to inspire people, not to persuade them to agree with every decision.”

1. It is necessary to be responsible not only for the adoption, but also for the implementation of the decision

It often happens that brilliant decisions that everyone supports remain on paper. Why? One of the reasons is that people could only pretend that they agreed, so they were not going to implement these decisions. Thus, the manager’s task is to monitor the implementation process until the desired result is achieved.

1. When hiring people, you should take into account not only personal, but also business qualities

The I-manager tends to surround himself with those who do not create conflicts. Isaac Adizes calls such people “clackers.” They applaud and shout “bravo” even when they categorically disagree with the boss.

Like all managers, Integrator also hires those whose style is most similar to their own. At the same time, it is important not to forget that in order for a company to prosper and be effective and efficient in the short and long term, it is necessary to perform all (PAEI) functions. To do this, you need to staff the company with a complementary team - a team of carriers of complementary management styles. Thus, the Integrator needs subordinates who balance him, and are not his exact copy.

1. Change is necessary, but it is not always determined by what people want

Keep in mind that a company is an entity with interests of its own, and these interests are not only of paramount importance, but also coincide with the interests of the company's employees in the long term.

Isaac Adizes

Each person in an organization has personal interests that are uniquely different from the interests of the company. At the same time, few employees are interested in what needs to be done for the company to grow and prosper. Therefore, one of the primary tasks of a leader - maintain a balance between the interests of the future and people.

Manager roles and development stages. Isaac Adizes. Test

According to Adizes, management should play four main roles: producer of results (P), administrator (A), entrepreneur (P) and integrator (I). It is the harmonious combination of all four roles that is the key to successful development company at all stages of its life. However, one person, no matter how much he strives for it, cannot fulfill all these four roles at the same time. If he tries to do this, the result will inevitably be management errors. A manager can combine several roles quite successfully, but not all four at the same time. The difference between the “right” and “wrong” manager is that if the first one owns all roles at a minimum required level, although he may not cope brilliantly with one of them, the second is not capable of performing some roles at all. And when one management style completely crowds out all the others, you get a “totally wrong” manager. So, let's get to know him better.

The test to determine your type can be downloaded from the link from Get graphs in Excel https://yadi.sk/d/kDfBurVMyKZUF

R---: Results Producer / The Lone Ranger

The role of the producer of results. This is a person who knows his field of activity very well and is results-oriented. He is hardworking and faithful to his work. He knows what needs to be done and how - and just goes and does it.

Lone Ranger style. He is so focused on achieving results that he has no time for anything else. He does not create a team, is not particularly good at working with people, and does not offer new directions. He rushes from one thing to another, from crisis to crisis. He is so focused on solving current problems and getting results that he does not think about where the company is going and what will happen to it in ten years. He is the first to arrive at work and the last to leave... However, despite the overload, the Lone Ranger is only happy when he is very busy. He measures his success and contribution to the company by how hard he works... He does not train subordinates and does not train himself - he is always busy. He believes that subordinates should learn on the job. He is ready to accept changes only if they give immediate results. He tends to downplay the importance of systems management, believing that it takes too much time away from “work.”

-A--: Administrator/Bureaucrat

Administrator role. This is the person who monitors whether the work is completed and whether decisions are implemented. He manages the system that keeps all processes within the organization in order. He is very well organized and attentive to detail.

Bureaucratic style. He doesn't create the result and doesn't even know how to do it. He acts exclusively within the rules. He governs through directives, usually in writing. It focuses on how things are done rather than what or why. He comes to work and leaves it exactly on time, and expects the same from his subordinates. His desk is always immaculately clean and he has an organizational chart on the wall (or has one handy somewhere). For him, a good employee is one who acts according to the rules and does not create problems. He uses more and more subordinates to do the same work, but there is no noticeable increase in productivity. The bureaucrat evaluates himself by how well he controls the system and by how much he manages to minimize uncertainty. He is afraid of change, and the organization often has to move towards its goal in spite of the Bureaucrat. He cannot deviate from the rules even when necessary. Creativity suffocates next to him. He is faithful, first of all, to the very idea of ​​​​implementing the plan, regardless of expediency and even ethics.

--P-: Entrepreneur/Arsonist

The role of the entrepreneur. To survive in a changing environment, organizations need ideas. It analyzes the changes occurring in external environment, weak and strengths organization and determines the course of action. He is willing to take risks and is creative.

Pyro style. For a subordinate of such a manager, Monday morning is the most difficult time. Over the weekend, the Arsonist comes up with new ideas, and on Monday he changes his priorities. He hands out new tasks (forgetting about those already in progress) and expects immediate execution. He loves the rush and bustle, he loves it when his subordinates rush around the office, trying to cope with the crisis that he himself created. He does not recognize the right of his subordinates to free time; for him there are no weekends or holidays. It may seem that the organization under the control of the Arsonist should have a creative atmosphere, but he monopolizes creative opportunities. He perceives all employees with an entrepreneurial mindset as competitors that need to be eliminated. The more actively the Arsonist tries to control, the more his organization rolls back. The Firestarter fails because the organization cannot continually change direction.

---I: Integrator/Super Follower

The role of the integrator. He is able to listen to others and integrate their ideas, he strives to clarify controversial issues, identify common views, and analyze conflicting values. Integration is necessary for the effective long-term operation of any company.

