Ideal managers for big sales. PAEI code and test. Adizes method. Yitzhak Adizes Team Role Model Adizes Functions

Itzhak Adizes is an expert in the field of business performance improvement in his book The Ideal Manager. Why you can’t become one and what follows from this ”wrote that in order to effectively manage a company, it is necessary that it has 4 types of leaders:

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

Usually every manager has all these qualities, but one or two are most pronounced, while the rest are at a satisfactory level. Therefore, in order to harmonize and manage effectively, the team should be strengthened by people with other strengths.
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In details:
Types of Leaders
PAEI Management Styles
Adizes personality type test
Funky and Sexy Managers

Democracy political regimes

Democracy

Control Process Diagram

Adizes. Manager code (PAEI)

I - Who should do it?

Manufacturer

strategic lines.

Administrator

Entrepreneur.

emergence of a new idea.

Yitzhak Adizes Team Role Model

The main thing is attention to new ideas. Entrepreneurs are characterized

Integrator.

P

lone ranger style

p A bureaucratic style

pa E

Pyro Style

pae I

Superfollower style.

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1. III. Sales manager compensation contract

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Adizes. Manager code (PAEI)

Closed loop control process

The world is undergoing physical, social and economic changes. Change is happening all the time. And change creates problems. And problems need solutions. And decisions cause even more change. You can display this sequence with the following diagram:

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

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

Democracy 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 on its essential stages.) and dictatorship (a form of implementation state power, in which all the fullness of state power belongs to one political position, belonging either to one person (dictator), or ruling group persons (party, union, class, etc.) and provides the possibility of unpunished ignoring or violating the interests of the majority or a significant part of 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 are 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 the theory of Adizes, 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 the organization is 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, with the help of which change is managed;

I - integrating - integration, i.e. combining 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

constitute the "genetic code" of the company, and the transition to each new stage life cycle determined by their state: they are born, gain strength or fade away. Life cycle

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

Knowing this, the manager can manage the company, stimulating or slowing down in time desired functions. 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?

Manufacturer. The activity of the leader is aimed at creating results, at carrying out

the life of your line. 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 are not

are developing. The leader is characterized by short-term planning. For the execution of this

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

strategic lines.

Administrator. 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

loaded with work in accordance with the rules. Training of employees sees the plan. meetings

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.

Entrepreneur. Creation of new, 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

emergence of a new idea. The main thing is attention to new ideas. Entrepreneurs are characterized

constantly changing priorities and impatience. To fulfill this role, the necessary qualities are: understanding the main concept of the enterprise, knowledge of marketing and technology.

Integrator. Coordination, development of a common opinion on issues of purpose 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. Comes

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

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

organization theory, the 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, Producer (P000 - lone ranger)

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

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

4. paeI - Integrator, Integrator (000I - superfollower)

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

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

lone ranger style. He is too focused on achieving results. He does not build a team, is not particularly good at working with people, does not offer new directions.

p A ei - scrupulous and pedantic, organizing the optimal order in processes. bureaucratic style. 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.

pa E i is a creative person who is able to outline new directions and invent strategies, generating innovative ideas, new trends.

Pyro Style. Source of new ideas. He distributes new tasks (forgetting those already in progress) and waits for immediate execution. Moreover, the tasks are not formulated to the end.

pae I- evasive and courteous, harmonization of relations in the team and development of ties

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.

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Sales manager compensation contract

1. Vision", image of the desired future, "I want" manager 1 page
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7. Sales manager relationship
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9. MANAGER JOB INSTRUCTIONS
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An effective manager - who is he?

According to the concept of Yitzhak Adizes PAEI, in order to work successfully in a team, a good leader must brilliantly fulfill at least one managerial role, while at the same time mastering the rest 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 requirements of the moment.

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

Itzhak Adizes calls the manager with the Paei code the Manufacturer. The carrier of this managerial style performs the R-function at an unsurpassed level and does a good job of administration, entrepreneurship and integration. It is he who makes the company productive in the short term.

What personal and business qualities does the manufacturer have?

He is a creator who perfectly knows the technology in his field, which is necessary to achieve results. The manufacturer sells, designs, manages production system or doing research.

