Newbie mistakes or how to start working in a new position?

When is the procedure required?

When does an organization need to add a staff member to its staffing table? This procedure is usually accompanied by inevitable changes in staffing. As a rule, an action is associated with a need that arose during the production process . The reason may be the reorganization of the enterprise or the expansion of the scope of its activities.

In such a situation, new positions are introduced in order to relieve some of the workload of those employees who are already working in the organization.

A clear sign that such changes to the staffing table are required is when one employee begins to perform functions that should actually be assigned to several specialists.

Important! The staffing table cannot be changed unless there is a corresponding order.

Such a document must be written out by the manager.

Employees related to the personnel service should be responsible for introducing new positions into the staffing table. The head of the enterprise can give a number of employees an oral order , which in the future will be presented in writing.

But only a document certified by the signature of the manager will be valid. Another change in the composition of positions may be due to an increase in the volume of work performed in the company.

Newbie mistakes or how to start working in a new position?

Visotsky Consulting Kyiv | Vysotsky Alexander Alexandrovich

Most people starting to work in a new position make the same mistakes. This article is about how to avoid the most common ones so that you get more results and pleasure from your work.

Any new position means that you will have to do something in an area in which you have no experience. For example, you are a great salesperson and it’s time to become a sales leader. You are well versed in the work of a salesperson and how to work with clients. But when you accept a management position, you have completely new responsibilities. This is people management. The job of a manager is a whole set of new responsibilities: you will need to skillfully hold meetings with sellers, plan the activities of the department, set tasks and achieve their implementation. Therefore, the first thing you need to realize is that any new position is a completely new activity in which there is no experience or confidence.

Most people are unable to achieve great results only because they are afraid to start from scratch. They are simply afraid to step out of their comfort zone, from an area in which they are well versed, afraid to face new problems and the need to play the role of a beginner and overcome everything that a beginner has to endure. But there is no other way to achieve extraordinary results than by constantly pushing yourself beyond your comfort zone. This applies to both one person and the company as a whole.

At the same time, there are quite certain difficulties that any person faces when mastering a new position. And there are ways to cope with these difficulties. Below are the most common of them and recommendations on how to deal with each of them with the least loss of effort and time.

Graduality

Any new position must be mastered step by step. The most complex work consists of many components; any work uses many tools. Master them one by one. Trying to do everything at once makes the job much more difficult, confusing, and frustrating. For example, if you accept a position as a department manager, you will find that you have many different responsibilities. Just make a little plan and decide in what order you will master these responsibilities. Start with something not too difficult. For example, learn to first hold daily meetings with salespeople. Such a meeting involves analyzing and assessing the results of work and planning actions for the day or week.

Make sure you can do it. After that, master the next tool. Don't try to master everything at once. It's like riding a bicycle - at first you just learn to maintain balance while riding in a straight line. Only after some time will you be able to maneuver deftly. If you tried to learn to ride a bicycle on a forest path that winds through the trees, you would quickly lose interest in this activity.

You are being ignored

This always happens to a person who is just starting to master some kind of work in an existing company. You’ve already been in your new position for three days, but it feels like no one notices it at all! This is completely normal, because the company already has an established way of working and relationships. Even if it was never written down on paper, and even if no one can describe what the established traditions are, they still exist. Someone, consciously or unconsciously, is doing the job of the position you came to fill. Employees have established habits regarding how to resolve issues.

Therefore, any person who has just accepted a new position does not actually exist for others until he begins to play an important role in the processes so that his presence is noticed and the usual work processes are changed. For example, you have already been appointed head of the sales department, and salespeople still run for advice to higher managers, and they still give them orders directly. An unpleasant situation, but inevitable at the very beginning of activity.

The solution to this problem does not lie in breaking the existing system of work. It is necessary to consistently switch command and communication lines to yourself. As quickly as possible, you need to ensure that your existence is known and you take your place in the company’s processes. To do this quickly, you need to do the following with each of those with whom you will interact in your new position:

• Step #1 Make a list of all the people you will need to collaborate with in your new position. For example, for the head of the sales department, this list will primarily include his immediate supervisor, his subordinates - salespeople, heads of production departments, etc.
• Step No. 2. It is necessary to communicate with each person on the list and convey to him that now you will do this work and on certain issues he should contact you, although before he did it differently. For example, the head of the sales department needs to communicate with the sales people and explain to him what the manager’s responsibilities are and what issues you will solve. It would be appropriate to talk about your experience and skills and your plans for this position.

