The methodology is based on the PAEI concept, according to which each person has a unique set of qualities (differs in temperament, has his own characteristics of behavior, work style, leadership abilities, strengths and weaknesses), knowing which you can determine his individual style.

Itzhak Adizes distinguishes 4 management functions - production of results (P), administration (A), entrepreneurship (E), integration (I). Different people deal with each of these functions differently, so each letter of their code has a different numerical value. The combination of your abilities to perform one or the other are combined into 14 styles: Lone Ranger (P000), Bureaucrat (0A00), Pyro (00E0), Ardent Supporter (000I), Dead Stump (0000), Manufacturer (Paei), Administrator (pAei), Idea Generator (paEi), Integrator (paeI), Small Team Mentor (PaeI), Caring Administrator (pAeI), Statesman (paEI), Right Hand (PAeI), Change Leader (PaEI).

This PAEI test consists of 12 questions. Each question presents 4 characteristics that must be ranked from the least to the most appropriate description for you. After completing the test, you will find out which letters of the PAEI code you have the most / least developed, you will see which functions you perform brilliantly, and which ones you master at an elementary level.

Having defined your style, you can easily figure out which direction to move in order to develop your abilities and talents. In addition, you will understand how to effectively communicate with those people whose work style is different from yours. Thus, you can avoid destructive conflicts, misunderstandings, resentment and hostility. In short, you will learn how to communicate effectively by matching your style with the needs of the person you are talking to.

By identifying your talents, you can understand what personal qualities other members of the management team should have. After all, not the manager who is perfect is good, but the one whose abilities are complemented by the qualities of his partners. The results of the test can be used to check whether a person's style matches the position they hold, in job interviews, delegations, and in many other areas.

In addition, understanding the general concept and knowing your personal style, it will be easier for you to identify the characteristics of other people (spouse or spouse, relatives, friends and just acquaintances) whose manners and lifestyle differ from yours. By understanding these differences, it will be easier for you to establish trusting and respectful relationships and avoid unwanted conflicts.

TAKE THE TEST

This test allows you to determine the mental age of the company and its current stage on the Adizes Life Cycle curve. According to the theory of Yitzhak Adizes, all companies go through 10 stages of the life cycle: Courtship, Infancy, Come on, Come on, Youth, Heyday, Stability, Aristocracy, Witch Hunt, Bureaucracy, Death.

Whenever a company enters a new phase, it faces a unique set of challenges and challenges. How well or poorly the manager overcomes them depends on the ability of the company to reach the Prime - the most favorable stage in the development of the company in the Life Cycle.

After passing the test, you will find out at what stage your company is.

Understanding what stage of development the company is at allows you to determine which problems are normal for your company at a given period of development, and which are abnormal or pathological - those that signal serious organizational diseases (diseases of "growth" or aging).

Knowing the current phase of the Life Cycle, it is easy to predict what problems the company will face in the next stage, and what needs to be done to accelerate growth or prevent decline. In addition, you can set which management style should dominate or recede into the shadows in a particular period of time. This will allow the manager to achieve high results and avoid many serious managerial mistakes.

Thus, knowing a company's stage of development is critical to its success. This will allow you to easily and quickly adapt to changes, make effective decisions in both the short and long term, solve problems using proactive measures and outperform competitors.

Roles of the manager and stages of development. Itzhak 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 the successful development of the company at all stages of its life. However, no matter how hard he strives for this, one person cannot fulfill all these four roles at the same time. If he tries to do this, managerial errors are bound to result. A manager can quite successfully combine several roles, but not all four at the same time. The difference between the “right” and the “wrong” manager is that if the first one owns all the roles at the minimum required level, although he may not brilliantly cope with one of them, then the second is not able to perform some roles at all. And when one managerial style completely displaces all the others, it turns out to be an “absolutely wrong” manager. So, let's get to know him better.

The test for determining your type can be downloaded from the link from get graphs in Excel https://yadi.sk/d/kDfBurVMyKZUF

R---: Results Maker / The Lone Ranger

The role of the producer of results. This is a person who knows his field of activity very well and is result-oriented. He is hardworking and dedicated 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 the result that he does not have time for everything else. He does not build a team, is not particularly good at working with people, does not offer new directions. He rushes from one case 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 and the last to leave... However, despite being overwhelmed, the Lone Ranger is only happy when he is busy. He judges his success and contribution to the company by how hard he works... He doesn't train subordinates and doesn't train himself - he's always busy. He believes that subordinates should learn by themselves in the process of work. He is ready to accept changes only if they give an immediate result. He tends to downplay systems management, believing that it takes too much time from "work".

-A--: Administrator/Bureaucrat

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

bureaucratic style. He does not create a result and does not even know how to do it. He only works within the rules. He governs by means of directives, usually in writing. It focuses on how something is done, not what or why. He comes to work and leaves exactly on time, and expects the same from his subordinates. His desk is always perfectly clean, and the organizational chart hangs on the wall (or it is somewhere at hand). For him, the good employee is the 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. A bureaucrat judges himself by how well he controls the system and by how well 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 ​​​​realizing the plan, regardless of expediency and even ethics.

