Most managers grow into the role from below: the best salesperson becomes head of sales, the best developer becomes a lead, the best engineer becomes the CTO. As specialists, they were excellent. As managers — they're trying their best.
But management is its own profession. With its own tools, logic, and mistakes. And if it isn’t taught systematically, every manager reinvents the wheel: managing the way they themselves were managed — or however seems right to them.
The «Gaining Management Altitude» course is 60 academic hours (in the standard format) of practical work, during which managers get concrete tools: how to set tasks, plan, monitor, motivate, and make decisions. Not theory about how it all works — but techniques applied the very next working day and practiced during the training itself.
What happens when managers run things «by feel»
When a company has no system for developing managers, every manager forms their own style by accident. On the surface this looks like problems with people, motivation, follow-through. In reality — it’s a management problem.
Tasks get set vaguely, and the employee does whatever they understood — or whatever’s convenient. Oversight is either missing entirely or turns into micromanagement that kills engagement. Feedback comes rarely and imprecisely — people don’t know whether they’re doing well. Anything that requires a decision gets escalated upward, because the manager is afraid of getting it wrong.
The result: overloaded executives, demotivated teams, and a strategy that never gets implemented. Not because the strategy is bad. But because the management layer doesn’t know how to translate it into the team’s day-to-day work.
Managers who were promoted from strong individual contributors — and are coping, but feel like they're managing "by intuition," without a system
Middle managers who keep the day-to-day operations running: the team's results depend directly on how precisely they set tasks and track their completion
Specialists in the talent pipeline for management positions — so they step into the role with tools in hand, rather than learning by mistakes in their first year
Management teams where different leaders have different standards: one is strict, another is democratic, another doesn't monitor anything at all — and this creates chaos in how tasks get managed
Managers who need to build systematic management processes and move away from intuitive approaches that periodically lead to problems
Most management trainings teach knowledge about how things should be. «Gaining Management Altitude» is built differently: 60% of the time is practice. Participants don’t listen to lectures about delegation — they practice setting tasks for their own real employees. They don’t study feedback theory — they rehearse specific difficult conversations.
Before the course starts, every participant fills out a questionnaire — this allows the work to be targeted to individual weak points, rather than run as one generic program.
Between modules, participants’ real cases are reviewed in the chat. This isn’t a box-ticking homework assignment — it’s a way to anchor the tools in real working conditions and get feedback from the trainers.
At the end of the course, each participant receives an activity rating and writes an essay capturing their personal takeaways and a plan for applying the tools they’ve gained.
Training program
- Module 1 — Management Style and the Mechanics of Power
- Module 2 — Techniques for Planning Group and Individual Work
- Module 3 — Setting Tasks for Employees. Delegating Authority
- Module 4 — Monitoring Subordinates' Performance and Giving Feedback on the Results
- Module 5 — Managing People as a Function of Leadership
- Module 6 — Methods for Solving Management Problems
Offline
3 modules of 2 days each, or 2 modules of 3 days each — scheduled to fit the company’s rhythm. Breaks between modules are no more than three weeks: during this time, participants apply the tools at work and bring real cases to the next session.
or
Оnline
4-hour modules, 1–2 times a week — scheduled to fit the company’s rhythm.
Between sessions, there’s active work in the chat: trainers commenting on and analyzing participants’ cases, additional tools, and discussions.
The program is adapted to the company: before the start, every participant fills out a questionnaire, and the focus of the work is built around the specific team’s real management situations.
Group size
up to 20 people
Program trainers
Александр Паньков
Co-Founder компании A.maze.S
Ирина Сотникова
Co-Founder компании A.maze.S
Managers who speak a common language and share common standards — the management team understands management the same way and works by the same principles
A lighter load on top management: managers know how to make decisions within their own area of responsibility, without escalating everything upward
Higher team performance: tasks are set more precisely, monitoring is in place, and feedback actually works
Better employee retention: managers know how to motivate, can spot demotivation before someone leaves, and know how to work with key people
A talent pipeline that's ready for management roles — not just "promising," but actually prepared
A concrete toolkit that sticks: every participant leaves with a set of techniques tested in the workshops and applied between modules to real tasks
Want to discuss a program for your management team?
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