Incredibly competent, knowledgeable, active, diligent, purposeful and broken. He works day and night, tirelessly. His main mission is to accomplish the task. You can always rely on such a person, being sure that he will not stop halfway and will certainly bring the matter 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

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An independent non-profit community of IT professionals involved in or interested in agile software development methodologies

Introduction

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

Foundation of Scrum

Rice. one. Foundation of Scrum

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 Scrum on a project. In essence, 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 leader. 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 rallies as a facilitator
• Removes obstacles
• Makes problems and open questions visible
• Responsible for following practices and process within the team

The Scrum Master leads the Daily Scrum Meeting and tracks the team's progress with 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

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

The responsibilities of the Product Owner are:

• Responsible for the formation of product vision
• Manages ROI
• Manages customer and stakeholder expectations
• Coordinates and prioritizes Product backlog
• Provides understandable and testable requirements to the team
• Interacts with the team and the client
• Responsible for code acceptance 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 commits itself to fulfilling the scope of work for the sprint to the Product Owner. The work of the team is evaluated as the work of a single group. In Scrum, the contribution of individual members of the project team is not evaluated, as this destroys the self-organization of the team.

The team's responsibilities are:

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

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

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

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 needs to provide everything necessary for comfortable work, provide boards and flipcharts, provide everything necessary tools and work environment.

Artifacts

product backlog

The Product Backlog is a prioritized list of current business requirements and technical requirements to the system.

The product backlog includes use cases, defects, enhancements, technologies, stories, features, issues, etc. The product backlog also includes tasks that are important for the team, such as "train", "finish everyone's memory"

Rice. 2. Example Product Backlog

The Product Backlog is constantly reviewed and supplemented - new requirements are included in it, unnecessary ones are removed, priorities are revised. The Product Owner is responsible for the Product Backlog. He also works with the team to get a ballpark estimate of the completion of the Product Backlog items in order to more accurately prioritize the time needed to complete.

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 evaluated by the team. Every day, the team evaluates the amount of work that needs to be done to complete the tasks.

Rice. 3. Spintback example

The sum of estimates of the remaining work can be plotted as a plot against time. This chart is called the Sprint Burndown chart. It shows the progress of the team during the sprint.

Rice. 4. Sprint burndown chart example

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) that can be delivered to the customer (at least the system should be ready to be shown to the customer).

Short sprints provide fast feedback project team from 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. These improvements go into the Product Backlog, are prioritized along with other requirements, and can be scheduled for the next (or one of the following) sprints.

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

Sprint scope must 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 start of each sprint, sprint planning is done.

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

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

Sprint planning consists of two consecutive rallies.

Sprint planning, rally one

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

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

Artifact : Sprint Backlog

Sprint planning, rally two

Members : Scrum Master, team

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

Artifact : Issues appear in Sprint Backlog

If during the sprint it turns out that the team cannot do what was planned for the sprint, then the Scrum Master, Product Owner and the team meet and find 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 end of the allotted 30 days. A sprint can be stopped by a team if they feel they cannot reach the sprint goal in the allotted time. A sprint can stop the Product Owner if the need to achieve the sprint goal is gone.

After the sprint is stopped, a rally is held with the team, where the reasons for stopping the sprint are discussed. After that, a new sprint begins: its planning is carried out and work starts.

Daily Scrum Meeting

The Scrum Meeting is hosted by the Scrum Master. He asks questions to each member of the team in a circle.

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

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

• Discuss the problem with the rendering of the control
• Petya and Vasya
• Right after the scrum

Demo and review of the sprint

The team showcases a product increment created in 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 host can draw conclusions about how the system should develop further. Meeting participants draw conclusions about how the process went in the team and offer solutions to improve it.

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

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

Preparing for the rally should not take the team a lot of time (usually no more than two hours). In particular, this is why it is forbidden to use presentations in power point. Preparation for the rally should not take the team more than 2 hours.

According to the PAEI concept, each manager has his own managerial style, which is determined by the dominance of certain “vitamins”. Yes, code Integrator- (raeI). This means that the carrier of this style performs well (P), (A) and (E)-functions. He is good at developing conceptual plans and ideas (E). It is able to track the details (A) both in the planning phase and in the implementation phase. 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 you to unite the organization, successfully implement ideas and achieve results.

How is the Integrator different from other PAEI types? I-people are sensitive personalities. They tend to be empathetic and have deductive thinking. In other words, they understand well what is the difference between what the person said and wanted 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. Particularly for this reason good managers become this type of leaders.

ardent supporter- who is he?