--P-: Entrepreneur/Pyro

The role of the entrepreneur. To survive in a changing environment, organizations need ideas. He analyzes the changes taking place in the external environment, the strengths and weaknesses of the 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 Pyro has new ideas, and on Monday he changes priorities. He distributes new tasks (forgetting those already in progress) and waits for immediate execution. He loves the hustle and bustle, he likes when his subordinates rush around the office, trying to cope with the crisis, which 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 in an organization under the control of the Pyro, a creative atmosphere should reign, but he monopolizes the creative possibilities. He sees all entrepreneurial employees as competitors to be eliminated. The more actively the Pyro tries to manage, the more his organization rolls back. The arsonist fails because the organization cannot constantly change direction.

---I: Integrator/Superfollower

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

Superfollower style. He first seeks to determine which plan of action will be accepted by the majority, and then to unite people to implement this 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 according to what the majority considers acceptable ... He tries to smooth out friction and achieve unity, albeit for a short time, without considering what the long-term consequences may be. If a power struggle arises between members of the organization, the Super Follower will try to determine which side has the best chance of winning and join it. The organization under his leadership stops in development or changes the direction of movement depending on changes in the internal balance of forces; it lacks a unified and consistent long-term policy.

----: Neutral Manager/Dummy

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

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, can “burn out” in a few years. In addition, he works so hard 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 an Empty. The typical Pyro (--P-) can turn into a Dummy due to his tendency to rush into many things at once. Superfollower (---I) turns into an Empty when others tire of his repetitive moves, when conflict gets out of control, or when a brighter leader emerges in the organization.

All pure management types are three-quarters empty. With all the diversity, all four management styles have a common feature - inflexible, inert stereotypes. Such people are characterized by one-dimensional thinking. The abilities of such managers are limited and not flexible enough to allow them to adapt to changing situations. But at the same time, the manager's attempts to simultaneously play all four roles "perfectly well" are doomed to failure in advance.

RAPI: "Book" manager / "Ideal" manager

How does the ideal manager behave? He creates results, he 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 carefully, selectively, and systematically. He is not afraid to hire bright and difficult subordinates, he is looking for people with potential and is able to see it. He does not fuss or complain, and when necessary he offers constructive criticism. He knows how to analyze and work for the result, be sensitive, but not too emotional. His subordinates are not afraid to admit mistakes, he promotes employees with managerial 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 do the same yourself? This is a "book" manager, because you can only meet him in textbooks. It seems that such a description is not based on real life, but is the result of a search for an ideal. No one person can have all the qualities necessary for effective management at once, because the roles of the TIP involve mutually conflicting personal qualities.

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

If the company performs the P function, 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 so, then it serves its purpose. He doesn’t write, he doesn’t fulfill, which means he’s unproductive, although they can be scratched behind the ear. But they didn't invent it for that.
Everything in the world is created for some purpose, and this purpose is to serve something. The pencil was invented for writing. 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 know the needs of the market and its customers well and have a quality that Harvard psychology professor David McClelland called " goal achievement motivation”: I won’t rest until I achieve my goal. You can check whether the P function is performing well by analyzing, for example, the number of repeat sales. Are your customers returning?
A company is effective in the short term if it can get results with minimal 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 practices as possible increases the efficiency of the company.

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.

The P and A functions are aimed at the short term: P - on the current needs of the market, A - on the correct use of resources, because the system should work "right now", not "tomorrow". And what ensures the long-term productivity and efficiency of the organization? P and I functions.
If the company performs function P, it will be productive in the long run. Management must work proactively, that is, anticipate customer needs and systematically prepare the organization for new challenges, 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 at least 15 years ahead.

To act proactively, leaders must be creative—we never know what tomorrow holds—and learn to take risks. Well, preparing for a hazy future is always risky - it may not 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 function P.
The long-term effectiveness of the organization is determined by the corporate culture and the atmosphere of cooperation: the I function is responsible for all this.

A spacecraft can explode in space if any part of the skin turns out to be 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 detail performs a single function, occupies a single position, and no other detail can replace it. In a living being, the parts of the whole cooperate, support each other. You can lose three fingers, but not lose your hand. Something like this is what athletes mean when they talk about a team game.

So, a system that encourages cooperation is more viable than one that is rocked by conflicts of interest, where some styles of work are incompatible with others. In a collaborative system, everyone is an individual and everyone together is a team. Employees of the network of cosmetic stores Body Shop are united by a common ideology: the company stands up for environmental protection and opposes animal experiments. Therefore, the Body Shop has become one of the world's leading cosmetic companies. Ice cream maker Ben and Jerry is following a similar strategy. In conflict organizations, too much energy is spent on settling disputes, and there is almost no energy left for customers and competition. Such a company is very vulnerable.

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

Are there systems that are effective but unproductive? Bureaucratic companies are just such a case: they zealously follow instructions and regulations, but are poor at satisfying the needs of customers, who, unlike the organization itself, are constantly changing. In other words, customer needs are changing so fast that companies can't keep up with all the innovations in their instructions and methods, much less adjust their workflows accordingly. So as change accelerates, more and more bureaucratic systems emerge.

If a company's management performs well in all four functions, 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."
The key success factor on this path is the selection of a management team based on the principle of complementarity (additionality). To illustrate this, the image of a hand is used, where the thumb is the most important (business leader) - the leader does not have to 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 their effective work.
“Life is a university and we are learning all the time.”

(I. Adizes)

E-xecutive: Has the transition to a knowledge economy caused (or will it cause in the future) 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 age?