• Step #3The next step is to find out what this person expects from you in this position, and then provide it to him. There is no better way to get recognized and collaborate than to deliver what is expected. For example, the new head of the sales department, in a conversation with the seller, finds out that the seller expects the manager to ensure that production fulfills orders on time. If you do this, you will gain recognition from your subordinate and the ability to influence him. And the head of the Distribution department (the immediate supervisor of the head of the sales department) will most likely expect that the head of the sales department will give him realistic planning for sales volumes.

Performing these actions has nothing in common with the action called “a new broom sweeps in a new way,” when a new leader, without understanding the situation, tries to impose his will on everyone around him and very often makes stupid mistakes. You do not need to break all existing relationships, but simply take control of them step by step.

They're passing you by

This happens quite often - someone gives orders to your subordinates and thus prevents you from doing your job. There could be two different reasons for this, you need to figure out which one you are facing and act accordingly.

The first reason is that you have not yet taken control of something. This means that you are being bypassed simply out of habit. For example, the director of a company is used to directly giving orders to one of the salespeople regarding work with some important client with whom there are special agreements. In this case, you just need to follow the steps described in the previous paragraph regarding this point. That is, remind you that this now relates to your responsibilities, find out what these agreements are and take this work from the director. Once he is convinced that you are handling this successfully, he will stop beating you in this area.

The second reason is that you couldn’t cope with something. For example, in the area of ​​responsibility of the head of the sales department, some problem arose when working with a client. The director intervened in this situation and resolved it. In this case, you just need to find out how and why he acted and learn to cope with such situations. If you realize that you are new to this work and cannot know and be able to do everything, then you can get someone to explain to you how to act correctly. In fact, this action in this case becomes part of your responsibilities and having mastered it, you will forever get rid of the bypass in this matter. You need to collect and master all the successful experiences related to your new position, this will take time.

Overload

One way to make working in a new position hell is to try to do the impossible. If you have not yet fully mastered a new job, it is even difficult for you to estimate how much time it will take to complete a particular task. For example, an inexperienced salesperson schedules meetings with clients and allocates one hour for each of them. Since he still doesn’t have enough experience, he doesn’t take into account that it takes some time for preparation, for travel, for a slight drop in clients. Therefore, he will be nervous and fail to complete the plan. If he had experience, he would schedule and conduct fewer meetings, but still choose the ones with the highest priority. And the result would be higher and more pleasure.

I advise you to be very realistic and prudent with your time; if, according to your estimate, there is not enough time for all tasks, do not try to “shove” everything into the plan. It’s better to choose the most important tasks and do exactly what you intended. If you are doing some work for the first time, it is better to allocate plenty of time for it. If you finish early, you will do something else, but at least you will complete what you planned. Hope not supported by experience is a bad adviser when planning.

Competence

When you are faced with a situation and don't know how to act, the best thing to do is to turn to a supervisor or someone who has done the job successfully before and ask for their advice. Usually people are happy to share their experience and knowledge. If you're just starting out in a new position, no one expects you to be able to handle every problem on your own. Maybe no one has a solution, then you have to use your wits and find a solution yourself. But this is a difficult and slow path. In an organization, people are valued not for their ability to pretend to be smart, but for their ability to produce results at work. So if there is even the slightest opportunity to learn, it is better to take advantage of it.

Alexander Vysotsky

Author:	Vysotsky Alexander Alexandrovich
Company:	Visotsky Consulting Kyiv (all company articles)

Are changes needed in the work regulations?

The document is not a mere formality , as it is necessary for the operation of any company. It is compiled in order to display all available information regarding the divisions into which the company is divided. It also contains data on various positions established in the company, as well as salaries and bonuses.

The fact is that this document is approved every year on January 1 and the tax audit takes part in this. There is no need to make a new staffing table if no changes have been made to it during the past year.

If changes were made to the old schedule, then by the beginning of next year a new document should be ready, which will undergo the approval procedure. Such changes include:

1. Increase or decrease in the number of units included in the state.

2. Changing the names of some positions.
3. Changes in job-type salary or hourly rate.

A new document of this type is also necessary if the old one has an expiration date. In such a situation, it is imperative to prepare a new staffing table when the old one expires.