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

Itzhak Adizes

What happens if the 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)? In front of you is an ardent supporter (-I). He only cares about one thing: for everyone to come to an agreement. And it does not matter that the decision will be fundamentally wrong. It does not matter that it is clear in advance that it cannot be realized. For the Ardent Supporter, the main thing is to reach a consensus and avoid disagreements.

The results of such integration are usually predictable. The appearance of agreement always leads to one thing: sooner or later, chaos will form, the situation will destabilize, and any planned transformation will fail.

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 the consent of everyone. Of course, it is necessary to be interested in people's opinions, but, first of all, one should think independently and be guided by common sense.

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

How does the I-manager prefer to solve problems? He tends to "wait out the bad weather" – slow down, and then "time will tell." He hopes that people themselves will make the right decision. This approach can be disastrous. It's good when everything is good, but if the company is experiencing difficulties, and competitors are breathing in the back, then it is necessary to stop being a follower, but to lead people behind you.

Imagine that your organization is a motor ship. To change direction, you need to change the mode of operation of the engines. In other words, you must control the energy system, not be subordinate to it.

Itzhak Adizes

Of course, the I-type does not feel completely 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 your point of view and stop shying away from developing a solution.

1. Disagreements are not always bad

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

Itzhak Adizes

When a dispute arises, it seems to the Integrator that harmony is being destroyed, and the situation is out of control. But is it really so? Differences in styles are the cause of friction and disagreement. All people are different, and their interests do not always coincide. But that doesn't mean you can't learn how to work together successfully and have different perspectives.

No matter how hot the dispute is, it cannot be “extinguished”. It should be recognized that conflict is a natural and normal phenomenon, which 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 the discussion is the same as hiding garbage under the carpet.

1. Stop Seeking Consensus

It is possible to make the appearance of consensus, but does this guarantee a quality solution? After all, it is not the problem itself that is in the first place, but the feelings of people. “If the main thing is to come to a compromise, and not to achieve an optimal result, the matter will end up with the fact that, having taken up 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 was said. Because the main thing is not conflict resolution, but acceptance effective solutions, by implementing which the company can achieve exceptional results.

1. Express your point of view

Stealth is not the best quality of a leader. If you hide your point of view and do not express your intentions, people will not know what is on your mind. They may perceive this as a lack of 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 the leader becomes passive, he loses the right to be called such.

1. Meetings are not a panacea

Integrator style managers 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 understands and supports the decision well.

What is wrong? First, only those who have necessary knowledge, experience and competence to solve a particular issue. Secondly, we need those people who will implement this decision. And spending hours discussing decisions that have already been made with everyone and everyone is inefficient and unproductive.

1. stop doubting

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

Adizes methodology in recruitment: PAEI code

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

You can express doubts, but before a decision is made. In addition, it must be remembered that ideal solutions, like people, do not exist. Therefore, any hesitation should be left to yourself. The task of the 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 supported remain on paper. Why? One of the reasons is that people could only pretend to agree, so they were not going to implement these decisions. Thus, the task of the manager is to oversee the implementation process until the desired result is achieved.

1. When hiring people, it is worth considering not only personal, but also business qualities

The I-manager tends to surround himself with those who do not create conflict. Itzhak Adizes calls such people "clackers". They applaud and shout "bravo" even when they strongly disagree with the boss.

Like all leaders, the Integrator also hires those whose style is as close as possible to their own. At the same time, it is important not to forget that in order for a company to prosper and be efficient and effective 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. So, the Integrator needs subordinates who balance him, and are not his exact copy.

1. Change is necessary, but it is not always determined by the desires of people

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

Itzhak Adizes

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

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 up the solution of the problem of superiors and subordinates, and derived the formula 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 to keep good employee or a 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, good friend, active and sensitive 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, Vice President of Retail and Online Sales at Apple, during work CEO Burberry Company communicated via e-mail 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 the man who walked the stairs career ladder from start to finish, more likely to become a good leader.