Super follower style. It first seeks to determine which plan of action will be accepted by the majority, and then to bring people together to implement that plan. A pure Integrator does not have his own ideas, he does not strive to achieve tangible results. He rarely offers real alternatives and easily changes his proposals in accordance with what the majority considers acceptable... He tries to smooth out friction and achieve unity, albeit a short time without thinking about what the long-term consequences might be. If there is a power struggle between members of the organization, the Super Follower will try to determine which side has the best chance of winning and will join it. The organization under his leadership stops developing or changes direction depending on changes in the internal balance of forces; it lacks a unified and consistent long-term policy.

----: Neutral Manager/Dummy

Pacifier style. A person who occupies a managerial position and does not perform any of the classic managerial roles is a neutral manager or Dummy (----). The Dummy Manager is apathetic. He does not create, does not administer, does not stimulate breakthroughs, and does not interfere in intrigues. He is concerned, first of all, with how to live until retirement, and his goal is to keep his small world. He views change as a serious threat to his position. The management process is just a ritual for him. He does all the necessary things, but only for the sake of his own survival. But the biggest danger associated with a Dummy manager is that he strives to gather more and more of his own kind around him.

A person belonging to one of the “pure” management styles described above can turn into a Dummy due to one-sidedness and lack of flexibility. The Lone Ranger (R---), obsessed with performance, may burn out after a few years. In addition, he works so much that he does not have time to learn new things and, as a result, loses his qualifications. By focusing on establishing control, the Bureaucrat (-A--) loses sight of many circumstances, becomes inflexible, and an unexpected shift in the external or internal business environment turns him into a Dummy. The typical Pyro (--P-) can turn into a Dummy due to his tendency to rush into many things at once. A Super Follower becomes a Dummy when others tire of his repetitive tactics, when conflict gets out of hand, or when a brighter leader emerges in the organization.

All pure managerial types are three-quarters Dummy. Despite all their diversity, all four management styles have a common feature - inflexible, rigid stereotypes. Such people are characterized by one-dimensional thinking. The abilities of such managers are limited and not flexible enough to enable them to adapt to changing situations. But at the same time, the manager’s attempts to simultaneously play all four roles “perfectly” are doomed to failure in advance.

RAPI: “Book” manager/“Ideal” manager

How does an ideal manager behave? He creates results and is an excellent administrator, entrepreneur and integrator. He listens carefully to what is said and what is not said. He recognizes the need for change. He innovates his work carefully, selectively and systematically. He is not afraid to hire bright and difficult subordinates; he looks for people with potential and is able to discern it. He doesn't fuss or complain, and when necessary he offers constructive criticism. He knows how to analyze and work for results, to be sensitive, but not too emotional. His subordinates are not afraid to admit mistakes, he promotes employees with management potential and encourages intelligent creativity. His organization is a single organism striving for a goal; members of the organization support and accept each other, agree with the decisions of the boss.

Think about it, have you ever seen a manager who fully fits this description? Could you work like this yourself? This is a “book” manager, because you can only find it in textbooks. It seems that this description is not based on real life, but is the result of the search for an ideal. No one person can have all the qualities necessary for effective management, because the roles of RAPI involve mutually conflicting personal qualities.

Let's take a closer look at these four functions.

If a company performs function P, it becomes productive in the short term. A system is productive if it does what it was designed to do. Take a pencil. He's writing? If yes, then it serves its purpose. If he doesn’t write, he doesn’t do anything, which means he’s unproductive, although he might scratch behind the ear. But that’s not why it was invented.
Everything in the world is created for some purpose, and this purpose is to serve something. The pencil was invented to write. A car is for getting around. Only a cancerous tumor serves nothing.

In my lectures, I always ask, “Who will mourn your company if it dies?” An organization works productively if its management ensures that it satisfies the needs of the market and the needs of customers, that is, it performs the P function. To do this, management must have a good knowledge of the needs of the market and its customers and have a quality that Harvard psychology professor David McClelland called " motivation to achieve a goal”: I won’t rest until I achieve my goal. You can check whether function P is performing well by analyzing, for example, the number of repeat sales. Do customers return to you?
A company is effective in the short term if it can get results within minimum investment. Short-term efficiency can be achieved by performing function A. Strict adherence to administrative rules, systematization, planning and standardization of as many work processes and methodologies as possible increases the efficiency of the company.

In order to perform function A, managers must be able to analyze information, structure it, and pay attention to details. The essence of this function is control.

Functions P and A are aimed at the short term: P - at the current needs of the market, A - at the correct use of resources, because the system should work “right now” and not “tomorrow”. What ensures long-term productivity and efficiency of an organization? Functions P and I.
If a company performs function P, it will be productive in the long run. Management must work proactively, that is, anticipate customer needs in advance and systematically prepare the organization for new tasks, and not indulge in fruitless dreams about the future. Today you need to decide what to do tomorrow. For example, in the oil giant Royal Dutch Shell, development scenarios are no less than 15 years in advance.

To act proactively, leaders must be creative—after all, what awaits us tomorrow is unknown—and learn to take risks. Well, preparing for an uncertain future is always risky - it may not turn out to be the way we see it. Who is creative and who knows how to take risks? Entrepreneur. It turns out that productivity depends on the performance of the P function.
The long-term effectiveness of an organization is determined by the corporate culture and atmosphere of cooperation: the I function is responsible for all of this.

A spaceship can explode in space if any part of the skin is defective. What happens if you break your finger? You won't lose your hand, will you? How are these two examples different? In a “non-living” mechanism, each part performs one single function, occupies one and only position, and no other part can replace it. In a living being, the parts of the whole cooperate and support each other. You can lose three fingers, but not lose an arm. Athletes mean something like this when they talk about team play.