III. Achieving results

This stage continues throughout the remainder of the first year, with the main challenge being to clearly explain your plan to employees, tailor it to the needs of the organization, the context in which it exists, and monitor its implementation.
Which of your leadership skills will help you as you transition to a new position, and which may hinder you? Your job as a leader is to determine what qualities and behavior are needed for your new role in the company, and not just assume that what worked last time will work now. The authors of the article offer several recommendations on how to adequately assess your capabilities, your strengths and weaknesses:

• Identify two or three of your strengths that will be especially important in your new job. Think about how to make the most of these qualities of yours.

• Consider what leadership qualities you have that might cause problems in your new position.

• Find people who can tell you honestly how well you are doing in a particular area.

How do you assemble the team needed to implement your plan in your new role? The new leader must work towards a long-term vision, and at the same time, he must understand what changes the team needs to make in order to most effectively realize this vision (potential appointments to new positions, promotion of talented employees and dismissal of employees who do not meet the requirements of the company) :

• Determine if you have talented people on your team and promote them according to your strategy, work at both a strategic and operational level.

• Identify the changes you would like to make in your team over the next 12-18 months.

• Determine which employees need additional training and in what areas.

What are the potential disruptors for you and your team? Each manager has a certain list of factors that limit his influence on the success of the organization in a new position and prevent him from working. How to determine these factors?

• Identify factors that may jeopardize your success or the success of your organization.

• Identify the most dangerous factors and think about how to deal with them, what preventive actions should be taken to minimize or eliminate the risk.

• Periodically discuss with your team the status and severity of key threats and the actions being taken to avoid the threat.

Who is responsible for making changes?

Who is responsible for increasing and adding staff, whose responsibilities include making changes to the staffing table? As mentioned above, whose head has assigned him such responsibilities can draw up this document As a rule, people with a certain competence are involved in such a responsible task.

Reference. An economist or an accountant can introduce a new position into the staffing table.

If we are talking about very small enterprises, then the manager himself can apply for the introduction of a new position in the staffing table, without trusting anyone.

However, most often, an accountant is asked to perform such an action, who:

• Works closely with accruals and cash flows of the company.
• Knows exactly how many employees work at the enterprise and how many of them receive salaries.
• Has experience working with programs that are indispensable when performing such a task.

However, from the point of view of experts, such a manager’s decision is not entirely correct. The fact is that accountants deal only with business transactions of the actual type. The best option in such a situation is to involve a person holding the position of economist or HR department employee in carrying out such a task.

If we are talking about an organization that has a complex and multi-stage structure, then an accountant can be assigned to help the personnel officer. If these two specialists can combine their professional knowledge, they will undoubtedly create a project of an impeccable schedule, even for a large and structurally complex enterprise.

Memo on the introduction of a new position in the organization’s staffing table

A request from the head of a certain department to introduce a new position into practical activities is expressed in the preparation of a memo addressed to the employer. Moreover, such a note contains not only a corresponding request, but also serves as a justification for such a decision.

Justification is necessary to confirm the company's expenses, since the introduction of a new position is inevitably associated with costs. Therefore, the head of the department must describe all the reasons for such an action, in particular, provide a calculation that will prove that all the costs incurred to introduce a new position will pay off and will also bring profit in the near future.

In addition to the memo, appendices to it must also be drawn up:

• calculation of the volume of existing total responsibilities, as evidence of the excess of production requirements over the number of workers;
• designation of labor cost standards for a specific profession;
• calculation proving the receipt of additional economic benefits from the introduction of a new employee.

Practice shows that one of the most common formulations of economic benefits is the unloading of already working specialists, which will subsequently increase output and also provide additional time for employees to develop ideas for improving production activities.

Step-by-step description of the process

Reference. Entering a position into the staffing table involves several steps that combine organizational-type activities, as well as documentation.

The whole process goes like this:

1. It is necessary to determine how necessary it is to add a new unit to the staff. This moment is one of the most difficult and crucial in the entire process. A variety of statistical information is collected and calculations are made based on the production rate.
2. Next comes the preparation of a new job description , which is intended for the new position. As part of this stage, work function standards are determined and adjusted based on the calculation of labor costs.
3. You need to draw up a memo addressed to the head of the organization. This paper should be written by the head of the department in which a new structural type unit is being created.
4. The manager, having received a letter from the head of the department, issues an order for a new position. It should indicate the department in which the new position will appear, as well as the salary of the person occupying it.