I.A.: In an industrial economy, PA roles are critical to success because you have to be efficient. If we are talking about the knowledge economy, then the importance of EI increases dramatically, since knowledge is fruitless 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-xecutive: If you try to combine your concepts of the life cycle and types of managers, is it possible to deduce the genetic code of the ideal manager? What will it look like?

I.A.: Many people think of leadership as a specific order. "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 various 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 it can “work” with any other separately. He can also act on everyone at the same time - thus allowing him to play the role of a hand. To be a leader is to be a thumb: to make different fingers work like one hand.

A good manager doesn't have to be a great integrator or be a thumbs up. The leader is a must. The difference between good management and the next level, leadership, is that the leader must be stronger in at least two of the managerial 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 will be the leader for a particular organization at a given moment depends on several variables. This is the place of the organization in the life cycle, the styles of the rest of the team members and the nature of the tasks. Without a strong leader, a baby company can die. At the stage of decline, when the company is subjected to bureaucratic paralysis, it also needs a determined leader. Just as parents change their ways of parenting as their children mature, leadership style must change as the organization develops and matures.

What to do?

At the same time, a person who has no dashes in the description of the style in the RAPI code - that is, he is able to play all four roles of the RAPI, albeit not ideally - can become a good manager. Table 1 illustrates how "misguided" management styles are made complete by filling gaps in our inherent managerial qualities.

Table 1

Wrong management styles	Management styles
R--- The Lone Ranger -A-- Bureaucrat --P- Pyro ---And Superfollower ---- Dummy RA - Slave owner RA-I Benevolent Ruler -A-I Bureaucrat Patriarch R--I Talentless coach R-P- Founder RAP - Solo Developer --PI Demagogue -API False leader -AP- Got it R-PI Charismatic Guru	Rapi 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 Stateman

The impossibility of becoming a RAPI does not mean that one must accept the existing as a given with the humility of a fatalist. It is necessary 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 does not try to be someone else. He accepts himself, but that doesn't mean he doesn't try to be better. The desire to become better can be quite realistic, unless it is an attempt to completely change yourself.

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

Adizes believes that since no one person can match the type of FAPI, the best solution for an organization is the selection of a management team whose members complement each other. It is necessary to select people who can better or worse play all roles and work with others in the management team. The 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 of managerial work is 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 fills his stable with ponies and hopes to win the grand prize at the races.

Loops 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 fund will ask for a detailed business plan, so new entrepreneurs need to think through every little thing before they appear before an investor.
Here are the signs of healthy gestation: a sea 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 the organization is determined by the healthy development of the functions P, A, I. But it happens that the entrepreneur fusses: faced with reality or foreseeing 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 moment in time, the company has a certain amount of energy. As soon as the entrepreneurial function E stabilizes, the organization will fully take shape and its functions P, A, I will develop, the turn of the next function comes, and the organization turns its energy to it. What exactly is the function in question?
Function E is responsible for long-term productivity, P - for short-term. Therefore, after E, P is activated, that is, E is weakening, P is gaining strength.

When and how does it happen? The “gestation” stage has been successfully passed, and the organization is taking its first risky steps: signing contracts, hiring staff, taking loans, investing and spending money. Dreams end, work begins.

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

The code for the newborn company is Paei: work, work, work again. There is no time for dreams. If the entrepreneurial function is neglected, one can survive for a while, but in principle such development is vicious - the company loses its purpose. The dream turns into a nightmare, into hopeless work for no 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 unacceptable extravagance. Such a company is productive, but inefficient: along with profits, losses will grow. One of my clients was always catastrophically busy, canceling appointment after appointment, citing lack of time. As it turned out later, he was actively working for a market that no longer existed.

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

It is natural for a newborn organization to lack funds: it grows and requires more and more investments, like a baby needs regular meals. At this stage, function A is very weak: say, management does not bother to define the responsibilities of employees. Although, if you draw up precise job descriptions and terms of reference from the very first day, bureaucracy will stifle the organization. Now the company resembles a smartly dressed kid playing in the sandbox: as long as she is allowed to get a little dirty. All of us in childhood stuff bumps and learn from mistakes. The company acquires corporate experience in the same way as 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. It's dangerous not to have proper processes running smoothly. It is also wrong to ignore the interests of customers (do not perform the function P), focus only on technology and production, and not 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 state by P000.

Active development. Gradually, the organization has 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”, P languishes B: there is so much work that there is no time to dream. Therefore, now energy is being spent on “fitting” these functions to each other.

The code for healthy growth is PaEi. Management indulges in dreams and immediately brings all their ideas to life. In the blink of an eye, the company is overgrown with leaves and sprouts in all directions. “We succeeded with shoes, we will succeed with real estate. Let's start a 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, everything needs to be examined and touched. However, an actively growing organization more often uses an opportunity and less often itself 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" the company hires those who were needed "yesterday". The danger of spending all your money imperceptibly is now very great.

The reason for the unnatural problems of this stage is the imbalance in the functions of 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 business! And he takes more and more desperate risks, not listening to others. 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 - the quick success 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 bind itself hand and foot with unbearable obligations.
Another manifestation of the imbalance in the functions of E and A is the lack of clear job responsibilities. The organization grows faster than the administrative structure is formed. Each employee has several positions - and bosses. People get confused about who is responsible for what. As long as the company is doing well, no one is particularly upset, but as soon as a serious problem arises, everyone rushes to look for the culprit. As a result, the CEO falls into the “founder trap,” as I call it. All decisions, even the smallest ones, are made by him. With his departure, the company dies - it turns out to be without a rudder and sails and goes to the bottom.