So, a system that encourages collaboration is more viable than one that is plagued by conflicts of interest, where some work styles are incompatible with others. In a collaborative system, everyone is an individual, and everyone together is a team. Employees of the Body Shop chain of cosmetic stores are united by a common ideology: the company stands for the protection environment and opposes animal testing. That's why the Body Shop has become one of the world's leading cosmetics companies. Ice cream maker Ben and Jerry is pursuing a similar strategy. In conflict-ridden organizations, too much energy is spent on resolving disputes, and on clients and competition There is almost no strength left. Such a company is very vulnerable.

Can a system be productive but ineffective? Certainly. This is what happens when an organization achieves a goal, but spends too many resources and energy on it. Here's an example. The young company fulfills all the client’s wishes so as not to lose him. But it lacks organization - a coherent structure, corporate memory and discipline have not yet formed.

Are there systems that are effective but unproductive? Bureaucratized companies are such a case: they zealously follow instructions and regulations, but poorly satisfy the needs of customers, who, unlike the organization itself, are constantly changing. In other words, customer needs are changing so quickly that companies do not have time to reflect all the innovations in their instructions and methods, much less adapt their work processes accordingly. Therefore, as change accelerates, more and more bureaucratic systems emerge.

If a company's management performs all four functions well, it will be efficient and productive—both in the short and long term. The organization is thriving and well managed.

“If you want to learn to manage, you must give up the idea that you can do it alone.”
A key factor for success along this path is the selection of a management team based on the principle of complementarity. To illustrate this, the image of a hand is used, where the thumb is the most important (business leader) - a leader should not be able to do everything himself. The main thing for a leader is the ability to gather conscious and independent people around him and create conditions for them efficient work.
“Life is a university, and we are learning all the time.”

(I. Adizes)

E-executive: Has the transition to a knowledge economy caused (or will it in the future) cause changes in the typology of managerial roles? Which changes? Is the “ideal manager” of the knowledge economy different from the “ideal manager” of the industrial era?

I.A.: In an industrial economy, PA roles are critical to success as you must be efficient. If we are talking about the economy of knowledge, then the importance of EI increases sharply, since knowledge is sterile in a vacuum. You need to build relationships with others, and since knowledge loses its relevance after some time, you must constantly relearn and keep up with the times. Therefore, the “ideal manager” today is EI.

E-executive: If you try to combine your concepts of the life cycle and types of managers, is it possible to derive the genetic code of the ideal manager? What will it look like?

I.A.: Many people think of leadership as specific direction. “Do this, do that!” In my opinion, true leadership is not a person pointing a finger, but a complementary team of people. Such a command is like a hand made up of fingers of different lengths and abilities, and its leader is the thumb. Why? Because the thumb is the only one located opposite the rest, and at the same time can “work” with any other finger separately. It can also act on everyone at the same time - thus allowing it to act as a hand. To be a leader is to be a thumb: to make different fingers work as one hand.

A good manager does not have to be a great integrator or a big thumb. It's a must for a leader. Difference between good management and the next level, leadership, in that the leader must be stronger in at least two of the management roles, one of which must be integration. Without the ability to integrate, allowing all fingers to act as one hand, there will be no teamwork.
What a leader will be for a particular organization at a given moment depends on several variables. These include the organization's place in the life cycle, the styles of other team members, and the nature of the tasks assigned. Without a strong leader, a company in its “infancy” stage may die. At the stage of decline, when a company is subject to bureaucratic paralysis, it also needs a decisive leader. Just as parents change their parenting styles as their children grow older, leadership styles must change as the organization develops and matures.

What to do?

At the same time, a person whose style description in the RAPI coding has no dashes - that is, he is able to play all four roles of the RAPI, even if not perfectly - can become a good manager. Table 1 illustrates how “faulty” management styles become valuable by filling the gaps in our inherent management qualities.

Table 1

Misguided Management Styles	Management styles
R--- The Lone Ranger -A- Bureaucrat --P- Arsonist ---And Super Follower ---- Pacifier RA-- Slave owner RA-I Benevolent Ruler -A-I Bureaucrat-Patriarch R--I Untalented coach R-P- Founder RAP - Single developer --PI Demagogue -API False Leader -AP- Got it R-PI Charismatic guru	Rapee Manufacturer rAPI Administrator RaPi Entrepreneur rapI Integrator RAPI "Book" manager RAPI Governor RAPI Shepherd RAPI Cardiac Administrator RapI Guide RaPi Founder RAPi Developer RaPI Teacher rAPI Diligent beginner rAPi Devil's Advocate RaPI Statist

The inability to become a RAPI does not mean that you need to accept what exists as a given with the resignation of a fatalist. You need to try to play these four roles better, fill in the gaps and continue to grow - but at the same time come to terms with the fact that no one can be perfect. A good manager doesn't try to be someone else. He accepts himself, but that doesn't mean he doesn't try to be a better person. The desire to become a better person can be quite realistic, as long as it is not an attempt to completely change oneself.

Most people don't know themselves at all. The reason for this may be an overly positive or, conversely, negative attitude towards oneself. We are how we act towards others, our behavior. We learn about what kind of person is in front of us, not by what he declares about himself, but by observing what and how he does.

According to Adizes, since no person can fit the RAPI type, the best solution For the organization, it becomes the selection of a management team whose members complement each other. It is necessary to select people who are better or worse able to play all roles and work with others on the management team. A manager must be able to see in others those qualities that would compensate for his own shortcomings.