Changes may be introduced a little later. This is due to the fact that the date of the order may not coincide with the time the new vacancy was introduced.

Reasons for introducing a new position into the staffing table

The staffing table is understood as a specialized regulatory document for local purposes, which contains information about the structure of the company, as well as the number of workers and their salaries. The specified information must be reflected in the schedule based on Letter of Rostrud No. 428/6/1 dated March 22, 2012.

Labor legislation does not fix the definition of this document; moreover, the Labor Code of the Russian Federation also does not provide for the obligation for employers to maintain a staffing table.

The main legislative document that should be relied upon regarding the maintenance and execution of the staffing table is Resolution of the State Statistics Committee of the Russian Federation No. 1 of 01/05/2004. “On approval of forms of primary documents.”

Russian legislation stipulates that company managers have the right to independently determine how many subordinates they need for a stable production process. In addition, based on the manager’s order, additional positions, specialties and employees can also be introduced, adjustments can be made to the staffing table, and existing vacancies can be renamed. However, for such actions, serious reasons and justification must be provided.

In particular, the inclusion of a new position in the regulatory document under consideration occurs due to:

• increasing the volume of work performed at the enterprise;
• introduction of new technological equipment or a separate line of activity;
• the employment of a specialist in the newly introduced position will lead to an increase in the productivity of the entire department or even the company as a whole.

Thus, the above list is not exhaustive; a manager may need a new employee and position under the influence of various internal factors. The main condition for introducing a new specialty into the staffing table, however, is the validity of the reason.

Important documents

This procedure must be formalized strictly within the framework of the law. To do this, the action is accompanied by certain documents:

1. First of all, a corresponding order is issued, certified by the signature of the head of the organization. The form of such a document is not strictly regulated, so it can be drawn up in any form. However, when registering, you should adhere to the state standard called R 6.30-2003.

2. It is worth paying special attention to the preparation of job descriptions.
   It should be created for a specific position, respectively, and intended for an indefinite number of employees without indicating their names. Reference. The preparation of a job description is not clearly regulated by law, so anyone can draw it up as they wish, while adhering to general principles.
3. Employment contracts should reflect a decrease or increase in the salary portion of wages, renaming of certain positions and other adjustments to the staffing table.
   After the order is issued, amendments are attached to the employment contract, which reflect all changes. If an employee is hired for a new position, the contract with him is concluded on the general rules of labor legislation.
4. The staffing table itself should also be part of the documentation; also, do not forget about the memo and notification that employees will receive.

When renaming a position, the employer must make appropriate changes to the work type book.

II. Boundary designation

This stage continues for 30-60 days after the end of the first stage, the main task is to determine how you see the company's present and how you want its future to be, as well as establishing a dialogue with employees to build a shared vision.
What are the most important areas to focus on in the next 12 months? After the leader receives enough information about the organization, he must form his own point of view regarding which areas of the company's activities are most important to it and which of them need to concentrate the bulk of efforts. It is also necessary to determine how the leader will receive the necessary support for his actions. In the future, he must coordinate work in each of the priority areas in such a way as not to overload the organization. Moreover, every new leader must encourage those around him to develop and implement a common plan of action. In general, we can say that a leader must direct the actions of the team, but at the same time remain open to changing his vision, which is still in its infancy and is in a vague state. How not to go astray from your chosen path? The authors offer several recommendations in this regard:

• Identify three or four areas to focus on in the next 6 months. Also determine approximately how long it will take you to achieve the desired results in these areas.

• Identify the people who will need to be involved in testing and improving your plan. This list should include both those who occupy a higher position in the company hierarchy and ordinary employees.

• Determine how your team will track progress in each priority area (e.g., how often progress will be tracked, what data will be used to determine success, etc.)

• Review your plan periodically and make adjustments as necessary (for example, if circumstances have changed or you have received any additional information that changes your view of the situation).

How will others evaluate you (what parameters will they use, what tests will you undergo)? A successful transition to a new position is possible only when the leader not only satisfies the short-term needs of the company, but also, thanks to his unique abilities and qualities, ensures the success and prosperity of the company in the long term. The appointment of a high-level manager is always an event that is closely monitored by company employees, they evaluate how suitable he is for this position. In such a situation, a leader's mistakes at an early stage of work can undermine the authority of even the most talented leader. How to determine by what criteria you will be assessed in a specific company for a specific position?

