When every manager pulls in their own direction — the business doesn't grow

A management team isn't a collection of competent people in leadership positions. It's a system in which people with different styles of thinking and management are able to make decisions together, implement them, and take responsibility for them.

When this system is missing — decisions are made slowly, strategic initiatives stall, and conflicts between departments repeat quarter after quarter. The company spends its management resources on internal friction instead of directing them toward growth.

The «Building and Developing Management Teams» workshop is built on the Adizes methodology. It gives a management team a common language, an understanding of the nature of cross-functional conflicts, and concrete tools for making decisions together.

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How the absence of teamwork affects the business

Most management problems get attributed to the personal qualities of managers — personality, motivation, an unwillingness to cooperate. In practice the root is usually elsewhere: managers with different management styles don’t know how to work together, because nobody has created either a methodology or a culture for doing so.

The consequences are predictable. Decisions requiring sign-off from several managers get made slowly or not at all. Departments defend their own turf instead of solving shared problems. Strategic initiatives that require cross-functional collaboration fall apart halfway through. The owner or CEO is forced to personally sort out conflicts that the team should be handling.

When work with the management team is necessary

Managers don't share common business goals or interpret them differently — each department is moving in its own direction

Conflicts between managers or departments recur regularly: they get put out, but after a while they flare up again

Performance metrics are unstable or fall short of plans, even though each individual manager is working hard

Decisions requiring the involvement of several departments get made with great difficulty — or drag on until they've lost their relevance

Coordination between departments is weak: information gets passed along late, and tasks at the intersection of functions get done poorly

The company is slow to respond to market changes — by the time managers align on a position, the moment has passed

Program content

The nature of change. Studying management styles

What causes conflicts and problems in a company? We talk about the nature of change

Why do changes trigger resistance from employees? The nature of change in today’s reality.
What is at the root of the problems caused by a lack of mutual understanding between managers and their ability to interact? The mission, roles, and functions of management.
Where management roles come into conflict (are incompatible) with one another.

2. Why does a business need different managers? Let’s talk about individual management styles

Does the ideal manager exist? Who can become a manager and who can’t? Why does each management function require its own management style?
Is it true that all management styles are equally good? We’ll talk about the main management styles. Correct and incorrect management.
Personal conflicts! Are they really personal? How to communicate with managers who have different management styles.
How to ensure a manager’s development? We study the tactics of improving an individual style.

Talking about company development. What is a lifecycle

Childhood, adolescence, and then youth? What laws of company development are common to all

Why is a person’s life finite but a company can live for centuries? What are company lifecycles.
Why does a person act the way they do and not otherwise? The foundations of organizational behavior and its patterns.
Doctor, is it serious? We talk about which problems at each lifecycle stage are normal, anomalous, or pathological.
How to handle an organization’s age-related crises? We choose the normal and most optimal way.

Staying young. Let’s talk about organizational therapy

Young in body but old in spirit? Why do organizations age prematurely and what are the signs of this process?
Bringing back youth. Organizational therapy at each stage of the lifecycle.
Why is it so hard to fulfill the parenting functions? We’ll talk about the leader’s styles at all stages of the organization’s lifecycle.
Setting up the players on the field. A functional approach to building organizational structure throughout the company’s entire life.

Taking the first step. Recognizing the need

Which ailments are normal for us? An express test of the company’s position at its current lifecycle stage.

Talking about conflicts in the company. What will help reach agreement

Why is the main problem in an organization an inability to act together?

What does it take to make good, effective management decisions? We’ll talk about the principles of creating complementary teams.
Conflicts in a company — a benefit or a harm? The nature of conflicts in the management environment.
Why does a manager not only fail to solve a problem but actually create it themselves? We’ll talk about disagreements in a cross-functional team and constructive approaches to resolving them.
What does it take for people to implement decisions that have been made? What are the sources of energy for managers. What is CAPI.

Reaching common agreement in the team. On the effective technology for finding and making decisions

Why don’t team-building exercises give the results you need? Cross-functional collaboration in problem-solving.
Increasing staff loyalty and the engagement score. How to distribute roles among team members and eliminate the combining of roles that conflict with one another.
Setting tasks for employees well. Four requirements for an assignment so the employee understands it correctly.
What to do to get employees with fire in their eyes? We study how to run a discussion properly so that everyone feels their involvement in the decision-making.
Developing a good decision in a team with completely different participants. A step-by-step algorithm for making a decision in a group format.

What organizational culture and structure are

Why do we need organizational culture? We discuss questions of leadership and integration

What makes an organization successful? The formula for success.
Minimizing internal friction: staff, purpose, structure, processes.

Ways of creating a healthy organization. A complementary system that includes the company’s mission, its structure, and its reward system for employees

Developing a clear and understandable structure of organizational priorities. How to involve the management team in defining the company’s mission and values?
How to form an optimal structure within an organization? For a specific mission — its own structure, designed to help achieve the goals.
What to do so that people take their responsibilities seriously? Three steps: distribute responsibilities, grant authority, create a reward system.
Do all employees have the means to fulfill their responsibilities? Let’s talk about the structure of authority.
Staff motivation. Reward structure. The main types of motivation, their advantages and limitations.

Program lead

Ирина Сотникова

Co-Founder компании A.maze.S

What changes in the company after the program

The management team starts making decisions faster: managers understand each other's logic and know how to work with differences in management styles rather than conflict over them

Losses from cross-functional conflicts are reduced — management resources that were previously spent on internal friction are freed up

Strategic initiatives get implemented: the team knows how to align on positions and drive shared decisions through to a resul

The logic of decisions becomes clearer to employees — trust in leadership grows and teams' engagement with shared goals increases

Tell us about your situation — we'll discuss which modules are relevant and how to adapt the program for you

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