This idea, of course, is not a revelation. Many managers agree that the essence of their job is to find a good team. But, unfortunately, such a simple definition managerial work often ignored in practice. Many managers, who do not respect themselves and are unable to accept those who are different from themselves, are simply afraid of more talented employees. They are like a racehorse owner who, having filled his stable with ponies, hopes to win the grand prize at the races.

Cycles and Types

A good example of healthy start-up companies are high-tech companies. To start developing a new product, they need capital. But any private foundation will request detailed business plan, therefore, before appearing before an investor, newly minted entrepreneurs need to think through every little detail.
Here are the signs of healthy pregnancy: lots of enthusiasm and excitement, willingness to take risks (but with an eye to reality), attention to detail. These are not empty dreams. The viability of an organization is determined by the healthy development of functions P, A, I. But it happens that an entrepreneur is fussing: when faced with reality or anticipating future difficulties, he abandons the idea and grabs the next one. Acceleration at idle is a sign of painful development (its code is 00E0).

Infancy. At any given time, the company has a certain reserve of energy. As soon as the entrepreneurial function E stabilizes, the organization is fully formed and its functions P, A, I develop, the turn of the next function comes, and the organization turns its energy to it. About which function? we're talking about?
Function E is responsible for long-term productivity, P for short-term productivity. Therefore, after E, P is activated, that is, E weakens, P gains strength.

At what point and how does this happen? The “gestation” stage has been successfully passed, and the organization takes its first risky steps: signs contracts, hires staff, takes out loans, invests and spends money. Dreams end - work begins.

Leaders of the post-revolutionary period (and the birth of a new idea can be likened to a revolutionary leap in development) must be doers, not dreamers who now only get in the way. If after the “victory of the revolution” its leaders die, then they end up in the pantheon, if they remain alive and continue in the same spirit, then in prison or on the scaffold. Although dreamers can change, abandon old leadership methods and turn into doers. Those who succeed are successful entrepreneurs.

The newborn company's code is Paei: work, work and more work. There is no time for dreams. If the entrepreneurial function is neglected, it can be survived for some time, but in principle such development is flawed - the company loses its purpose. The dream turns into a nightmare, into hopeless work for no apparent reason. The weakening of function A also does not seem to promise problems, but the lack of a well-functioning administrative machine forces the company to reinvent the wheel every now and then. This is an unacceptable extravagance. Such a company is productive, but ineffective: along with profits, losses will also increase. One of my clients was always incredibly busy, canceling meeting after meeting, citing lack of time. As it turned out later, he was actively working on a market that no longer existed.

The businessman simply could not keep up with the changes. Such people do not develop, but move in the same vicious circle over and over again. Of course, they quickly “deflate”.

It is natural for a newborn organization to lack funds: it grows and requires everything more investment like a baby - regular nutrition. At this stage, function A is very weak: let's say, management does not bother defining the responsibilities of employees. Although, if from the very first day you make accurate job descriptions and technical specifications, bureaucracy will strangle the organization. Now the company resembles a smartly dressed baby playing in the sandbox: as long as she is allowed to get a little dirty. We all make mistakes in childhood and learn from mistakes. A company gains corporate experience just like a person.

It would be unnatural for infancy to completely ignore function A. It is important to correctly predict the movement of funds and take into account payment transactions. Not having the appropriate processes in place is dangerous. It is also wrong not to pay attention to the interests of clients (not to perform function P), to focus only on technology and production, and not to develop the entrepreneurial spirit of the organization - its driving force (function E). The natural state of infancy, as I have already said, is described by the Paei code, the unnatural one - P000.

Active development. Gradually, the organization gains regular customers and profits begin to grow. Finally she becomes truly viable. Now we need to synchronize two functions: E, which developed during the gestation stage, and P, which gained strength in infancy. But the trouble is that they are practically incompatible. Excessive development of E suppresses P: a lot of talk - little action. With an “overdose” of P, B languishes: there is so much work that there is no time to dream. Therefore, now energy is spent on “adjusting” these functions to each other.

The code for healthy growth is PaEi. The management indulges in dreams and immediately brings all their ideas to life. In the blink of an eye, the company becomes overgrown with leaves and shoots out in all directions. “We succeeded with shoes, and we will succeed with real estate. let's open new company! — the founder rubs his hands. Success inspires him, he feels omnipotent, becomes bolder and takes more risks. This is how a child who has learned to crawl behaves: he is interested in everything around him, he needs to look at and touch everything. However, an actively growing organization more often takes advantage of an opportunity and less often consciously creates the conditions for its development. She is torn between so many things that she simply does not have time to do everything. Often “today” a company hires those who were needed “yesterday”. The danger of unnoticed spending all your funds is now very great.

The reason for the unnatural problems of this stage is the imbalance of functions E and A: there is a lot of entrepreneurial fervor, there is no order. The head of the organization begins to believe in his own unsinkability. Well, of course, now he can handle any task! And he takes more and more desperate risks, not listening to those around him. He sets ambitious goals and flaunts his growing influence, while the company teeters on the very edge of the abyss. No one dares to contradict - quick success has made the boss arrogant and arrogant.