• Understand the expectations of key stakeholder groups (e.g., your supervisor, your clients, direct reports, other organizational members, etc.) and use this knowledge to become a successful leader by meeting their expectations. Focus also on what you consider important. At the same time, you need to align your vision with the vision of your colleagues.

• Identify several key criteria for measuring your success and what they mean in the context of your work and your plans for transition to this position.

Drawing up an order

How is an order to introduce a new position into the staffing table issued? As already mentioned, there is no clearly accepted form for such a document, so it can be drawn up arbitrarily. There are some points that the order must contain:

1. Full name of the organization, location, date and document number.

2. Next comes the wording of the document itself, in this case changing the staffing table.
3. It is necessary to clearly indicate the reason why such changes occur. They may be associated with restructuring the organization, improving the enterprise, or increasing the number of services produced.
4. The next step is to list the changes that will follow when the order takes effect.
5. The last paragraph contains information about the person who will be directly involved in making changes and in what time frame he will do this.

Important! The order must contain the signatures of both the head of the organization and the executor who prepared it.

Then the persons to whom this paper will concern must put their signatures.

Copies of this document must be provided to the employee for review: the employee must give written consent to the changes . If everything goes well, then changes are made to the work book.

In the case when there is a reduction of positions or employees in accordance with Article 81 of the Labor Code of the Russian Federation, administrative bodies must warn people scheduled for dismissal two months in advance, as ordered by Article 180 of the Labor Code of the Russian Federation.

How the document changes

There are no established uniform rules for maintaining the staffing table, because it is not a mandatory document for non-budgetary organizations. In practice, most enterprises maintain this type of documentation as a staffing table, since it allows you to systematize information about positions, employees and their salaries, working conditions and additional features.

This makes it possible, if necessary, to quickly analyze the necessary information. The enterprise has the right to maintain this document on the basis of local regulations.

The staffing table is drawn up for a period of 1 year and is changed at the end of each year. And in practice, there is no need to do anything with this document if there are no tangible changes in the operation of the enterprise.

The procedure for changing the staffing table is mandatory when introducing new positions, changing the number of employees or the conditions of payment for their labor; there are established regulations for its implementation.

The introduction of a new position may be due to the following reasons:

• production is expanding, which requires attracting new workers and new positions;
• a reorganization is being carried out, as a result of which specialists of a different profile are required;
• the load on some employees who had to combine several positions is reduced.

Changes in the staffing table when a new position is introduced are possible only with an order from the manager. Before introducing a new position, the following conditions must be met:

• data on the need to expand staff is summarized and analyzed;
• the necessary documentation is collected;
• an order is drawn up;
• staffing changes.

Making amendments without proof that they are actually necessary will be impossible and the new position will not be considered legal. The collection of evidence of the need for a new position is carried out by a person authorized to do so.

Staffing when introducing a new position

When can you be demoted?

Demotion may be permanent or temporary. The transfer can be initiated by either the employer or the employee. However, it is rare to find employees who ask for a lower position. After all, this usually entails receiving lower wages.

Please note: transfer to a lower position is permitted only with the written consent of the employee. Exceptions are cases related to emergency circumstances listed in Part 2 of Article 72.2 of the Labor Code of the Russian Federation.

If the employee does not agree, the entrepreneur must have grounds for demotion. Labor legislation allows you to do this in several situations:

- by written agreement of the parties (Part 1 of Article 72.2 of the Labor Code of the Russian Federation). The purpose of such a transfer is often to replace a temporarily absent employee;

— due to downtime (part 3 of article 72.2 of the Labor Code of the Russian Federation);

— due to the employee’s refusal to work in new conditions (Article 74 of the Labor Code of the Russian Federation);

- in connection with the suspension of the employee’s special right (Article 76, clause 9, part 1 and part 2, article 83 of the Labor Code of the Russian Federation). Such rights include a work permit for a foreign citizen, a driver’s license, the right to carry a weapon for an employee of a private security company, etc.;

— due to a reduction in the number or staff of employees (clause 2, part 1 and part 3, article 81 of the Labor Code of the Russian Federation);

