Team management competency development
The main objectives we set before turning to the management competency development program were to reduce the workload of senior staff. To learn to identify tasks that can be delegated, to start delegating them, to stop wasting time on rework, and to build a system of interaction within the team.
For example, in the teams I had worked in previously, there was never a classical linear hierarchy. The most senior employees could assign tasks directly to junior ones, junior staff would accumulate a large number of tasks, and those tasks would be completed not according to actual priorities, but on the principle of «a more senior employee’s task gets done first.»
The program was fully tailored to us — from the choice of venue and format, to the content and case studies. There was not a single unnecessary slide. Everything was in context: about us, about our way of thinking, making decisions, and working together. The consultants, Irina and Alexander, found an approach to the team straight away.
What is especially valuable is that the work didn’t end on the last day of the module. Alexander continues to give participants challenging management tasks to this day. People send in their thoughts on solutions, and periodically we all discuss the solutions together with Alexander.
Within the team, we agreed on new management principles (for example, tasks are no longer assigned to junior staff by bypassing the structure), regular meetings appeared, project debriefs were introduced, and this time the performance review of employees was conducted more deliberately.
As owners, we believe that clear management can become our competitive advantage.
Who I would especially recommend this to:
- Companies that already have strong specialists, but no shared management culture,
- Organizations with a flexible or project-based structure, where tasks frequently fall through the cracks between levels,
- Anyone who is tired of «managing on emotions,»
- Especially those who want not just to run a training, but to genuinely change the way the team works.
And yes — we definitely want to continue. Because working with you is not about «running a training.» It’s about changes that take root.
Oleg Volodin,
Partner, Founder of Resolut