If a company grows in several directions at once, without order, system and discipline, then sooner or later it will make a mistake: it will enter the wrong market or tie itself hand and foot with unbearable obligations.
Another manifestation of the imbalance of functions E and A is the lack of clear job responsibilities. The organization is growing faster than the administrative structure is being formed. Each employee has several positions - and bosses. People are starting to get confused about who is responsible for what. As long as the company is operating successfully, this does not bother anyone particularly, but it hardly arises serious problem, everyone rushes to look for the culprit. As a result, the CEO falls into the “founder trap,” as I call it. He makes all decisions, even the most insignificant ones, himself. With his departure, the company dies - it finds itself without a rudder and sails and goes to the bottom.

I'm currently working with pharmaceutical company, whose founder was diagnosed with cancer by doctors. He still leads his empire and has no suitable successor. His children will not be able to run the company. What will happen next? If, after the death of the founder, his place is not taken by a passionate person, the company will most likely be sold. If not sold, it will gradually lose market position and eventually slowly fade away.

The code for the natural stage of active development is PaEi, the unnatural stage is POEO.

Youth. Even for a company that successfully developed in childhood and adolescence, the hour of reckoning will come if it grows in several directions at once, without order, system and discipline. Sooner or later, she will make a mistake: she will enter the wrong market or with the wrong product, and tie herself hand and foot with unbearable obligations.
The euphoria of active growth gives rise to administrative problems. The company will make a bad deal because of some unfortunate oversight or release a new product without properly studying the demand. A common problem—an “unexpected” shortage of funds—is actually simple to explain. The company is growing too quickly, and the accounting department does not have time to process all the data. This crisis of the company indicates that it is entering a stage of adolescence.

It is necessary to restore order - to develop function A. But here comes a new misfortune: order stifles the entrepreneurial spirit. He needs freedom, but they are trying to subject him to clear rules and procedures. Any administrative system strives for predictability and standardization, because this is the only way to increase efficiency.

In a healthy organization, the increasing strength of function A stabilizes function E, but does not reduce it. Now the board of directors can restrain youthful fervor and ensure discipline. The opinion of the financial director, whom no one listened to during the active development stage, gains weight. The organization becomes more controllable and predictable. This is healthy youth. But if the board fires the founder as CEO and hands over the reins financial director, this will be a difficult test for the youth’s body, and it won’t take long for you to get sick. Not all employees will like the tightening of administrative procedures; many will leave the company. It will lose its entrepreneurial spirit, stabilize by improving product quality, become profitable for a short time, prosper for a while, but without innovation and reform it will soon lose its position in the market...

Another scenario for unhealthy development is stagnation of the administrative function. The founder does not tolerate restrictions and discipline and fires anyone who tries to somehow infringe on his freedom. The company falls into the “founder’s trap” or into the “family trap”: with the death of the leader, the company, which was supported only by him alone, dies. If this family business, then the second generation will still prosper due to past investments, but the children will no longer be able to manage as effectively as their fathers. You shouldn't blame children - they're just not leaders or innovators. In this situation, the family business dies in the third generation.

However, this is far from the only danger that awaits the company in its youth. Often it is established by two partners. One tends to be more involved in sales, marketing, technology and product development (its code is PaEi). The other's strong point is procurement and financial transactions (code pAel). If the founding fathers differ from each other even more sharply (for example, POEO versus 0A00), then they cannot avoid divorce in their youth. Most often, the administrative partner buys out the entrepreneurial partner's share. A company may stabilize for a short time and even generate income, but without an entrepreneurial spirit, it will still lose market share and languish. If function E weakens only for a while, this is a normal, healthy youth - its code is pAEi (a short period of PAei is possible, but as the administrative function develops, the company will return to normal again).

For clarity, I will give an example of unhealthy youth. One semiconductor company has achieved success through bold technical innovation. When the CEO retired, the board of directors did not find a successor among its managers and invited an outsider to take this place. The new general director, more experienced in production than in R&D, cut the budget, demanded that his every word be strictly followed, and took all decisions to himself. There has never been strict discipline in the company: the creative part of the team worked according to a free schedule. Developers went beyond budget and made their own decisions about product development. The engineers could not come to terms with tightening the nuts, and six months later a mass exodus began. Soon, most of the creative staff quit. And after a couple of years, the company was pushed out of its leadership position and its sales began to fall steadily.

Heyday. As the administrative function develops, three of the four functions of the code—P, A, and E—are activated. Now comes the time of integration. Come to the fore personnel issues: remuneration, employee certification, training, etc. It’s not that they didn’t do this at all before, there were just more important things to do. As integration progresses, the balance of functions changes. P and E are content, A and I are form. At this stage, form begins to prevail over content; in a developing company, the opposite is true. The company has passed the peak of its development and is heading towards decline.

When the entrepreneurial function weakens, it freezes innovation activity. Figuratively speaking, instead of rebuilding the structure, the organization is renovating the toilets, spending a lot of money on it. Meanwhile, someone is creating in their garage revolutionary technology, which will win market share from veterans. Some aging organizations, in order to keep up with the times, buy prodigies - actively growing companies: they are willing to make a deal, looking at the tight wallets of buyers. But how to combine the culture of young prodigies and a decrepit organization? Often the purchase does not lead to desired result— the administrative machine of the “elders” dampens the enthusiasm of newcomers. In my experience, mechanical connection is generally not effective. To succeed, both companies must reinvent themselves. It’s like in a marriage: both spouses must change, otherwise the union is doomed.