- based on the results of the certification (clause 3, part 1 and part 3, article 81 of the Labor Code of the Russian Federation). In this case, transfer to a lower position is an alternative to dismissal for lack of proper qualifications;

- according to a medical report (Article 73 of the Labor Code of the Russian Federation);

— to eliminate the impact of adverse production factors on a pregnant woman (Part 1 of Article 254 of the Labor Code of the Russian Federation);

- due to the impossibility of performing previous labor functions by a woman who has children under the age of one and a half years (Part 4 of Article 254 of the Labor Code of the Russian Federation);

- due to the expiration of a woman’s employment contract during her pregnancy, if this contract was concluded during the performance of the duties of an absent employee (Part 3 of Article 261 of the Labor Code of the Russian Federation);

- in connection with the termination of an employment contract due to violation of the rules for its conclusion (Article 84 of the Labor Code of the Russian Federation).

Please note: some individual entrepreneurs transfer employees to lower positions for committing a disciplinary offense. However, such actions are illegal. Article 192 of the Labor Code of the Russian Federation contains a closed list of types of disciplinary sanctions: reprimand, reprimand and dismissal. As you can see, demotion of an employee is not included in this list.

For your information.
The position of an employee who is on parental leave until the child reaches three years of age is not vacant (Part 4 of Article 256 of the Labor Code of the Russian Federation). During such leave, the employment contract with her continues to be valid. Thus, the entrepreneur is not obliged to offer this position to the employee for transfer based on the results of certification. A similar conclusion is contained in the Determination of the St. Petersburg City Court dated August 30, 2010 No. 33-11908.

Procedure for renaming a position

Important

The content of this document must indicate the regulatory legal act that made the changes and the new name of the profession. Step 2 Sign the notification The notification must be signed by the head of the organization or other authorized official. The “Signature” requisite includes: the name of the position of the person who signed the order, a personal signature and its transcript.

Step 3 Registering the notification The signed notification is registered in a special accounting form, for example, in the Journal for registering proposals and notifications of employees. The employer determines the composition of the details in the registration form used independently. When registering, the notification contains the details “Date of Registration” and “Registration Number”.

Well, with a manager everything is definitely simple, but there is a direct equivalent (in fact, no)

In world practice, Manager is a junior manager (project manager). In the Russian language and within the framework of the realities of our country, there is a descriptive term “top manager”, which is difficult to convey into English. Still, usually senior managers who come immediately after the owner or board of directors in the hierarchy are called Vice President, Director, Head of Department.

Also in Russia, the term “manager” is often used to refer to ordinary knowledge workers who are not managers. In the English-speaking tradition, such positions usually correspond to clerk or associate. But it often happens that “manager” is also used in the traditional sense to designate people with managerial functions. Therefore, when translating, we proceed from the job description in the resume or clarify the question with the client.

Perhaps the most striking example is sales departments in Russian companies, where absolutely all department employees are called sales managers. It just so happened. Therefore, when transferring, it is better to clarify whether there was someone subordinate to this position. If not, then it is better to translate it as sales representative. If there was, then it can be translated as sales manager. head of the bureau Andrey Guk

IV. Relationship building

This stage lasts throughout the leader's first year and is about building the right relationships with all stakeholders, obtaining the necessary support and creating a strong and effective team.
What are your internal and external pressure groups and how will you interact with them? Defining the logic and boundaries of your formal authority and power is key to success in your new position. Many managers are surprised to learn that they do not have enough power to implement their plans. To make it easier for a manager to define his authority and implement his plans, he must enlist the support of stakeholder groups and take into account their needs and requirements. Below are questions to help you build the necessary relationships:

• Identify the main influence groups (4 or 5, these can be both groups of people and individual employees) with whom you need to build relationships. Why are these particular groups so important?

• What actions will you take to build partnerships with these people in the first 6 months? How will you measure your success over time?

• What are the components of your communications plan?
Which groups (internal or external) need to communicate with you and what topics should you cover? What do you need to learn from them? Changing positions is a serious challenge for a leader. It is necessary to show both confidence in actions and a willingness to be flexible in approaches to work and decision-making. A new position necessarily involves unique operating conditions and it is impossible to simply use past successful experience. However, the perceived need to change oneself creates the opportunity for development, the main value of which is the ability to solve increasingly complex and interesting management problems. Topics: Leadership