I'm currently working with a 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 person with passion, the company will most likely be sold. If not sold, it will gradually lose its position in the market and eventually slowly fade away.

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

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: enter the wrong market or with the wrong product, bind herself hand and foot with unbearable obligations.
The euphoria of active growth creates administrative problems. The company will make a bad deal because of some unfortunate oversight, or release a new product, poorly studying the demand. The usual problem - "unexpected" lack of funds - is actually explained simply. The company is growing too fast, and the accounting department does not have time to process all the data. This crisis of the company indicates that it is entering the stage of youth.

It is necessary to put things in order - to develop function A. But here comes a new misfortune: order stifles the entrepreneurial spirit. He needs freedom, and they are trying to subordinate 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 growing function A stabilizes the function E, but does not reduce it. Now the board of directors can restrain youthful fervor and provide discipline. Weight acquires the opinion of the financial director, whom no one listened to at the stage of active development. The organization becomes more controlled and predictable. This is healthy youth. But if the board fires the founder from the post of CEO and hands over the reins to the CFO, this will be a severe test for the youthful organism, and it will not be long 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 while, prosper for a while, but without innovation and reform, it will soon lose market position...

Another scenario of unhealthy development is the 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 the "family trap": with the death of the leader, the company that only supported him alone dies. If this is a family business, then the second generation will still thrive on past investments, but the children will no longer be able to manage as effectively as their fathers. Don't blame the kids - they're just not leaders or innovators. In this scenario, the family business dies in the third generation.

However, this is far from the only danger that awaits the company in its youth. It is often established by two partners. One tends to be more willing to do sales, marketing, technology, and product development (his code is PaEi). The hobby of the other is procurement and financial transactions (code pAel). If the founding fathers differ from each other even more sharply (for example, ROEO versus 0A00), then in their youth they will not avoid divorce. Most often, the partner-administrator redeems the share of the partner-entrepreneur. A company may briefly stabilize and even generate revenue, but without entrepreneurial spirit it will still lose market share and wither away. 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).

For clarity, I will give an example of unhealthy youth. One semiconductor company has succeeded through bold technical innovation. When the CEO retired, the board of directors could not find a successor among their managers and invited an outsider to fill the position. The new CEO, more experienced in production than in R&D, cut the budget, demanded that his every word be strictly followed, and closed all decisions on himself. The company has never had a strict discipline: the creative part of the team worked according to a free schedule. The developers went beyond the budget and made their own decisions about the development of products. The engineers could not accept the tightening of the screws, and six months later their mass exodus began. Most of the creative staff soon quit. And after a couple of years, the company was pushed out of its leadership positions and its sales began to steadily fall.

heyday. As the administrative function develops, three of the four functions of the code—P, A, and E—are activated. Now it's time for integration. Personnel issues come to the fore: remuneration, certification of employees, trainings, etc. It’s not that they didn’t do it at all before, it was just that there were more important things to do. In process of integration the parity of functions changes. P and E - content, A and I - form. At this stage, form begins to prevail over content; in a developing company, the opposite is true. The company is past the peak of its development and is heading towards decline.

When the entrepreneurial function weakens, innovation activity freezes. Figuratively speaking, instead of restructuring the organization, the organization makes repairs in the toilets, spending a lot of money on it. Meanwhile, someone in their garage creates a revolutionary technology that will win market share from veterans. Some aging organizations, in order to keep up with the times, buy geeks - actively growing companies: they willingly make a deal, looking at the tight wallets of buyers. But how to reconcile the culture of young geeks and decrepit organization? Often the purchase does not lead to the desired result - the administrative machine of the "elders" extinguishes the enthusiasm of newcomers. In my experience, mechanical attachment is generally not effective. To succeed, both companies must realign. It's like in marriage: both spouses must change, otherwise the union is doomed.

The birth of the aristocracy. If function E stays at a low level for a long time, function P also gradually fades. Why? Management is less and less dreaming, stagnant and no longer seeks to meet the needs of future customers. Management is trying to sell the same product. At this stage, the administration and integration functions rule the ball. The internal climate is changing. Employees follow a new principle: do not drive the wave and be politically correct. Innovators are white crows. It is not the one who knows the business that succeeds, but the one who makes friends with the right people. "You will not stick out, you will become president" - that's the new slogan. This is especially typical for organizations protected from competition, for example, for state-owned companies. If, in addition, the country is ruled by one party, then the head of the state-owned company is elected on the principle of loyalty to the authorities: it is important who you know, not what you know. Of course, such an organization will rely more on government connections and support than on the market and customers.
Companies are aging for unnatural reasons. Organizations can flourish indefinitely if they know they need to maintain an entrepreneurial function to do so.

Gradually, the company turns into a kind of closed club. Management is resting on its laurels and raising prices to keep revenue growth flat. But the absolute volume of products sold or services provided is decreasing. In the end, the moment of truth comes: the form cannot exist by itself, without content.