The Birth of the Aristocracy. If function E remains at a low level for a long time, function P gradually fades. Why? Management dreams less and less, becomes stagnant and no longer strives to satisfy the needs of future clients. Management is trying to sell the same product. At this stage, administration and integration functions rule the roost. The internal climate is changing. Employees follow a new principle: do not make waves and be politically correct. Innovators are black sheep. It is not the one who knows the business who succeeds, but the one who makes friends with the right people. “If you keep your head down, you will become president” is the new slogan. This is especially typical for organizations protected from competition, such as state-owned companies. If, in addition, the country is governed by one party, then the head of the state-owned company is chosen on the basis of loyalty to the authorities: it is important who you know, not what you know. Of course, such an organization will rely more on connections and government support than on the market and clients.
Aging companies are caused by unnatural reasons. Organizations can thrive indefinitely if they know that in order to do so they must maintain the entrepreneurial function.

Gradually the company is turning into something like a closed club. Management is resting on its laurels and raising prices to keep revenue growth at the same level. But the absolute volume of products sold or services provided decreases. In the end, the moment of truth comes: form cannot exist on its own, without content.

"Witch-hunt". The hour of reckoning has arrived. The company is rapidly losing market share. Clients are hastily fleeing the sinking ship, and a “witch hunt” is already in full swing. It is clearer than anyone who will become the switchman - the product development, research, strategic planning, marketing, that is, precisely those who ensured the fulfillment of function E. On a national scale, these are also national minorities whose culture is closely connected with entrepreneurship, for example, Jews.

With the beginning of the “witch hunt,” the integration function weakens and then completely fades. A team of yesterday's like-minded people turns into a crowd of paranoids, weaving intrigues and striking each other from around the corner. The last “pillars” of entrepreneurship left on their own or were fired, and the company goes down like a stone. Its current code is pAOi.

Let me give you an example of the legendary Disney corporation. It would seem that her great past guaranteed her a calm, prosperous life. No matter how it is. At some point, due to increased administrative oppression in the company, an exodus of the most creative people. Imagine what this meant for Disney! The company began to age. As a sign of disagreement with the actions of management, the last representative of Disney, Roy, defiantly left her. But the board of directors had the wisdom to stop in time, recognize the problem and take a number of tough measures. Not long ago, there were major changes in Disney management: Michael Eisner stepped down as chairman of the board of directors, and largest shareholder became Steve Jobs, a bright entrepreneurial leader who once brought Apple out of a similar crisis. I wouldn't be surprised if he is eventually appointed CEO.

Bureaucratization. The organization is a form with virtually no content. The procedures and rules are well established, the instructions are followed, but they don’t even think about meeting the needs of the market. Such a company is like a machine that seems to work, but in reality produces nothing. This is movement without progress.

The bureaucracy lives not at the expense of consumers, but thanks to political support. Having lost it, it crumbles, and the grandiose mechanism turns out to be a pile of unnecessary parts. The code of such an organization is 00A0. There are countless examples of bureaucratic companies. Its signs can be easily detected in many state-owned companies.

Elixir of Eternal Youth

Please note that there are no natural problems in the later stages of the life cycle. This means that aging is caused by unnatural causes. Organizations can thrive indefinitely if they know how to achieve it. There is only one recipe: support and strengthen the entrepreneurial function. The company needs to be restructured and power decentralized.

This leads to another important conclusion: aging does not depend on the size and age of the company. It is determined by two factors: agility (activity of function E) and self-control (function A).

An organization begins to age when function E declines. There are many examples of aging companies and even entire markets. Today, the losses of all banks in the United States are costing taxpayers billions of dollars. Banks have long issued loans at interest rates that are higher than those paid on deposits. At some point, consumers had the opportunity to invest their savings in bonds and stocks. Who will open an account with low interest rates after this?! Over time, other alternatives emerged bank loans: adjustable rate stocks, private equity funds, hedge funds (industry turnover estimated at billions of dollars). But banks, with a tenacity worthy of better use, continued to offer hopelessly outdated products. And, of course, very soon bankruptcies began. Bank managers lacked entrepreneurial spirit. The fate of companies could have turned out completely differently if they had strengthened this function.

According to my observations, attenuation entrepreneurial function(and therefore aging) at the highest stage of development of a company depends on several factors.
Constructive leadership. The CEO-administrator usually manifests itself in full force at the stage of adolescence. Then he is constructive: he brings order to an actively growing company. However, he often “forgets” to leave on time and strangles the company when it needs creativity rather than administration (function E).

Internal age of management. When the desired is achieved, the leader wants to keep what he has. He doesn't intend to take any more risks. This also weakens the function of E.

Adequacy organizational structure. Marketing is focused on the future, therefore, its task is to excite the organization, stimulate reforms so that it changes quickly and always corresponds to what is happening in the market. Thus, marketing is directly related to function E. But sales, on the contrary, works for today’s consumers, its task is to receive orders for supplies. This is function P. Since, as we have already established, these functions are incompatible, the one that is focused on the short term, that is, P, usually wins. Sometimes management transfers marketing and sales to one of the vice presidents, and then the marketing department becomes like transvestite: dressed as a woman, but actually a man. The department deals with sales, although it is called marketing. The same thing happens when the production department and the technology and development department are combined new products. Here the technology department will suffer from the conflict between the P and E functions. From now on, it will perform a short-term function at the expense of a long-term one. One of my clients was a Fortune International 100 company with thousands of employees in marketing and reporting to sales people. But after studying the work of marketers, we came to the conclusion: they simply serve sales managers - they develop auxiliary materials, keep records of sales, etc. The so-called marketers didn't do anything at all marketing research and didn’t develop a strategy!