Illustrations: Konstantin Amelin, designer of Big Plans

According to materials: bigplans.megaplan.ru

Ekaterina Gordeeva, expert consultant of the Center, says: The Adizes test is intended for a functional-role analysis of the manager's activities and for the formation of the optimal composition of the management team.
The test shows how effectively the manager performs 4 main roles (link to the description of the roles below):

• manufacturer(result and its achievement);
• administrator(system, rules, control);
• entrepreneur(ideas, flexibility, market analysis);
• integrator(interaction with people, coordination, motivation).

By combinations of roles, the degree of their severity, one can judge the characteristics of a leader, leadership style, priorities, interaction with people, strength and risks.
It is also possible to draw conclusions about which business is better to open, what are the problems in the company, what is the reason for stagnation in business processes, which requires development.
Our company has repeatedly conducted research large organizations. The head and his managerial staff were tested, the company was diagnosed. Thus, we have identified a clear relationship between the combination of roles and the problems of the firm.

Brief description of the main roles according to Adizes

These descriptions are given for leaders in whom one role is prominent, while other roles are almost non-existent. In practice, such a profile is almost never found. These descriptions are provided for understanding each role.

Manufacturer The activities of the leader are aimed at creating results, at putting their line into practice. important for the manufacturer a clear task, goal, facts, figures. 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 do not develop. The leader is characterized by short-term planning. knowledge about what is happening, technology, political and strategic lines.

Administrator Creation of information systems, systems of budgeting, control. Evaluation of results, research and verification of options for solving problems, setting rules. important for the administrator goal, strategy, order, norms, rules. The administrator in "pure form" is a bureaucrat. Arrives and leaves on schedule. All papers are removed in their places. Employees are loaded with work in accordance with the rules. Employee training is going according to plan. Meetings are held as scheduled, regardless of need. The main thing- Complete 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.

Entrepreneur 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 emerges. The main thing- Attention to new ideas. Entrepreneurs are characterized by a constant change of priorities and impatience. To fulfill 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 strategies, planning, providing motivation, development and training of employees, increasing interest in work, satisfaction. Important for the Integrator is 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, organization theory, the ability to understand relationships.

Examples of correspondence between test results and position in the company in real "live" companies

Example No. 1. Consider a leader who has a weakly represented role of an administrator and a strong role of an integrator. Its features: democratic leadership style, weak control, violation in systems. In a company such a leader has a friendly atmosphere, there is no hierarchy, offices are not signed, there are no job descriptions ...
There is no such thing as "good" or "bad" in life. Everything depends on the goal, on the task, on the team that can “complement” the leader. For example, to discover, develop and design work a manager with a developed role of an entrepreneur is needed, and a developed administrative function is desirable for production management.

The Adizes test introduces you to yourself, reveals your leadership style. When you know your characteristics, you can use them: choose a business for yourself, develop the identified qualities you lack, take tasks in accordance with your characteristics, delegating the rest, be more successful.
Understanding oneself removes internal and external conflicts. You understand other people more easily, react more flexibly in various situations. Knowing about the roles will allow you to select people in the management team for the task. You will begin to see deeper and further the solution of which tasks will lead to success, in which areas it is really worth developing.

Example No. 2. The company "XXX" has 2 founders. One with a pronounced entrepreneurial role, very impatient, always puts forward a lot of ideas that are not always worked out beforehand. The other one has a pronounced administrative role, i.e. acts within the framework of the rules, the system, carefully, thinking everything through. They successfully complement each other, but conflicts often arise due to communication “in different languages”. What to do? Recognize, accept the difference and share the functionality depending on the potential of each: offer ideas to one, feel the market and trends, find ways out of difficult situations, the other - to work out the ideas put forward and control the process.

The test is a strong help when a specific task is initially set.
For example, you are planning to hire a production director, and you want to know in advance his potential, possible risks as a result of his leadership, how suitable he will be for you, and how successfully you and your team will work with him.
In this case, the analysis of roles is based on the tasks that need to be solved in this position, the characteristics of your and your employees, and the wishes for this candidate.
As a result, the test will show how the candidate will be active, efficient, provide control over production, systemic and can build a system, sociable and can create conditions for mutual understanding with people. You can even get answers to questions such as whether he will break the rules, and how careful.