"Witch-hunt". The hour of reckoning has come. The company is rapidly losing market share. Clients hurriedly flee from the sinking ship, and the "witch hunt" is already in full swing on it. It is clearer who will become the switchman - the groups of product development, research, strategic planning, marketing, that is, just those who ensured the performance of function E. On a national scale, these are also national minorities whose culture is closely associated with entrepreneurship, for example, Jews.

With the beginning of the “witch hunt”, the function of integration weakens, and then completely fades. The team of yesterday's like-minded people turns into a crowd of paranoids, weaving intrigues and hitting each other from around the corner. The last "pillars" of entrepreneurship have left or been fired, and the company is sinking like a stone. Now her code is pAOi.

Take Disney as an example. It would seem that the great past guaranteed her a quiet, prosperous life. No matter how. At some point, due to increased administrative oppression in the company, an exodus of the most creative people began. Imagine what it was fraught with 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 was wise enough to stop in time, recognize the problem and take a number of tough measures. Not so long ago, there were major changes in the leadership of Disney: Michael Eisner stepped down as chairman of the board of directors, and Steve Jobs, the bright entrepreneurial leader who once led Apple out of a similar crisis, became the largest shareholder. I wouldn't be surprised if he ends up being named CEO.

Bureaucratization. The organization is a form with little or no content. The procedures and rules are well established, the instructions are followed, but they don't think about meeting the needs of the market. Such a company is like a machine that seems to work, but actually does not produce anything. This is a 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 parts that no one needs. The code for such an organization is 00A0. There are countless examples of bureaucratic companies. Its signs can be easily found in many state-owned companies.

Elixir of eternal youth

Please note that there are no natural problems in the last stages of the life cycle. This means that aging is caused by unnatural causes. Organizations can thrive indefinitely if they know how to get there. There is only one recipe: to support and strengthen the entrepreneurial function. We need to restructure the company and decentralize power.

This leads to another important conclusion: aging does not depend on the size and age of the company. It is determined by two factors: maneuverability (function E activity) 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, and higher than those that pay on deposits. At some point, consumers had the opportunity to invest in bonds and stocks. Who then will open an account with low interest?! Over time, other alternatives to bank loans emerged: adjustable-rate stocks, private equity funds, hedge funds (the industry is estimated to be in the billions of dollars). But banks, with a tenacity worthy of a better use, continued to offer hopelessly outdated products. And, of course, bankruptcies began very soon. Bank managers lacked entrepreneurial spirit. The fate of the companies could have turned out quite differently if they had strengthened this function.

According to my observations, the decay of the entrepreneurial function (and hence aging) at the highest stage of a company's development depends on several factors.
Constructive leadership. The CEO-administrator usually appears in full force at the stage of adolescence. Then he is constructive: he puts things in order in an actively growing company. However, he often “forgets” to leave on time and strangles the company when it needs not administration, but creativity (function E).

The internal age of leadership. When the desired is achieved, the leader wants to keep what he has. He doesn't want to take any more risks. It also weakens the function of E.

The adequacy of the organizational structure. Marketing is aimed at 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 purchase orders. This is the P function. Since, as we have already established, these functions are incompatible, the one that is focused on the short term, which is P, usually wins. Sometimes management leaves marketing and sales to one of the vice presidents, and then the marketing department becomes like transvestite: dressed as a woman, but in fact - a man. The department is engaged in sales, although it is called marketing. The same thing happens when the production department and the technology and product development department are combined. Here, the technology department will suffer from the conflict of functions P and E. From now on, it will perform a short-term function to the detriment of a long-term one. Among my clients was a Fortune International 100 company. Thousands of its employees were listed as marketers and reported to salespeople. But after studying the work of marketers, we came to the conclusion that they simply serve sales managers - they develop auxiliary materials, keep records of sales, etc. The so-called marketers didn't do market research or strategize at all!

The relative share of the organization in the market. If a company has a large enough market share, and the nearest competitor has a much smaller one, then over time its management becomes too self-confident and complacent. It's like in sports: if you want to set a record, compete with those to whom you can lose. If the opponent is weak, then there is no need to try.
Not only aging awaits the 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 start its "treatment". You don't have to look far for examples. Here are just a few typical problems that I think almost every organization faces.

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

Another common problem is that the cost of the product is too high or the profit margin is low compared to competitors. I would advise you to pay attention to the administrative function.

Often, companies are too slow to respond to market changes and miss out on great opportunities. For example, they introduce a new product to the market late. This means that such an important quality as enterprise has been lost.

Another example is a change of leadership (the founder of the company has left or died). Often this provokes a management crisis. If I were shareholders and management, I would take care of integration.

It is easy to guess that, knowing which function is underdeveloped, you can develop a detailed plan for overcoming the crisis and start implementing it. A prime example is Apple in a recession caused by a stagnant entrepreneurial 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 in droves left the corporation, which was losing its positions. Apple needed a life-saving injection of enterprise. The company needed a bright and powerful leader with a strong entrepreneurial spirit. They became ... Steve Jobs. The result was not long in coming: successful products began to come out one after another (remember, for example, the triumph of the iPod player). Luck again turned to face Apple.
However, change management using the “Adizes code” is a topic for another, serious and long conversation.