Relative specific gravity organizations in the market. If a company has a fairly large market share, and its closest competitor has much less, then over time its management becomes overconfident and complacent. It's like in sports: if you want to set a record, compete with those you can lose to. If the opponent is weak, then there is no need to try.
It’s not just aging that threatens an entrepreneur; in other circumstances, any other function can fail. And it is very important that the code allows you to quickly find this “sick” function and begin “treating” it. You don't have to look far for examples. Here are just a few common problems that I think almost every organization faces.

The company is rapidly losing market share. It is very likely that it does not serve the needs of the market well. In other words, management forgot about the P function. The conclusion is simple: you need to work for the market and satisfy customer needs.

Another common problem is that high price product or low profit margin compared to competitors. I would suggest paying attention to the administrative function.

Often companies react too slowly to changes in market conditions and miss great opportunities. For example, they are late in introducing a new product to the market. This means that such an important quality as entrepreneurship has been lost.

Another example is a change in management (the founder of the company left or died). This often provokes a management crisis. If I were the shareholders and management, I would be concerned about integration.

It’s easy to guess that, knowing which function is underdeveloped, you can develop a detailed plan for overcoming the crisis and begin to implement it. A striking example- Apple Corporation during a period of recession caused by stagnation of the entrepreneurship function. The first among the brightest creative personalities to leave the company was Steve Wozniak, one of the founders. Then Steve Jobs was fired. Then it was the turn of the head of the R&D department. Creative employees left in droves from the corporation, which was losing its position. Apple needed a life-saving injection of entrepreneurship. The company needed a bright and powerful leader with a strong entrepreneurial start. It became... Steve Jobe. The result was not long in coming: one after another they began to come out successful products(Just remember the triumph of the iPod). Luck turned to Apple again.
However, change management using the “Adizes code” is a topic for another, serious and long conversation.

An expert in the field of improving corporate performance, Dr. Itzhak Adizes has been studying the world's largest corporations for 35 years. Despite differences in politics, culture, and education, all leaders face the same problems.

Subordinates are unhappy with the boss: he demands too much, but does nothing himself and leads the company into a crisis. The boss is dissatisfied with his subordinates: these loafers only drink coffee and spread gossip. Because of them the company is in crisis.

Adizes took on the problem of bosses and subordinates and came up with a formula for an ideal leader. willingly shares his findings.

Formula for success

Regardless of the type of activity of the company, the manager performs four main functions:

1. Production of results. WHAT do to achieve short-term results.
2. Entrepreneurship.WHEN And FOR WHAT do it. Determines the direction of the company's development.
3. Administration.HOW do it.
4. Integration.WHO it does. A company's value system that motivates employees to work together.

Only if the manager performs all four functions simultaneously is the company successful. Now you know the secret formula, if not for one “but”: a person cannot perform all functions at once, even if he has.

Performing even two functions is difficult. If a child is sick, the mother pays all her attention to him and does not have time, for example, to buy groceries. For her, the child's health is a priority. The same thing happens with leaders. They slip into performing one function and turn into ineffective managers.

Adizes analyzed the mistakes of each type of leader and proposed solutions to them.

Result producer

This manager knows what and how to do to get the job done. He is result-oriented, and this is good for the implementation of decisions made. But making these very decisions causes inconvenience to the manufacturer. He does not tolerate long thinking about a problem and does not like to engage in strategic planning.

At meetings, while subordinates discuss options for solving the problem, the manufacturer sleeps. He wakes up only when he is asked a specific question about which of two solutions to choose. Then the manufacturer selects the appropriate option and begins work. By oneself.

The manufacturer does not accept delegation, because only he does everything quickly and correctly. The manufacturer works a lot, so recognition of his achievements is important to him.

• Kurt Herbert Albert served as artistic director of the San Francisco Opera for 30 years. He invited an outside director to stage one of the operas. At the rehearsal, the director gave orders to the performers and said the phrase: “This is what you should do in my opera.” Adler approached the director from behind, touched him on the shoulder and said: “No. In my opera."

The manufacturer's desk is littered with papers, and he himself is constantly busy. The producer works like a bee and complains that the day is too short. The subordinates of such a leader are often late for work and wander around the corridors with nothing to do. The manufacturer does not have time to resolve administrative issues.

What to do, if Are you a manufacturer:

• Before completing tasks, consider whether it is really necessary.
• Make a list of tasks that only you can do. Give the rest to your subordinates.
• Think about long-term results. Leave time to plan for the future of the company.
• Pay attention not only to the result, but also to the process.

What to do, if your boss producer:

• Be clear about how long the meeting or meeting will take.
• First, tell the main thing - the result. Only then briefly explain how you came to this.
• Prepare for an emergency. The manufacturer will definitely hand over the task to you when he realizes that he himself cannot cope. This usually happens in last moment when deadlines are tight.
• When you are given a task, solve it, even if you don’t understand why.

Administrator

System and documentation are components of the work of this type of manager. The administrator perfectly organizes the work of people: clearly distributes tasks among subordinates and monitors implementation. Gives instructions to employees in writing.

If everything goes according to plan, the administrator is calm. But during a period of change, the administrator falls into a stupor. He has no instructions on how to act in force majeure conditions, and he sticks to the original plan.

• A typical situation: employees of one road service unit replaced asphalt. A week later, employees of another department opened up this asphalt, because according to the plan they were repairing pipes.
• Surely the head of the first division knew that soon the pipes in this area would be replaced. But I didn’t change the work plan, because that’s not customary. After replacing the pipes, the first unit comes to install patches on the road surface. Double spending is a bad result.