Example No. 3. Sometimes it happens like this: a good leader, but something is not going well. The test shows where is hiding " weak link", and points the way to solving the issue. For example, a low score on the entrepreneurial role may indicate that it is worth conducting a market analysis, new idea. A low indicator on the role of an integrator can make it clear that you need to learn how to convey information to people. Ideas can be very good, but remain either unknown or incomprehensible to employees or partners.
If the task is to define your professional activity, then you can make an analysis, as a result of which the conditions necessary for your success will be clear, as well as those types of activities that will not be easy for you to accept or implement. Those. as a result, you can find out which activity suits you best, in which you will most clearly show yourself and be successful: communication with people, creative, design or analysis.
If you have already chosen an activity, then the test may suggest a program for your development - what you should pay attention to in order to achieve greater success.

What is this test?

This test is designed to determine personal style.

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 behavioral patterns, work style, leadership abilities, strengths and weak sides), knowing which you can determine his individual style.

Itzhak Adizes identifies 4 management functions (production of results (P), administration (A), entrepreneurship (E), integration (I)). Different people handle each of these functions differently, so each letter of your code has a different numerical value. The combination of your abilities to do this or that is combined into 14 styles: Producer (Paei), Administrator (paei), Entrepreneur (PaEI), Integrator (paei), Idea Generator (paEI), Teacher (paEI), Zealous Beginner (paei), Hearty Administrator (PAEI), Developer (PAEI), Tactician Leader (PAEI), Transformation Leader (PAEI), Governor (PAEI), Guide (Paei), Devil's Advocate (PAEI).

What will I learn when I pass it?

This PAEI test consists of 48 questions, each of which has 5 possible answers. You need to choose one. When you finish testing, you will know your PAEI code, in which an uppercase letter means that you perform a function brilliantly, and a lowercase letter means that you have elementary performance skills. The number next to P, A, E, and I (in %) indicates how competent the person is in each of these functions. The maximum value is 100%. The test result is presented in the form of a graph and detailed description managerial style.

Why do I need it?

Having received individual recommendations from us, 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 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.

What then?

What does the PAEI test give to the leader? 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, by 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.

“…the ultimate goal of the management process is to make the organization effective and efficient in the short and long term - no more and no less. If we ensure the effectiveness and efficiency of the organization in the short and long term, this is enough for the well-being and success of any organizational structure whether it's a marriage, a government, a multinational corporation, or a candy store."

Itzhak Adizes proceeds from the fact that an employee must be efficient. To achieve maximum efficiency, an employee must fulfill four roles. The leader should arrange employees and set tasks for them, based on his type (what a person is naturally inclined to), then he will be most successful. If an employee needs to perform an administrative function, and his A indicator is low, this means that he needs to be either trained or transferred to other tasks that correspond to his personal profile.

Employee roles:

• producer (P, producer) – producing results.
• administrator (A, administrator)– organization of optimal order in processes.
• entrepreneur (E, entrepreneur)– generation of innovative ideas, new trends.
• integrator (I, Integrator) – harmonization of relations in the team and the development of ties between people.

According to the initial letters of these four English words, the model of employee types (as well as management styles, leadership styles) forms the abbreviation PAEI.

With this test, HR can determine an employee's individual leadership style. You will find a description of leadership styles that corresponds to your PAEI code in private access.

Usually, when testing the leadership style (management style), we use this test with a 360-degree assessment: it is filled in by the tested leader, a subordinate of this leader, the head of the tested and an employee of an adjacent unit. The results will impress you!

It should be remembered:

• No managers are equally successful in all four roles.
• Even if such a manager were found, he would not be able to perform these roles equally well at the same time.

No living person behaves like a full-fledged PAEI. I. Adizes calls the ideal leader "Book Manager". The four roles are in conflict with each other, and no one is able to play these roles at the same time. If a person tries to become a perfectly balanced leader, he will not achieve the result.

A person cannot be successful in all PAEI roles, as these roles involve incompatible personality traits. The Administrator and the Entrepreneur are in conflict because A is conservative and wants control, while P wants change.
The Producer and the Entrepreneur also have to conflict, since one is focused on short-term goals and requires an immediate reaction to their decisions, and the second requires time to develop.

Adizes' takeaway is that instead of looking for the perfect leader (perfect in all four roles), we need balanced management teams made up of complementary managers.

Adizes believes that a successful leader should develop two functions, one of which is I (integrator).

Based on the combination of four functions, each manager has a personal PAEI code, which characterizes his individual management style and allows him to give recommendations on the development of managerial competencies.