According to Adizes theory, a well-managed organization can be called an organization that is efficient and effective both in the short and long term. The essence of the method known as the "Adizes code", or the PAEI code, is that the competitiveness of an organization
ensured through the correct and timely performance of four roles:
P - results producing - production of results for the sake of which this organization exists and which determine its effectiveness;
A - administering - administration that ensures performance;
E - entrepreneuring - entrepreneurship, through which change is managed;
I - integrating - integration, that is, the unification of the elements of the organization to ensure its viability in the long term.
At the same time, 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 of the life cycle is determined by their state: they are born, gain strength or fade away. At a particular moment, the functions are developed unequally. Sometimes their strengthening or weakening speaks of the "disease" of the company, sometimes - simply about the costs of growth. The life cycle of an organization reflects the rise and fall of all four roles. Knowing this, the manager can manage the company, stimulating or slowing down the necessary functions in time.
The implementation of each function allows you to get the answer to the corresponding question.
R - What needs to be done?
A - How should it be done?
E - When and why should it be done?
I - Who should do it?

Styles of effective management according to I. Adizes.

The dominance in the manner of managing one of the functions (its successful implementation) with the satisfactory performance of the other three generates, 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 a product;
has achievement motivation.

The activities of the leader are aimed at creating results, at putting their line into practice. For the manufacturer, a clear task, goal, facts, figures are important. The manufacturer in its "pure form", when this role is clearly expressed, and the rest of the roles are not represented, is a "workhorse". Arrives first and leaves last, always busy. Employees don't develop. The leader is characterized by short-term planning.
To fulfill this role, the necessary qualities are: knowledge about what is happening, technology, political and strategic lines.

pAei "Administrator":
methodical and organized;
able to see "pitfalls";
knows what is happening in the company;
takes care of the reliability of information;
does not produce a product.

Creation of information systems, budgeting systems, control.
Evaluation of results, research and verification of options for solving problems, setting rules. For the Administrator, the goal, strategy, order, norms, rules are important. The administrator in "pure form" is a bureaucrat. Arrives and leaves on schedule. All papers have been put away. Employees are loaded with work in accordance with the rules. Staff training is on track. Meetings are held as scheduled, regardless of need. The main thing is to complete the tasks "correctly".
To fulfill this role, the necessary qualities are: knowledge in the field 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 willingness to act.

Creation of new, development of ideas, updating, common 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 a lot of ideas. Meetings are held when a new idea arises. The main thing is attention to new ideas. Entrepreneurs are characterized by a constant change of priorities and impatience.
To fulfill this role, the necessary qualities are: understanding the main concept of the enterprise, knowledge of marketing and technology.

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

Coordination, development of a common opinion on the issues of goals and strategy, planning, providing motivation, development and training of employees, increasing interest in work, 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, he does not show his power. Subordinates dictate their will to him. To fulfill this role, the necessary qualities are: knowledge of psychology, strategy, theory of organization, 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 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.

Dr. Itzhak Adizes, an expert in corporate performance improvement, has been studying the world's largest corporations for 35 years. Despite the difference in politics, culture, education, all leaders face the same problems.

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

Adizes took on the problem of superiors and subordinates, and brought out the formula for an ideal leader. willingly shares his findings.

Formula for success

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

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

Only if the leader performs all four functions at the same time 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 the child is ill, the mother pays all her attention to him and does not have time, for example, to buy groceries. For her, the health of the child is a priority. The same thing happens with leaders. They slide into one function and become ineffective managers.

Adizes analyzed the mistakes of each type of leader and offered options for solving them.

Result Producer

This manager knows what to do and how to get the job done. He is focused on the result, and this is good for the implementation of the decisions made. But the adoption of these very decisions gives the manufacturer inconvenience. He does not accept long reflections on the problem and does not like to engage in strategic planning.

At meetings, while subordinates are discussing options for solving a problem, the manufacturer is sleeping. He wakes up only when he is asked a specific question, which of the two solutions to choose. Then the manufacturer chooses the appropriate option and starts work. By oneself.

The manufacturer does not accept delegation, because only he does everything quickly and correctly. The manufacturer works hard, so recognition of merit is important to him.

• Kurt Herbert Albert served as artistic director of the San Francisco Opera for 30 years. To stage one of the operas, he invited an outside director. 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 his 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. Subordinates of such a leader are often late for work and wander around the corridors doing nothing. The manufacturer does not have time to deal with administrative issues.

What to do, if Are you a manufacturer:

• Before performing tasks, consider whether it is really necessary.
• Make a list of tasks that only you can do. Give the rest to 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 chief manufacturer:

• Be specific 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.
• Get ready for the rush. The manufacturer will definitely give you the task when he realizes that he cannot cope. This usually happens at the last moment, when deadlines are running out.
• When you are given a task, solve it, even if you don't understand why.

Administrator

The system and documentation are the components of the work of this type of leader. The administrator perfectly organizes the work of people: clearly distributes tasks between subordinates and monitors their implementation. Give instructions to employees in writing.

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

• A typical situation: employees of one road service unit replaced the asphalt. A week later, employees of another department uncovered this asphalt, because according to the plan they are repairing pipes.
• Surely the head of the first division knew that pipes would soon be changed in this section. But he did not change the work plan, because it is not customary. After replacing the pipes, the first unit comes to put patches on the roadbed. 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 in color, paper is in size, the keyboard is strictly parallel to the monitor.