The administrator is neat and pedantic, monitors appearance and demands the same from colleagues. His desk is a perfectionist's paradise: pens are arranged according to color, paper is the right size, the keyboard is strictly parallel to the monitor.

Unlike the producer, the administrator cares about the process. He pays so much attention to the process that he does not have time to think about the results, without which the business does not develop.

What to do, if you are an administrator:

• Depart from the plan, take risks. In times of change this is necessary.
• Make a list of rules for each employee. Highlight those whose implementation will bring results to the company. Do not judge harshly for non-compliance with other rules.
• Consider each specific situation separately. Sometimes to save good employee or company, you have to deviate from the plan.

What to do, if your boss is an administrator:

• Before starting the task, agree on a work plan in writing with the administrator. Act strictly according to plan.
• When speaking, slow down the pace of your speech. The administrator does not perceive confusing, fussy information.
• Do not mix ideas and facts, the administrator takes everything literally. First, name the dry facts, only then - the idea based on these facts.

Entrepreneur

An entrepreneur is a charismatic leader. He is confident in himself, he always has the best things: a car, the latest model phone, an apartment in a prestigious area. He's a star. This is recognized by everyone - from the cleaning lady to the company's client.

Transformation is the driving force behind the entrepreneur. He does not tolerate stagnation: even if the company is profitable and successful, the entrepreneur is looking for a new direction. Consistent success is too boring for such a person. An entrepreneur is full of ideas that he easily turns into a successful business.

• A typical entrepreneur is Oleg Tinkov. Tinkov’s business ideas were born from a personal need. Accidentally.
• I wanted to buy a VCR. I chose the Sharp brand, paying three times more. Oleg realized that there were few VCRs on the market and created a consumer electronics network.
• Daughter Daria loved dumplings. Tinkov didn’t like everything that was on the shelves in the 90s. He established the production of Daria dumplings. I couldn’t buy tasty beer anywhere, so I opened a brewery restaurant.
• I loved credit cards, but I couldn’t find a suitable bank in Russia, so I established my own.

Tinkov’s ideas brought 200-400% profit - typical for an entrepreneur. He knows how to turn an idea into a business. Good for the company, not so good for the employees.

Working with such a person is difficult. The priorities and interests of an entrepreneur are constantly changing. Therefore, he is always dissatisfied with the work of his employees. It seems to him that everything can be done better, in a new way. If an idea doesn't work, the entrepreneur looks for someone to blame.

What to do, if you are an entrepreneur.

• Don’t rush to voice every idea to employees. They will take it as a guide to action.
• Postpone the decision for a day: you will eliminate emotions and have time to think about everything.
• Let employees have their say. You hired professionals, not spectators in a one-man theater.

What to do, if your boss is an entrepreneur:

• Let the entrepreneur participate in your project. He doesn't like it when an employee does the job from start to finish.
• Present problems carefully, avoiding the words: “crisis”, “catastrophe”, “we are all going to die”.
• When you are given a task, retell how you understood the task. An entrepreneur is full of ideas and cannot clearly formulate what needs to be done.

Integrator

Creative, sociable, good friend, proactive and empathetic are the five definitions of an integrator.

He is always among people, participating in the personal processes of each employee. The integrator knows your grandmother's name and how old your cat is.

• Angela Ahrendts - Vice President of Retail and Internet Commerce at Apple, during work general director Burberry company communicated via e-mail with every employee of the company. She thanked people for opening stores and was interested in personal matters subordinate.
• In order not to deprive any of the 11 thousand employees, Ahrendts had to send at least 30 letters a day.

Compromise is important for an integrator when making business decisions. The integrator has an opinion, but is afraid to express it. Only when everyone agrees with the idea does work begin. Finding a compromise can take weeks, and business requires quick action.

What to do, if you are an integrator:

• If you need to solve a problem, imagine that you are on a desert island. You have no advisors. The decision is yours.
• Don't be afraid of criticism. If someone doesn't share your point of view, listen. There is no need to listen.
• Set aside an hour to communicate with colleagues, and spend the rest of your time strategic issues companies.

What to do, if your boss is an integrator:

• Before you offer new project, discuss it with the team. Present the idea to the integrator, how.
• If the integrator expresses an opinion, support it first. Only then suggest how to refine the idea.
• Build relationships within your team. If you are against the collective, you are against the integrator.

Let's put it into practice

Dr. Isaac Adizes is sure: one person is not able to combine all types of management. Therefore, you won’t be able to become an ideal leader, but you can become a good one.

First way. Determine your leadership type and hire other types of employees.

• Steve Jobs and Steve Wozniak are the perfect tandem. Jobs is an entrepreneur. He knew what the product should look like, why and when to launch it on the market. But I didn’t know how to make a product. Engineer Steve Wozniak is a typical manufacturer. It was important for him to do new things, but he did not understand why. Jobs cares about the benefits that a product brings, while Wozniak cares about the production process.
• If these two had not met, Jobs' brilliant ideas and Wozniak's unique inventions would have rested on the table. And we wouldn’t recognize the legendary company Apple.

Second way more difficult and requires discipline.

You know the four functions of an ideal leader, but you are only strong in one. Come up with rules that will address each of the weak functions, and systematically follow them. Even if you immerse yourself in one of the functions again, the rest will work.

Coming up with rules is not easy, but it is possible. Rely on personal experience. They say that the man who walked up the steps career ladder from start to finish, you have a better chance of becoming a good leader.

Illustrations: Konstantin Amelin, designer of Big Plans

Based on materials: bigplans.megaplan.ru