Unlike the manufacturer, 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:

• Deviate from the plan, take risks. This is essential in an era of change.
• Make a list of rules for each employee. Highlight those whose implementation will bring results to the company. For non-compliance with the rest of the rules do not judge strictly.
• Consider each specific situation separately. Sometimes, in order to keep a good employee or company, you have to deviate from the plan.

What to do, if your chief administrator:

• Before starting the task, agree the work plan with the administrator in writing. Act strictly according to the plan.
• Slow down your pace while speaking. The administrator does not perceive inconsistent, 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

The entrepreneur is a charismatic leader. He is self-confident, he always has all the best: a car, a phone of the latest model, an apartment in a prestigious area. He is a star. This is recognized by everyone - from the cleaner to the client of the company.

Change 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. Stable success is too boring for such a person. The 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. By chance.
• I wanted to buy a VCR. Chose brand Sharp, overpaid three times. Oleg realized that there were few VCRs on the market and created a network of consumer electronics.
• Daria's daughter loved dumplings. Everything that was on the shelves in the 90s, Tinkov did not like. He set up the production of Daria dumplings. I couldn't buy delicious beer anywhere, so I opened a brewery restaurant.
• He loved credit cards, but in Russia he could not find a suitable bank and established his own.

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

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

What to do, if you are an entrepreneur.

• Do not 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 everything over.
• Let employees have their say. You hired professionals, not spectators in a one-man theatre.

What to do, if your boss is an entrepreneur:

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

Integrator

Creative, sociable, a good friend, active and empathetic are the five defining integrators.

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

• Angela Ahrendts is Apple's vice president of retail and e-commerce, and during her tenure as CEO of Burberry, she communicated via email with every employee of the company. She thanked people for opening stores, was interested in the personal affairs of a 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 in making business decisions. The integrator has an opinion, but he is afraid to express it. Only when everyone agrees on an idea does the 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 resolve the issue, imagine that you are on a desert island. You don't have advisors. The decision is yours.
• Don't be afraid of criticism. If someone does not share your point of view, listen. It is not necessary to listen.
• Set aside an hour for communication with colleagues, devote the rest of the time to the strategic issues of the company.

What to do, if your chief integrator:

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

We apply in practice

Dr. Yitzhak Adizes is sure: one person is not able to combine all types of management. Therefore, becoming an ideal leader will not work, but a good one is quite.

First way. Determine your type of leadership 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 release it to the market. But did not know how to make a product. Engineer Steve Wozniak is a typical manufacturer. It was important for him to do something new, but he did not understand why. Jobs cares about the value the product brings, while Wozniak cares about the manufacturing process.
• If these two had not met, Jobs' brilliant ideas and Wozniak's unique inventions would have been resting on the table. And we would not recognize the legendary company Apple.

Second way harder and requires discipline.

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

It's not easy to come up with rules, but it's possible. Rely on personal experience. They say that a person who has gone through the steps of the career ladder from beginning to end is more likely to become a good leader.

Illustrations: Konstantin Amelin, designer of Big Plans

According to materials: bigplans.megaplan.ru

Feb 13 Ideal managers for big sales. PAEI code and test. Adizes method

Hello dear friends. People often ask me: how to competently select employees for the sales department, find people who will really show results. You can find some of my answersIn contact with . But in this article, I want to tell you about the management code that Yitzhak Adizes developed. I myself use this code and PAEI test in my work with corporate clients and in my sales.

For example, a question from the field of management: is it possible to make a good seller - who sells best of all - be made the head of the sales department? Or is it better to let him continue to do sales - what he is good at - and find an outsider to replace the leader? These and similar questions will be discussed today.

Itzhak Adizes - Mendeleev from management

If you are an experienced manager, then - I am almost 100% sure - you have heard about the materials of Itzhak Adizes, and perhaps even use some of them in your work. If you are not yet familiar with the works of Itzhak Adizes, I hope that after reading this article, you will be motivated to study them. Moreover, there are really serious reasons for this.

The first reason is that Yitzhak Adizes is called by some media "Mendeleev from management." If Mendeleev discovered the table that we all know well, then Itzhak Adizes invented the management codePAEI (Producer, Administrator, Entrepreneur, Integrator). These are four roles, four functions that every manager must perform - a leader, a manager. Next, I will talk about each role, how to pass the PAEI test, which determines which functions prevail, and how this can be applied in your situation. The Adizes methodology is taking root quite firmly, including in the largest companies around the world.

And the second thing that makes me especially sympathetic is that he has a very interesting approach and attitude to the existing, so to speak, classical school of management, management textbooks. Adizes constantly criticizes them, says that this is all wrong, that it needs to be done differently. And one day - my acquaintance with Adizes began with the book "New Reflections on Management" - when I saw the very first paragraph in this book, the following words hooked me:

Contrary to popular belief, I don't think Harvard University offers the best management program. Moreover, I believe that there is no worse place for mastering this science. ... The ideal place to develop managerial skills is... an ordinary restaurant. If you succeed in running such a business, then you can do anything.

PAEI Code

Let's deal with you now with the PAEI code, the Yitzhak Adizes code, the management code. As I said, for every leader - if you are a leader, or aspire to become one - you must implement 4 functions. And each of us, each of your company, implements these functions to some extent.

Perhaps when I describe these roles, you will recognize yourself - or someone from your team. This is good. At the end of the article, I will tell you how to more clearly assess what your role is by taking the PAEI test.

P(producer) - producer of results/quality

This is a result oriented person. If we look at you now, abstractly - as if in a person there is only a function P(producer) developed, and the rest are not developed - then we can say about such a person that this is a person obsessed with results who wants to get them here and now.

He is only interested in results. He does not have time to deal with the team, select people. He is a workaholic himself, works hard to get results. He has no time to study. He has no time to develop - and develop the team. There is no time to generate any ideas for the future either. He just wants to make the result here and now.

A(administrator)

This is a person who is obsessed with processes. To ensure that everything is clear, according to standards, according to all the rules that apply in the company.

He loves meetings that have to start and end on time. He is not particularly interested in the results - he is interested in that everything is done right, everything is in order, everything is clear.

E(entrepreneur) - entrepreneur, idea generator

It is a generator of innovation. He is constantly coming up with something. He invents excitedly, so much so that he does not have time to implement the old, as he already comes up with something new.

Accordingly, this chaos that it generates often prevents colleagues from working productively. But he is an innovator.

I(integrator)

This is a person who cares more about the corporate climate. That people work comfortably in the company, get along with each other, hear each other. It creates a comfortable environment in the company.

Management Vitamins

The PAEI formula is sometimes also referred to as management vitamins. This means that, as in the body, certain vitamins must be present for normal functioning, so that we can live normally, not get sick. As soon as there is a shortage of some vitamin, problems immediately begin. It's the same in a company. If any element is missing from the PAEI code, illnesses begin. The company begins to develop more slowly, sales begin to decline, staff turnover increases, and so on. If a vitamin is missing, this is a gap that must be closed. To do this, you must, first of all, understand that this needs to be corrected and work on it.

Is it possible to become an ideal manager?

What do you think, is it possible to make such a leader, in which all 4 functions will be at the maximum? Yitzhak Adizes, as the author of such a methodology, was asked this question repeatedly.

He replies: it's out of the question. Forget those traditional, classic management textbooks that say, “Upgrade yourself, develop yourself, all competencies, become the perfect manager.”There are no perfect managersin nature, according to Adizes. But!Can make the perfect team.

For example, let's say you have developed the P(producer) function and the E(entrepreneur) function. And someone, another person, your partner, a member of your team, has developed the A (administrator) and I (integrator) functions. You will complement each other perfectly. You will have an excellent team, where each of you will be strong in your own direction.

Why can't all competencies be upgraded equally? The fact is that each role from the PAEI code implies certain personal qualities. For example, E(entrepreneur) is an innovator, a generator of ideas. He likes to approach issues globally, think strategically. And A (administrator) is an administrator, on the contrary, he does not need to think strategically. He monitors the order, the processes, so that everything is carried out clearly. He has attention to detail - such a feature. Therefore, as you understand, thesethe properties of our character do not allow us to equally pump competencies. But what is important, you can create the team of your dreams if you select the right people.

For example, when I passed the PAEI test, I found that my vitamins P (producer) and E (entrepreneur) predominate. And I understand that in order to strengthen my team, I need people who will have more vitamins A (administrator) and I (integrator) than me.

Thus, dear colleagues, the conclusion that we draw from the PAEI formula is that it is impossible to pump all the competencies, but this is not necessary to create a team. The task is to find people who will complement your competencies.

PAEI test. How to choose an effective seller?

Now back to the question that I raised at the beginning of the article. For example, if we want to find an effective seller in the sales department. Which of the four PAEI roles do you think should predominate in order for a person to be prone to effective sales? Of course, so that it gives you results. As I wrote in the article - For business, the main thing is the result. Of course, such an employee should have a key role P (producer). Therefore, you can, when hiring an employee in the sales department, conduct a PAEI test, according to Adizes. And look at what roles the candidate has developed. And if he has developed the role of P (producer) - then this is an additional criterion, an additional plus to taking an employee to the sales department.

I pay attention: Adizes testing (PAEI test), like any other, should not be the only assessment criterion when hiring an employee to the sales department. Rather, it is an auxiliary tool that you use along with the interview, assessment center and other methods that you use in your company.

Out of curiosity, you can evaluate your existing employees, ask them to take the PAEI test, and see what function is expressed by the top sellers.

Should a good salesperson be promoted to department head?

The second question that I raised at the beginning of the article is whether it is worth transferring a good salesperson to the head of the sales department. This question can also be answered by taking the candidate through the PAEI test. As we found out earlier, if a person sells well, he probably has a well-developed P (producer) function. He gets results here and now.

And if you want a person to be an effective leader, what function should he develop? Will the P(producer) function be enough for him to effectively manage the sales department?

Of course not enough. Moreover, the P(producer) function fades into the background here. What do you need from a sales manager? Especially if your sales department is rather big?

This, on the one hand, is A (administrator) - administration. Compliance with clear rules and regulations. On the other hand, it is I(integrator). Ability to create a good, productive atmosphere within the team. By the way,function I(integrator) for any leader should be one of the leading. It is important.

The E(entrepreneur) function is an idea generator. The head of the sales department does not really need it, especially if the company has marketers, there is a general director.

So, we found out that the A(administrator) and I(integrator) functions are more important for the head of the sales department. This is important to understand when you are thinking about whether to transfer a good manager to the head of the sales department.

And if you want to improve the sales skills of your employees, I recommend our . They are developed individually for each company and help increase sales, increase motivation, increase the rate of change in the company.

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